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The Good Feet Store: Sponsoring College Athletes in the Name, Image, and Likeness (NIL) Era - Teaching note
Whitler, Kimberly A.; Puto, Christopher P.; Maiden, Stephen E.Nota del Instructor DARDEN-M-1038TN1-EMarketingTeaching Note for product M-1038Desde 0,00 €
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The Good Feet Store: Sponsoring College Athletes in the Name, Image, and Likeness (NIL) Era
Whitler, Kimberly A.; Puto, Christopher P.; Maiden, Stephen E.Caso DARDEN-M-1038MarketingThis case introduces the challenges and decision criteria for businesses seeking to sponsor student athletes in the advent of the National Collegiate Athletic Association's (NCAA's) landmark decision to authorize collegiate student athletes to monetize their name, image, and likeness (NIL), just as professional athletes and other celebrities have always done. The case follows Jonathan Cotten, president of Easy Step Enterprises (Easy Step), a fran...Desde 8,20 €
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David's Bridal: Customer Relationship Management in the Digital Age
Whitler, Kimberly A.; Farris, Paul W.; Thompson, SylvieCaso DARDEN-M-0899-EMarketingThis case replaces UVA-M-0837. It can be used in a variety of marketing and strategy classes to understand how (1) at a macro level, a shift in consumer and environmental factors can impact firm strategy and (2) at a micro level, an e-mail-based marketing campaign designed to address these changes can impact firm-level performance. The case puts the students in the position of CEO Robert Huth as he is preparing for a board meeting. He had taken D...Desde 8,20 €
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Tres claves para tener éxito en su nuevo puesto en el extranjero
Clouse, Mark Alan; Watkins, Michael D.Artículo HBS-R0910NLiderazgo y Dirección de personasUna misión internacional puede ser una de las transiciones más emocionantes y desafiantes que un aspirante a líder puede llevar a cabo. Con la planificación y actitudes bien, teniendo en ese tipo de liderazgo puede estirar capacidades, sobre hipótesis, y dirigir a las personas y las ganancias en una dirección positiva. Pero una asignación de expatriados también puede ser un angustioso viaje. De hecho, si nunca han hecho un movimiento internaciona...Desde 8,20 €
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Obama's First 90 Days
Watkins, Michael D.Artículo HBS-R0906C-ELiderazgo y Dirección de personasIn this article, the author of The First 90 Days assesses Barack Obama's attempts to build momentum for change. Creating substantive early wins is critical for transitioning leaders, and Obama's moves to close the U.S. military detention facility at Guantanamo Bay and reverse longstanding policies on stem-cell research have won him broad support. Laying the foundation for longer-term changes is also important, and Obama scores well here in part b...Desde 8,20 €
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Help Newly Hired Executives Adapt Quickly
Watkins, Michael D.Artículo HBS-F0706F-ELiderazgo y Dirección de personasOften, executives who are hired from outside a firm fail because they can't fit in with its culture. Here's how to help them avoid missteps.Desde 8,20 €
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Onboarding Isn't Enough
Byford, Mark; Watkins, Michael D.; Triantogiannis, LenaArtículo HBS-R1703D-E"Onboarding" is an apt term for the way many companies support new leaders' transitions, because not much more is involved than bringing the executive safely on deck. After that, he or she is expected to sort things out with little or no guidance. "Integration" suggests a more aspirational goal--doing what it takes to make the new person a fully functioning member of the team as quickly and smoothly as possible. That's not common practice, unfort...Desde 8,20 €
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Too Many Projects
Hollister, Rose; Watkins, Michael D.Artículo HBS-R1805C-ELiderazgo y Dirección de personasIf "the essence of strategy is choosing what not to do," as Michael Porter famously wrote, then the essence of execution is truly not doing it. That may sound simple, but most organizations struggle to kill initiatives, even those that no longer support their strategy. Unaware of the cumulative impact or unwilling to part with pet projects or both, senior leaders pile on more and more, expecting teams to absorb it all. Productivity, engagement, p...Desde 8,20 €
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How Managers Become Leaders
Watkins, Michael D.Artículo HBS-R1206C-EFew managerial transitions are more difficult than making the move from leading a function to leading an entire enterprise for the first time. The scope and complexity of the job increase dramatically, in ways that can leave executives feeling overwhelmed and uncertain. It truly is different at the top. But how, exactly? Career transition expert Michael Watkins set out to explore that question in an extensive series of interviews with leadership ...Desde 8,20 €
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Leading the Team You Inherit
Watkins, Michael D.Artículo HBS-R1606D-EMost leaders don't have the luxury of building their teams from scratch. Instead they're put in charge of an existing group, and they need guidance on the best way to take over and improve performance. Watkins, an expert on transitions, suggests a three-step approach: (1) Assess. Act quickly to size up the personnel you've inherited, systematically gathering data from one-on-one chats, team meetings, and other sources. Reflect, too, on the busine...Desde 8,20 €