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Showing 6,551 through 6,575 of 15,896 results

Showrooming at Best Buy

by Thales S. Teixeira Elizabeth Anne Watkins

Best Buy is a consumer electronics retailer with nearly 2,000 stores worldwide. In 2012, the rising popularity of price-matching apps for mobile phones made price differences between retailers transparent, online and offline. Shoppers' desire to test electronics first-hand before purchase drove them to use Best Buy stores as "showrooms" to see new products and then search for better deals on their smartphones. This case examines how brick-and-mortar stores battle showrooming through changes in product assortment, the development of apps, loyalty programs and changes in pricing policy. The case asks whether Best Buy can survive by permanently price-matching their online-only competitors, primarily Amazon, despite having higher costs.

Showdown at Cracker Barrel

by Suraj Srinivasan Tim Gray

In the fall of 2011, activist investor, Sardar Biglari, has acquired nearly 10% ownership in the Cracker Barrel restaurant chain. He believes that the board and senior management have failed and the company has underperformed relative to its peers. When he is denied a seat on the board, Biglari initiates a proxy fight in an attempt to win a board position and change the direction of Cracker Barrel's strategy. Two leading proxy advisory firms, ISS and Glass Lewis, disagree on supporting Biglari. One advises shareholders to vote Biglari to the board, while the other advises against it. Shareholders must decide.

Show Time: Making an Effective Delivery

by Harvard Business Review Press

With all the background work completed, as a presenter, your focus should now turn to conveying your message effectively. Delivering the most engaging presentation is a powerful tool, and this chapter offers suggestions for speaking convincingly, answering questions, and thinking on your feet.

Should Corporate Profits Be Taxed?

by Matthew C. Weinzierl Katrina Flanagan

Taxing corporations is popular, but why? Corporations do not bear the burden of taxes, people do, and the incidence of the corporate income tax burden is likely to be far different from what many of its supporters assume. Instructors may also obtain a Teaching Note, written by this case's author, that provides suggestions for using this case effectively in the classroom.

Shouldice Hospital Ltd.

by James L. Heskett

Various proposals are set forth for expanding the capacity of the hospital. In assessing them, serious consideration has to be given to the culture of the organization and the importance of preserving it in a service delivery system. In addition to issues of capacity and organizational analysis, describes a well-focused, well-managed medical service facility that may well point the way to future economies in the field.

Shinsei Bank: Developing an Integrated Firm

by Thomas J. Delong

Tom Pedersen, newly appointed chief learning officer (CLO) of Shinsei Bank in Japan, pondered how he could facilitate development of an integrated culture and transformation of the organization. Shinsei Bank had not developed longstanding tradition or a strong corporate culture. The bank, which was made up of professionals with extremely diverse backgrounds, had to develop an integrated organizational culture. Pedersen had just administered a new performance evaluation program for 17 senior executives. This was the first time that they had been measured against competencies aligned with the corporate vision and values revised in late 2005. He thought the evaluation program was critical for permeating the vision and values throughout the bank and was eager to roll out the program to a larger number of employees next year. Pedersen wondered how he should improve the performance evaluation, and if this was the right process to influence the culture of the bank? He also wondered what other measures might be effective to get employees with diverse backgrounds to work together. How could he create a learning organization at Shinsei Bank?

Shouldice Hospital Ltd. (Abridged)

by James L. Heskett Roger Hallowell

A hospital specializing in hernia operations is considering whether and how to expand the reach of its services.

Shonda Rhimes' ShondaLand

by Anita Elberse Henry Mcgee

In January 2015, superstar television creator Shonda Rhimes, whose production company ShondaLand dominates American television's most competitive and lucrative night with three shows in primetime on network ABC's Thursday night, is plotting the future. One challenge she faces is to, as she put it, "solve the problem of writing and producing serialized dramas for broadcast network television." What changes could she propose to ABC to make the creative process more manageable? A second challenge is to figure out how to further expand ShondaLand. How could Rhimes best build her portfolio and further cement ShondaLand's place in television history?

Short-Term Profitability: Analyzing Near-Horizon Opportunities

by Christian Terwiesch Karl T. Ulrich

Innovation aims to create exceptional value. Deciding which of your opportunities is truly exceptional is thus a critical element of the innovation process. In the early rounds of an innovation tournament, opportunities with the most promise are identified subjectively, but in the later rounds, when the field of opportunities has narrowed, you should augment and enhance your subjective judgments with quantitative analysis. This chapter provides tools for analyzing innovation opportunities quantitatively in terms of financial value. This chapter was originally published as chapter 6 of "Innovation Tournaments: Creating and Selecting Exceptional Opportunities."

Shoppers' Stop Group (SSG)

by Rajiv Lal Virginia A. Fuller

As B.S. Nagesh thumbed through the 2006-2007 Annual Report for Shoppers' Stop Group (SSG), action shots of healthy-looking people dressed in the latest fashions amid the words "Redefining Retail" brought a smile to his face. As managing director of SSG -- a Rs 8.9 billion ($206 million) company in 2007 which included 23 department stores and a new hypermarket -- Nagesh was proud of the way the company had taken retail from its roots in simple transactions to a complete "experience" defined by the luxurious ambiance, food, events and educated staff in SSG's retail outlets throughout India. The company's success led to an initial public offering in May 2005. SSG's parent company, the K. Raheja Corporation, and its affiliated companies held 66% of SSG's Shares.

Shinhan Financial Group (A)

by Rosabeth Moss Kanter Ryan Raffaelli

Mr. Young Hwi Choi, president and CEO of Shinhan Financial Group, embarked on an unconventional post-merger integration strategy with recently acquired Chohung Bank. The strategy focused on integrating traditional operations while attending to employees' reactions to change, especially the unionized workers at Chohung, an older bank that had recently fallen into decline, compared with the success of younger, more entrepreneurial Shinhan Bank. Once complete, the new bank would make Shinhan Financial Group the second largest bank in South Korea. Managing change involved a period called "dual bank" in which Shinhan and Chohung operated in parallel while undergoing an "emotional integration."

Shine: Completing the Cycle of Excellence-How Praise and Recognition of Your People's Achievements Promotes Peak Performance

by Edward M. Hallowell

Praise and recognition are powerful motivators because they satisfy a fundamental human need-the need to feel valued for what we do. You, as a manager, are in a unique position to offer-or withhold-this recognition. In this chapter, bestselling author ("Driven to Distraction") and practicing psychiatrist Edward Hallowell focuses on how you can make your employees "Shine"-the fifth and final step in the Cycle of Excellence. Using recent discoveries in brain science (most notably that success has a much greater influence on the brain than failure) and real-life examples from Harvard University, Dana Corporation, and his own work with individuals, Hallowell explains how praise and recognition build self-esteem, which in turn drives greater effort and the determination to succeed. He even draws a connection between recognition and moral behavior, explaining that recognition not only motivates people to work harder but also strengthens their connection to the larger group, lessening the chances that they will act out of greed or self-interest. The chapter closes with a list of ten tips you can follow to encourage your people to shine in their jobs and perform at their peak-every day. This chapter was originally published as Chapter 6 of "Shine: Using Brain Science to Get the Best from Your People."

Showing 6,551 through 6,575 of 15,896 results

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