- Table View
- List View
In the political marketplace of the United States, compared with the consumer marketplace, choice is limited and information is simultaneously overwhelming and inadequate. Borrowing more ideas and capabilities from marketing could be just what is needed to make American and other representative democracies more democratic. Political parties can learn from mass marketers how to both accommodate diversity in constituents' interests and desires, and to create a common umbrella that unifies and motivates constituents.
Two-party negotiation involving a bed and breakfast and an incoming coffee chain.
Seeing What's Next: Introduction (How to Use Theories of Disruptive Innovation to Predict Industry Change)by Clayton M. Christensen Scott D. Anthony Erik A. Roth
This chapter sets forth the goal of the book--to demonstrate how to use theories of disruptive innovation to conduct an "outside-in" analysis of how innovation will change an industry. The chapter outlines the core theories of innovation and introduces two case examples--the birth of the telephone and the explosion of wireless technologies--to exemplify the theories.
This case focuses on the financial difficulties faced in the US from August to December 2006 as well as their roots in subprime lending. After briefly discussing how mortgages were structured and traded in the pre-1990 period, it describes subprime mortgage lending, as well as other innovative mortgages issued in the 1990s. It also discusses how these mortgages were packaged into securities, and who ultimately came to own these claims and their attendant risk. The case then describes the pain inflicted by raising foreclosures, as well as the financial market ramifications of the rise in mortgage delinquencies. It also chronicles the response of the US and European central banks to the unfolding financial difficulties. Lastly, the case lays policies that have been proposed to deal with either the consequences or the causes of the crisis. These include policies for reforming the supervision of the financial system, changing bankruptcy rules and regulating mortgage finance. Some attention is paid to the role of credit rating agencies in the crisis, and in the financial system as a whole.
According to the author, there are six essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter focuses on one of these elements, illustrating ways in which companies are beginning to honor and support work-life challenges that go beyond biological children and the nuclear family.
Supplements the (A) case. A rewritten version of an earlier case.
On May 1, 1992, Doug Friesen, manager of assembly for Toyota's Georgetown, Kentucky, plant, faces a problem with the seats installed in the plant's sole product--Camrys. A growing number of cars are sitting off-line with defective seats or are missing them entirely. This situation is one of several causes of recent overtime, yet neither the reason for the problem nor a solution is readily apparent. As the plant is an exemplar of Toyota's famed production system (TPS), Friesen is determined that, if possible, the situation will be resolved using TPS principles and tools. Students are asked to suggest what action(s) Friesen should take and to analyze whether Georgetown's current handling of the seat problem fits within the TPS philosophy.
This case examines the challenges in implementing fair value accounting for mortgage instruments, the role of accounting in the sub-prime crisis, and proposals for revising accounting standards given the crisis.
This case follows Toyota's remarkable growth and geographic expansion from 1990 to 2010 and, in the recalls of 2009 and 2010, poses questions about the impact of that growth. Issues of increasing technological complexity also play a part.
Pandesic is a joint venture of SAP and Intel designed to develop turnkey information architectures for marketspace companies. The case explores the problems of developing the joint venture from the perspective of its general management. Describes the development of its strategy and organization. At the end of the case, performance is poor and Harold Hughes (Intel) steps in from his position as part-time chairman to run Pandesic.
Explores Toyota's target costing system, considered to be the most advanced such system of any major Japanese manufacturer. Specifically, describes Toyota's process of setting rigorous cost-reduction goals and the steps taken to achieve them.
Today's economic projections suggest that in less than a generation China and India will become the largest and the third largest economies in the world. Yet the U.S. remains woefully uninformed about the past and present of both countries. This chapter seeks to clarify what's happening in China and India, addressing some of the major differences, as well as the enormous potential for cooperation, between these two global powerhouses.
Describes Salomon Brothers' recovery from the August 1991 Treasury auction scandal. Details the impact of the firm's disclosure of bidding improprieties and describes how the new management team, led by Warren Buffett and Deryck Maughan, guided the company through the ensuing crisis. The impact of the crisis is followed through the end of 1992. A rewritten version of an earlier case.
Discusses patents, licenses, and deal making in a start-up venture. The entrepreneur, Jeff Hawkins, holds a patent on Palm Print, a pattern recognition algorithm. After licensing Palm Print to his employer, he led three years of development of commercial products for the company. Focuses on Hawkins's efforts to start a new, noncompeting venture that requires cross-licenses for the Palm Print enhancements. The employer wants Hawkins to stay to develop the new products "in-house" and resists making an agreement.
In 1995, Hiroshi Okuda, president of Toyota Motor Corp., considers whether to push for a more aggressive launch of the Toyota Prius--an automobile that incorporates Toyota's new and technically advanced hybrid power train. This launch decision allows discussion of the importance of the Prius in Toyota's overall product strategy and explores issues ranging from market structure to competitive advantage and competitive dynamics.
Paez, an Argentine start-up fashion brand, sold traditional alpargatas, a sleepy shoe category that suddenly woke up when U.S. company TOMS borrowed the traditional alpargata design, covered it with fashionable colors and prints, and tied it to a social cause. Paez's founders were keenly aware of the present and future challenges they faced due to the resources and capabilities of their well-capitalized and marketing-savvy competitor. How could a small brand compete against a company that had captured the hearts and minds of consumers? Which brand positioning concept should Paez choose to best capture consumers' attention and interest and compete against TOMS? How would the choice of positioning affect the rollout of Paez' distribution strategy and its product line strategy?
An abstract is not available for this product.
Set in June 1991, two months prior to Salomon Brothers' announcement that the firm had violated the Treasury Department's rules governing the auctions of new Treasury securities. Salomon Vice Chairman John Meriwether must decide how to address problems that continue to appear in the management of the firm's government bond trading activities. In April 1991, one of his managers admitted that he had submitted an illegal auction bid in February 1991. Now, one month later, there is mounting speculation in the press that Salomon tried to corner the market for May 2-year notes. Structured to allow students to analyze the ethical, legal and managerial dimensions of John Meriwether's situation. Background information about the history of Salomon Brothers and the investment banking industry, the markets for government securities, and the regulation of securities dealers and brokers is interwoven with Meriwether's story. Accessible to individuals with and without experience in investment banking.
See Yourself as a System: Understanding the Internal and External Forces at Work on the Leader of Adaptive Changeby Alexander Grashow Marty Linsky Ronald Heifetz
Like the organization you are trying to lead, you are a complex individual with competing interests and values, preferences and tendencies, aspirations and fears. As the authors suggest, you are a system. To understand your personal system, you have to take stock of your personality, life experiences, cognitive and other skills, and emotional makeup. You also need to appreciate that your behaviors and decisions stem not just from forces within yourself, but also from forces acting on you in any given organizational situation. By understanding which roles you play in your organization, you can identify the resources and constraints on your ability to make things happen. This chapter describes the many selves that constitute you--as a system. This chapter was originally published as chapter 13 of "The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World."
To Jonney Shih, Chairman of ASUSTek Computer, the introduction of Apple's iPad made clear the need to transition his company to a new cloud-computing era. But the company's roots in the manufacture of Windows-powered desktop and notebook PCs bounded the creativity of his design and engineering teams. The case examines the ASUS's efforts to get into the smartphone business, leveraging experimentation it has done in tablets and a range of hybrid devices. Will its experimentation and recombination of features lead it to market success, or simply confuse consumers?
Promotes discussion on advertising budgeting and media mix decisions in the shampoo market for low-priced, high-volume Suave. Provides various types of market research into consumer behavior and the competition context. The importance of retailers and shelf space is emphasized, and the entire marketing budget is examined.
A shift from seasonal to level production of toys will change the seasonal cycle of Toy World's working capital needs and necessitate new bank credit arrangements. A rewritten version of an earlier case.
Involves the March 2005 takeover bid launched by ABN Amro, the Dutch bank, for Padua-based Banca Antoniana Popolare Veneta S.p.A. (Antonveneta)--a bid that many would view as a test of Italy's commitment to the creation of a single European market for financial services, as well as the openness of the Italian retail banking market. Provides background on European financial integration and developments in the Italian banking market over recent decades, describes events surrounding ABM Amro's bid and the emergence of a competing bid by a much smaller Italian rival, and the role of the Bank of Italy in determining the fate of Antonveneta.
Many companies today recognize that achieving excellence in environmental, safety, health, employment, and community practices are part of long-term, value-creating strategies. Companies that excel in critical regulatory and social processes can enhance their reputation among customers and investors, and also help to attract and retain valuable employees who take pride in their companies. This chapter provides examples of how companies manage and report their regulatory and social performance along several dimensions, including environmental performance and employee practices.
Select your format based upon: 1) how you want to read your book, and 2) compatibility with your reading tool. To learn more about using Bookshare with your device, visit the Help Center.
Here is an overview of the specialized formats that Bookshare offers its members with links that go to the Help Center for more information.
- Bookshare Web Reader - a customized reading tool for Bookshare members offering all the features of DAISY with a single click of the "Read Now" link.
- DAISY (Digital Accessible Information System) - a digital book file format. DAISY books from Bookshare are DAISY 3.0 text files that work with just about every type of access technology that reads text. Books that contain images will have the download option of ‘DAISY Text with Images’.
- BRF (Braille Refreshable Format) - digital Braille for use with refreshable Braille devices and Braille embossers.
- MP3 (Mpeg audio layer 3) - Provides audio only with no text. These books are created with a text-to-speech engine and spoken by Kendra, a high quality synthetic voice from Ivona. Any device that supports MP3 playback is compatible.
- DAISY Audio - Similar to the Daisy 3.0 option above; however, this option uses MP3 files created with our text-to-speech engine that utilizes Ivonas Kendra voice. This format will work with Daisy Audio compatible players such as Victor Reader Stream and Read2Go.