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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 in the 21st Century (B): Welcoming Gillette
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-309031-EConocimiento y comunicaciónA.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company.Desde 5,74 €
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Procter & Gamble in the 21st Century (A): Becoming Truly Global
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-309030-EConocimiento y comunicaciónSince the 1980's, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operatioDesde 8,20 €
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Procter & Gamble Brazil (A): 2 1/2 Turnarounds
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-308081-EConocimiento y comunicaciónJuliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creaDesde 8,20 €