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H&M, China, and Cotton: Sourcing a Solution?
Mani, Vidya; Parmar, Bidhan L.; Mead, Jenny; Liu, YusiCase DARDEN-OM-1781-EService and Operations ManagementIn December 2021, Hennes & Mauritz AB (H&M), the Swedish fast-fashion clothing retailer, found itself in a difficult position regarding its business in China, one of the retailer’s important markets. H&M was a member of the sustainability organization, Better Cotton Initiative (BCI), which in March 2020 had suspended activities with licensed farmers in the Xinjiang province of China because of allegations of forced labor and human rights abuses a...Starting at €8.20
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Brand Activism at Starbucks-A Tall Order? - Teaching Note
Cian, Luca; Parmar, Bidhan L.; Boichuk, Jeff; Craddock, JennyTeaching Note DARDEN-M-0964TN-EMarketingTeaching note for product M-0964Starting at €0.00
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Brand Activism at Starbucks—A Tall Order?
Cian, Luca; Parmar, Bidhan L.; Boichuk, Jeff; Craddock, JennyCase DARDEN-M-0964-EMarketingIn April 2017, Kevin Johnson took over the reigns as CEO of Starbucks, the iconic coffee giant. He faced a number of key decisions to keep the global retail giant competitive, but one in particular loomed large. Over the last few years, Johnson’s predecessor, Howard Schultz, had increasingly used Starbucks as a progressive platform in an attempt to influence the world around its stores, whether he was aiming to smooth out race relations in the Un...Starting at €8.20
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Brand Activism
Cian, Luca; Parmar, Bidhan L.; Boichuk, Jeff; Craddock, JennyTechnical Note DARDEN-M-0963-EMarketingThis technical note offers students a definition of brand activism (as contrasted to corporate social responsibility) along with an explanation of the different forms that this corporate practice can take. Specifically, students are introduced to the concepts of both progressive and regressive brand activism, in addition to the different causes the activist efforts may champion, whether social, legal, or environmental, to name a few. In order to ...Starting at €8.20
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Managing Strategic Alliances: A Process Framework
Otegui M.; Ariño, AfricaTechnical Note DGN-646-ECorporate Governance, StrategyThis note provides a framework for managing strategic alliances (SAs). The high rate of SA failure unveils the fact that mutual cooperation is not automatic. Accordingly, management needs to be proactive both at the SA formation and implementation stages. By proposing the analysis of five issues to be considered at different stages of the SA lifecycle, we provide a framework that helps managers reduce the possibilities of failure when forming and...Starting at €8.20
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Temalia (A)
Fúnez M.; Cano P.; Ariño, AfricaCase DG-1391Information Technologies, StrategyEl caso analiza el reto de dirigir el futuro de la compañía Temalia, un portal de comunidades temáticas estructurado y segmentado por áreas de interés que permite a los usuarios encontrar información relevante e intercambiar ideas, opiniones e información a través de Internet. Temalia nace como una unidad autónoma e independiente dentro del Grupo Planeta, pero pronto se identifican oportunidades que pueden traducirse en colaboraciones entre Temal...Starting at €8.20
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Temalia (B)
Fúnez M.; Cano P.; Ariño, AfricaCase DG-1392Information Technologies, StrategyEl equipo directivo comunica a los guías de Temalia que han decidido abandonar el proyecto hasta que existan condiciones más favorables.Starting at €5.74
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¿Cuándo establecer una alianza estratégica
Becerra, T.; Otegui M.; Ariño, AfricaTechnical Note DGN-633StrategyLa aparición de alianzas estratégicas responde a los cambios en el entorno económico. Las empresas se ven en la necesidad de compartir sus recursos y habilidades para ser más competitivas y mantener su presencia en el mercado. Uno de los criterios que trata de explicar por qué una alianza es la mejor alternativa para crear valor es el criterio de los costes transaccionales. Este afirma que el objetivo de una alianza es la minimización de los cos...Starting at €8.20