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Showing 6,801 through 6,825 of 16,081 results

USX Corp.

by Jeremy Cott Stuart C. Gilson

A large diversified steel and energy firm is pressured by a corporate raider to spin off its steel business in order to increase its stock price. As an alternative to the spinoff, management proposes replacing the company's common stock with two new classes of "targeted" stock that would represent separate claims against each business segment's cash flows, allowing the stock market to value each business separately (and more accurately).

USA TODAY: Pursuing the Network Strategy (A)

by Michael J. Roberts Michael L. Tushman David Kiron

Describes the evolution of USA TODAY Online, the electronic version of the newspaper, within the organizational structure of the newspaper. Describes the tensions and issues that develop and the pressure from the Online division to be spun off. At the same time, CEO Tom Curley sees a greater strategic need for integration. Poses the question of what degree or type of strategic integration is required, what degree of organizational integration this implies, and how it can be achieved.

USA Today Decision: Making Headlines Across the Nation (A)

by Pankaj Ghemawat Scott B. Garell

This two-part case series describes how the option of launching USA Today was defined and evaluated by the Gannett Corp. This case supports a broad discussion of whether the concept of a national, general interest daily fits with the changing external environment and Gannett's internal resources and capabilities; it also allows specific analysis of the economics of the proposed venture.

Using Transparency to Execute Your Strategy: Open Up Your Business for Scrutiny--Laying the Groundwork for Building Sustainability into Strategy

by Adam Werbach

Transparency is more than just a way to comply with legal responsibilities; it's how you attract societal resources to solve them. Sharing information openly with your constituents will open your business for ideas and innovations from every crack and crevice of your organization. By systematically measuring and reporting on your own sustainability, you will engage everyone--from your employees to your customers to your suppliers to your critics--in the process of building a truly sustainable enterprise. This chapter outlines the phases your organization must travel through to achieve greater transparency--a necessary step on the journey to building sustainability into core business strategy. This chapter was originally published as chapter 4 of "Strategy for Sustainability: A Business Manifesto."

Using Contracts to Define and Strengthen Relationships: Mastering the Legal Aspects of Business

by Constance E. Bagley

This chapter identifies the web of relationships inherent in any business, and explains how managers can structure contracts to define and strengthen relationships by increasing predictability, allocating risk and reward, creating and retaining options, and aligning incentives.

Using Aggregate Project Planning to Link Strategy, Innovation, and the Resource Allocation Process

by Clayton M. Christensen

Links two very useful pieces of management research--resource allocation processes as studied by Bowen and Burgelman and the aggregate project plan expounded by Wheelwright and Clark.

Using Activity-Based Costing with Budgeted Expenses and Practical Capacity

by Robert S. Kaplan

Describes how activity-based costing (ABC) should be applied with: 1) budgeted, not historical, expenses and 2) assigning the costs of capacity resources.

Using ABC to Manage Customer Mix and Relationships

by Robert S. Kaplan

Describes applying activity-based costing to manage customer relationships. Links cost-to-serve to net margins earned with individual customers.

USG Corp. (C)

by Eliot Sherman Constance E. Bagley

Supplements the (A) case.

USG Corp. (B)

by Eliot Sherman Constance E. Bagley

Supplements the (A) case.

USG Corp. (A)

by Eliot Sherman Constance E. Bagley

Deals with CEO Bill Foote's decision of how to deal with USG's exposure to asbestos liability. USG was the largest building materials company in the United States, with 14,000 employees and gross revenues of $3.8 billion. Although USG used asbestos in a small subset of its products (and never in its SHEETROCK), as more companies that were heavy users of asbestos went bankrupt, USG was faced with shouldering the burden of the entire building materials industry. USG was otherwise a solvent, growing company. Bankruptcy was an option, but a successful reorganization was by no means assured. How would USG keep its highly motivated (and nonunionized) workforce and continue to attract top managerial talent? Would there be any value left for the shareholders? In the Johns Manville bankruptcy, shareholder equity was wiped out entirely.

USG Corp.

by Benjamin C. Esty Tara L. Nells

In 1988, USG was the world's largest gypsum producer and one of the world's largest building-products companies. On May 2, 1988, USG's board of directors announced a proposed leveraged recapitalization plan to thwart a hostile cash tender offer by Desert Partners. With only one week remaining before the tender offer was scheduled to expire, shareholders must decide whether to tender their shares or wait and vote in favor of the recapitalization plan.

Use Teams and Other Routes to Silo Linking: CMO Strategies for Facilitating Silo Cooperation

by David Aaker

A major challenge of creating business strategy is to develop organizational structures that will help overcome the parochialism and power of silo groups. Organizational structures and processes need to be developed that will create silo linking, whereby people can enhance cross-silo information flow and develop and implement programs across silos. This chapter discusses a variety of devices available for firms to forward silo linking, including teams, informal and formal networks, matrix organizations, and centralized marketing groups.

Use of Cases in Management Education

by E. Raymond Corey

Briefly describes the process of case writing, the general nature of cases, and the advantages to students of learning by the case method. An approach to studying a case, individually or as a group member, for classroom discussion is outlined. Also summarizes the basic characteristics of a case discussion.

Use Internal Data to Find Profit Opportunities

by Hermann Simon Frank F. Bilstein Frank Luby

Customer intelligence-about their preferences, about their buying behavior-can help you make a number of decisions based on fact, not conventional wisdom. This chapter will show you how to analyze and interpret data you already have within your company. While internal data clearly has its limitations, it can tell you a lot about what your customers want, what they do, and how they respond to competitive threats.

Use Goals as a Guide: Your Compass to Personal Effectiveness

by Richard Luecke

Prioritizing things according to their importance or urgency is an important first step to learning the art of effective time management. This chapter helps you set, sort, and decompose goals to make better use of your time by helping to differentiate between what is urgent and what is important. Most important, the chapter demonstrates how goals can be broken down into achievable tasks and, subsequently, how to develop goals for subordinates and direct reports.

Use Enterprise Architecture to Guide Outsourcing

by Jeanne W. Ross Peter Weill David C. Robertson

IT and IT-enabled business processes are candidates for outsourcing, which can be a valuable approach to helping mature an enterprise architecture. But a company can lose ground if outsourcing is inappropriately applied. This chapter discusses how enterprise architecture can be a guide to outsourcing decisions.

Use and Abuse of Analogies

by Jan W. Rivkin Giovanni Gavetti

Examines how managers use, and sometimes misuse, analogical reasoning as they formulate their strategies. Suggests a process that managers can employ to use analogies productivity.

USAA: Catastrophe Risk Financing

by Kenneth A. Froot Mark Seasholes

Describes the first major risk financing using catastrophe bonds. Provides a basis for discussing the securitization of insurance risks.

US Office Products (A)

by Roger Hallowell

Growth by acquisition (rolling up or consolidating an industry) results in questions about integrating operations, corporate form, financial structure, and management for this company.

Uria Menendez (A)

by Robert G. Eccles

Uria Menendez, the pre-eminent law firm in Iberia, is at a critical point in its long and distinguished history. Its newly appointed second generation co-managing Partners are facing some critical strategic decisions concerning how the firm should position itself in Iberia, geographical expansion to serve the needs of its clients, and its "Best Friends Network" with leading law firms in other countries. The firm must also address critical issues regarding the hiring, development per in work/life balance, and compensation of the top law school graduates the firm needs to maintain its position and reputation.

Urbanizing China

by G. A. Donovan Lakshmi Iyer

In 2012, China attained a historic development milestone with more Chinese citizens living in cities than in the countryside. China's rapid urbanization, and the accompanying conversion of agricultural land to non-agricultural uses, raised a number of economic, social, and political concerns. Could China maintain its food security in view of the sharply rising demand for land for urban development? How could it ensure the sustainability of local government finances? Was the growing number of land protests the harbinger of major changes in China's political institutions? How would the challenges of urbanization affect the business environment for private firms? The success and viability of China's overall growth strategy depended crucially on managing a successful urban transition.

Showing 6,801 through 6,825 of 16,081 results

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