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GE Appliances: Reshoring Manufacturing - Business Strategy - Teaching Note
Blankenship Jr., Charles P.Nota del Instructor DARDEN-S-0331TN1-EDirección estratégicaTeaching Note for product S-0331Desde 0,00 €
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GE Appliances: Reshoring Manufacturing - New Product Introduction Analysis - Teaching Note
Blankenship Jr., Charles P.Nota del Instructor DARDEN-S-0331TN2-EDirección estratégicaTeaching Note for product S-0331Desde 0,00 €
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GE Appliances: Reshoring Manufacturing - Supply Chain Management and Industrial Engineering Analysis - Teaching Note
Blankenship Jr., Charles P.Nota del Instructor DARDEN-S-0331TN3-EDirección estratégicaTeaching Note for product S-0331Desde 0,00 €
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GE Appliances: Reshoring Manufacturing
Blankenship Jr., Charles P.Caso DARDEN-S-0331-EDirección estratégicaThe General Electric Company’s (GE’s) iconic Appliances division enjoyed a significant role at the company throughout the 20th century, representing one of the most recognized engines of the GE brand. By the 21st century, GE had changed its focus to technDesde 8,20 €
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Appliances for Sale!—Business Strategy - Teaching Note
Blankenship Jr., Charles P.; Rowley, Daniel A.Nota del Instructor DARDEN-S-0344TN2-EDirección estratégicaTeaching Note for product S-0344Desde 0,00 €
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Appliances for Sale!—Legal Analysis - Teaching Note
Blankenship Jr., Charles P.; Rowley, Daniel A.Nota del Instructor DARDEN-S-0344TN1-EDirección estratégicaTeaching Note for product S-0344Desde 0,00 €
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Appliances for Sale!
Blankenship Jr., Charles P.; Rowley, Daniel A.Caso DARDEN-S-0344-EDirección estratégicaThe General Electric Company’s (GE’s) iconic Appliances division enjoyed a significant role in the company throughout the 20th century, representing one of the most recognized engines of the GE brand. By the 21st century, however, GE had changed its focus to technology and infrastructure businesses, and GE Appliances’ contribution represented less than 5% of GE’s revenue and profit. Recognizing GE Appliances’ lack of fit with the strategic direct...Desde 8,20 €
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Procter & Gamble, 2015
Wells, John R.; Danskin, GalenCaso HBS-715429-EDirección estratégicaOn July 30, 2015, Procter & Gamble (P&G) announced headline double digit earnings per share growth for the year ended June 30. A closer look at the numbers suggested a less healthy picture. Sales, volumes, and operating profits were down. Investors were not impressed; shareholders were becoming increasingly impatient with the results of Chairman and CEO A.G. Lafley's attempted turnaround. Five-year shareholder returns were well below those of the...Desde 8,20 €
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Hennes & Mauritz, 2000
Wells, John R.; Danskin, GalenCaso HBS-713509-EDirección estratégicaIn 2000, Hennes & Mauritz (H&M) was the second-largest and most global player in the fashion retail business. It operated 682 stores, 80% of them outside its home country of Sweden, and achieved revenues of $3.0 billion and operating profits of $375 million. In 1999, when H&M announced plans to enter the U.S., sales had grown 20% per year and operating profits, 30%, for a decade. After the August announcement of U.S. expansion plans, its share pr...Desde 8,20 €
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Benetton Group S.p.A., 2000
Wells, John R.; Danskin, GalenCaso HBS-713510-EDirección estratégica"In 2000, Benetton was one of the leading mass fashion competitors in the world with approximately $1.9 billion in sales across 5,500 stores in 120 countries. But the company's fortunes seemed to be on the wane. Operating profits had fallen 9% from the prior year to $299 million. Having almost matched global leader, Gap Inc.'s revenues in 1985, Benetton was now only one seventh of Gap's size. Moreover, Hennes & Mauritz (H&M) of Sweden had passed ...Desde 8,20 €