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The Multichannel Challenge at Natura in Beauty and Personal Care (A), (B), and (C) - Teaching note
Farris, Paul W.; Guissoni, Leandro; Boccia, Murillo; Ailawadi, KusumTeaching Note DARDEN-M-0943TNMarketingTeaching note for products M-0943, M-1022 and M-1023Starting at €0.00
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The Multichannel Challenge at Natura in Beauty and Personal Care (A), (B), and (C) - Teaching note
Farris, Paul W.; Guissoni, Leandro; Boccia, Murillo; Ailawadi, KusumTeaching Note DARDEN-M-0943TN-EMarketingTeaching note for product M-0943Starting at €0.00
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The Multichannel Challenge at Natura in Beauty and Personal Care (A)
Farris, Paul W.; Guissoni, Leandro; Ailawadi, Kusum; Boccia, MurilloCase DARDEN-M-0943MarketingFaced with declining market share and sales between 2014 and 2016, Natura, at the time Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, was expanding its customer reach by moving from a direct-sales company to a multichanStarting at €8.20
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The Multichannel Challenge at Natura in Beauty and Personal Care
Farris, Paul W.; Guissoni, Leandro; Ailawadi, Kusum; Boccia, MurilloCase DARDEN-M-0943-EMarketingFaced with declining market share and sales, Natura, Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from a direct-sales company to a multichannel company. In 2014, Natura added online catalogs, physical stores, and drugstores to its well-established direct-selling model, but the results were disappointing. Between 2014 and 2016, three different Natura CEOs attempted to lead...Starting at €8.20
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Uber Pricing Strategies and Marketing Communications
Farris, Paul W.; Yemen, Gerry; Weiler, Virginia; Ailawadi, KusumCase DARDEN-M-0871-EMarketingBy late March 2014, the ridesharing company Uber was on a roll, rapidly expanding service to untapped markets and gaining new, enthusiastic customers, as well as a few vocal and visible detractors. Uber’s innovative organization of the supply-demand matching process produced eager customers who recruited others. Buzz marketing and aggressive recruitment of drivers augmented growth. This case presents Uber as an example of a middleman adding real ...Starting at €8.20
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Note on the management of foreign exchange risk
Mendez M.; Rahnema Alavi, AhmadTechnical Note FN-506-EFinanceThis note presents an overview and synthesis of foreign exchange rates, but more importantly, it also introduces some of the basic concepts related to foreign exchange exposure. The note focuses on the management of foreign exchange risk and deals with a set of financial instruments that are most frequently employed in foreign exchange operations in Europe.Starting at €8.20
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Swissair Group
Longstaff, Julian; Mendez M.; Rahnema Alavi, AhmadCase F-731-EFinanceThis case describes the collapse of Swissair, the Swiss flag airline, in October of 2001. The student is given the opportunity to analyse the problem, its sources and development.Starting at €8.20
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Visteon (B)
Boulent, M.; Palencia, Luis; Rahnema Alavi, AhmadCase C-722-EAccounting and ControlIn 1999, with the Nissan Almera door panel program already under way, the account manager from Visteon's Nissan BBG receives a call from the Nissan program manager asking for a 28% price reduction. He calls the program's PLT manager to discuss what they should do.Starting at €5.74
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Endemol Entertainment
Lupo D.; Mendez M.; Rahnema Alavi, AhmadCase F-736-EFinanceThis case deals with financial analysis of a fast growing company. It highlights the relationships between the firm´s growth rate and its short-term financial needs.Starting at €8.20
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Visteon (A)
Boulent, M.; Palencia, Luis; Rahnema Alavi, AhmadCase C-721-EAccounting and ControlIn 1997, the Visteon management has to decide on the pricing of a door panel (DP) to be manufactured for the Nissan Almera. The company information system is used as a base for the pricing decision. The case explains the pricing process used.Starting at €8.20