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Showing 13,001 through 13,025 of 15,743 results

Brazil: Leading the BRICs?

by Aldo Musacchio Arthur A. Daemmrich

Brazil's new president, Dilma Rousseff, had announced plans to sustain GDP growth above 5 percent annually and continue the country's leadership role among emerging economies. Between 2003 and 2010, Brazil benefited from strong economic growth and stable policies under the Lula administration. Brazil also increasingly led the BRICs (the fast-growing countries of Brazil, Russia, India, and China) in multilateral negotiations, notably in the World Trade Organization's Doha Round. Yet Brazil's actions to enforce a compulsory license of a patented therapy for HIV/AIDS and its victory in a longstanding WTO dispute with the United States over cotton subsidies had created tensions with major trading partners. Entering office in January 2011, Rousseff had the opportunity to outline a new agenda for international trade. Specifically, she had to decide whether to seek completion of the Doha Round, which was in a stalemate due to disputes over global intellectual property rules and agricultural subsidies and tariffs, or to instead pursue regional trade agreements in South and Central America. Rousseff also pledged active government involvement in the economy, described in the case as "Brazilian capitalism," but it was unclear whether fiscal expansion coupled with conservative monetary policies would reduce bottlenecks to growth and further temper Brazil's high inequality.

Building an Analytical Culture: A Key Element of Embedding Analytics in Your Organization

by Thomas H. Davenport Jeanne G. Harris Robert Morison

Culture is one of the softer elements of an organization's makeup, one that may seem incompatible with the "hard" nature of analytics. But building a culture that embraces analytics is critical if you want your firm, and all the people in it, to make better decisions based on data, facts, and rigorous analysis. Getting to this point isn't quick or easy, but once you're there it becomes a competitive advantage. In this chapter, the authors of the definitive book Competing on Analytics explain what traits and behaviors your organization should champion to foster an analytical approach and reward data-driven insights. Through real-life success stories culled from years of research, you will learn the common attributes that an analytical culture embraces, firm but fair "pushbacks" you can incorporate to combat the wrong behaviors, and how to produce a mutually beneficial set of priorities that correspond to both your existing cultural themes and a new analytic focus. This chapter was originally published as Chapter 8 of Analytics at Work: Smarter Decisions, Better Results.

Choose Action: Systematic Ethical Decision Making

by Clinton D. Korver Ronald A. Howard

A personal ethical code can often guide us to the right answer, but it may not guide us to the best answer. In challenging situations loaded with ethical issues, we can make smarter decisions by stopping long enough to follow a simple decision-making process that supplements our code-this chapter shows you how.

Clothing Chris and Chrissie

by Steven Rogers


Chace Shipping (Abridged)

by Charles J. Christenson

The owner of a shipping company has to make a decision on how best to use the available capacity of one of his vessels.

The "Chongqing Model" and the Future of China

by Meg Rithmire

Since opening to the global economy in 1979, but especially since entering the WTO in 2001, China's economy grew at rates around 10% annually by attracting FDI and promoting exports. After the financial crisis that began in 2008 and depressed demand in the United States and Europe, China's growth began to slow, and vulnerabilities in its economy came to light. It became clear to many in China that the growth strategy that got China from 1978 to the present was unsustainable and that the country needed a new strategy to resolve the country's regional inequalities, stimulate domestic consumption, and create growth less vulnerable to global contractions in demand. At exactly this time, between 2007 and 2012, the provincial municipality of Chongqing in China's mountainous southwest became the fastest growing city in China with GDP growth averaging over 15%. Chongqing's growth was the result of a suite of economic and social policies that had been dubbed the "Chongqing Model," a controversial bundle of reforms that promised public and private sector growth with benefits more equitably shared by all citizens. Yet critics found the model politically suspect and over reliant on state-owned enterprises and debt-driven investment. When the city's preeminent leader was publicly fired following a sensational murder scandal, the region's new leaders-and indeed China's new leaders-had to weigh in on the "Chongqing Model." Would it signal a new path to prosperity for post-WTO China?

Closing Gaps and Improving Performance: The Basics of Coaching

by Harvard Business Review Press

When performance gaps are identified, effective coaching can often close these gaps. The skills required to be a good coach are often acquired on the job, but formal skill training can help develop your coaching abilities and sometimes benefit your staff directly. This chapter helps to identify coaching opportunities and provides a four-step process for active coaching.

Brazil: Embracing Globalization?

by Laura Alfaro

In 2001, Brazil stands at a crossroads. The country seems to be emerging from decades of economic stagnation. The economic situation remains tenuous, however, Brazil's leaders must now chart a forward course. Most critically, they must decide whether Brazil's future rests with close links to the global economy.

Building a Systemic Innovation Capability

by Rowan Gibson Peter Skarzynski

This chapter outlines a framework for developing, deploying, and sustaining a systemic innovation capability in the context of your own business.

Capital Controls

by Laura Alfaro Rawi Abdelal

Only in the waning years of the 20th century did international financial markets begin to enjoy the freedom from government regulation that they had experienced before the first world war. By 2002, international capital markets had grown to be enormous--$1.2 trillion flowed around the globe per day. The massive size of the market presented policy makers with a serious challenge as they were forced to grapple with the costs and benefits of such mobile capital. This note briefly relates the modern history of capital controls and summarizes scholarship on the advantages and disadvantages of international financial market regulation.

Ch teau Margaux: Launching the Third Wine

by Elie Ofek Eric E. Vogt

Ch teau Margaux, one of only five prestigious estates in the Bordeaux Medoc wine region to have been classified as a "first-growth", is facing a host of strategic decisions in early 2013. Up until this point the estate had been selling two red wines, a first wine whose retail price often exceeded $1000 a bottle, and a second wine whose retail price often exceeded $200 a bottle. Owner Corinne Mentzelopoulos and her management team were now preparing to launch a new third wine made from the estate's production not used to make the first two. They have to decide whether the best go-to-market strategy is to sell the third wine to the local Bordeaux merchants and relinquish commercialization to them or to devise a complete marketing plan for the new wine that includes: target market selection, positioning, quantity to release, pricing, channel structure and brand name. Mentzelopoulos was considering the optimal marketing for the third wine in light of bold moves by other first-growths, such as the purchase of vineyards in the Bordeaux region, global expansion, and deviation from the centuries-old tradition of selling wine in the futures market.

Choices, Conflict, and the Creative Spark: The Probelm-Solving Power of Integrative Thinking

by Roger L. Martin

This chapter describes the process of integrative thinking, providing examples from the world of business and beyond, to illustrate the capacities and skills that people must develop to practice integrative thinking.

Closedown Phase: Wrapping It Up

by Harvard Business Review Press

This chapter discusses how having the opportunity to share individual experiences and examining one's own performance at the conclusion of any project gives team members a sense of closure and accomplishment. Asking questions about the effectiveness of the project plan, as well as things that went right and things that went wrong, are important functions of the closedown phase, as many of these lessons can be applied to future projects.

Brazil at the Wheel

by Geoffrey G. Jones

Taught in the second-year MBA elective on the Evolution of Global Business. Examines the costs and benefits of the Brazilian government's policies to encourage foreign multinationals to develop an automobile industry during the 1950s. A combination of incentives and market closure were used to attract foreign direct investment. Volkswagen responded more positively than the U.S. firms Ford and GM and was able to become market leader as a result.

CFW Clinics in Kenya: To Profit or Not for Profit

by V. Kasturi Rangan Katherine Lee

Ten years after having launched a chain of non-profit health clinics, its founder is now debating the merits of scaling the operation by converting to a for-profit enterprise.

The Clorox Company: Leveraging Green for Growth

by Elie Ofek Lauren Barley

The Clorox Company needs to decide on the marketing strategy going forward for its three sustainable brands, Brita, Burt's Bees and Green Works. These brands had fared differently over the past 3 years and each presents multiple courses of action heading into 2011. Management also needs to assess the role the sustainable brands play in Clorox's overall Corporate Responsibility strategy and the implications they have for the other brands (such as Clorox Bleach, 409, and Hidden Valley). The company has set aggressive financial targets in light of its upcoming centennial in 2013. Students need to evaluate whether sustainability is an enduring trend that Clorox should embrace for future growth or whether focusing on its core brands, which currently represent 90% of sales, is a better approach.

Brazil 2003: Inflation Targeting and Debt Dynamics

by Laura Alfaro Rafael Di Tella Ingrid Vogel

In October 2002, Brazilians elected a left-wing president, Luis Inacio Lula da Silva, for the first time in that country's history. As markets faltered in response, Lula sought to reaffirm his commitment to fiscal discipline, a floating exchange rate, and inflation targeting. By August 2003, however, his attempt to change market sentiment was threatened as the country faced a looming recession. Skeptics began to worry that the new PT (Worker's Party) government would be forced to resort to printing money to meet its campaign promises. Furthermore, after Argentina's massive default on its public debt at the end of 2001, observers were questioning the sustainability of Brazil's debt situation. Lula was under intense pressure to deliver results immediately and implement measures that would help spur the economy.

Building a Social Media Culture at Dell

by Michael Norris Rohit Deshpande

As Michael Dell refocused his newly-private company on services and solutions, the entire corporation was pushed to embrace social media.

Capital Budgeting: Discounted Cash Flow Analysis

by Thomas R. Piper

This exercise comprises seven problems that collectively allow students to work through each type of cash flow that is encountered in capital budgeting. The instructor can also address such issues as product cannibalization and real options.

The CFO as Warrior against Waste

by Jeremy Hope

Some CFOs give the impression that the war on waste has been won, but nothing could be further from the truth. Evidence suggests that huge amounts of work in every type of organization add no value for the customer. This chapter examines the lessons CFOs can learn from organizations like Toyota, Southwest Airlines, and Dell about identifying and eliminating unnecessary costs. This chapter is excerpted from "Reinventing the CFO: How Financial Managers Can Transform Their Roles and Add Greater Value."

ChoicePoint (B)

by Lynn Sharp Paine Zack Phillips

Supplements the (A) case.

Clocky: The Runaway Alarm Clock

by Elie Ofek Eliot Sherman

Gauri Nanda is the creator of an innovative new product: an alarm clock named Clocky that, in addition to ringing, rolls around the room in order to force its owner to get out of bed. Beset by media attention and consumer interest but still at least a year away from the ability to debut Clocky, Nanda must navigate a series of challenges and difficult decisions in order to effectively bring her product to market. These include positioning strategies, choosing the proper channel, potential partnerships, manufacturing issues, market analysis, and PR management.

Building a High Performance Culture at IDFC

by V. G. Narayanan Vidhya Muthuram

IDFC was set up in 1997 to direct private finance to infrastructure projects in India. Over the years, it expanded its capabilities to become a 'complete solutions provider' offering financing solutions including debt and equity, investment banking, brokerage and asset management services to clients in the infrastructure sector. With nearly 50% of its employees joining through acquisitions, there were significant cultural differences within the company. In 2009, the company embarked on a journey to build 'One-Firm' with a unifying culture and governance system across business groups. IDFC aimed to provide seamless access to products and expertise across business groups, increase its competitive position and maximize interactions with its clients. A critical component of the One-Firm initiative was a technology enabled performance management system that articulated metrics for individual and group performance, and aligned these with the overall performance of IDFC. While the new system had several strengths, it also raised questions on whether a common system allowed IDFC to recognize and retain talent across its diverse businesses. This case examines if a uniform performance management system provided autonomy and flexibility needed to build a culture of high performance across varied business groups.

Capacity Cost Rates: The Practical Issues

by Robert S. Kaplan Steven R. Anderson

Calculating capacity cost rates is the second element in a time-driven activity-based costing model. This chapter discusses when to capture cost at a department or a process level, how to incorporate all relevant costs, and how to measure practical capacity.

Cape Wind: Offshore Wind Energy in the USA

by Richard H.K. Vietor

Cape Wind is an extreme example of NIMBY--not in my backyard syndrome. This is the first offshore wind project planned for the United States, in Nantucket Sound, just south of Cape Cod, Massachusetts. Initially proposed six years ago, in 2001, the wind farm would be visible from Hyannis port and Osterville, two affluent communities. The coastal residents of those towns have led a campaign in Massachusetts and in Congress to thwart the efforts of Cape Wind. This case introduces the global wind industry, the rationale for wind, and then carefully reviews the various issues associated with the project.

Showing 13,001 through 13,025 of 15,743 results


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