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In 2002, Hewlett-Packard and Cisco Systems strove to develop their long-standing partnership into a strategic alliance with increasing impact. Critical components of successful alliance implementation emerge from the analysis. Specifically, the case illuminates the links among alliance strategy, formal design of alliance structure and processes, and informal management of interpersonal dynamics where trust, perceptions, and emotions can both create and overcome formidable obstacles to effective interfirm relationships.
Microsoft is on the verge of launching its Smart Watch technology, which will allow specially designed watches to receive up-to-date information on sports, business, traffic, news, etc. After several years of effort and millions of dollars spent, the questions now revolve around launch strategy and likely consumer adoption. Is this the next big thing for Microsoft or is this a waste of money and resources? Complicating the matter is the fact that although Microsoft designed and will operate the technology to deliver information to these watches, the watches themselves will be sold and marketed by several prominent watch-making partners.
"Think global, act local" goes the saying. But Gurcharan Das, who helped build Vicks Vaporub into what is now one of Procter & Gamble's most successful Indian brands, believes that "think local" is at least equally good advice. The key to all business success, he argues, is local passion. The most successful global brands, Das argues, are those that make best use of the rich experience their geographical diversity gives them. Business truths are invariably local in origin, but they are often expressions of fundamental human needs that are the same worldwide. Flexible, open-minded managers can take local insights with a universal character and make them global.
This case investigates an innovative bond issue by Enron. The coupon on the bond is indexed to the company's credit rating, making it a credit derivative structure.
Introduces the student to the recently developed concept of value-at-risk (VAR) in risk analysis. By working through a stylized example using spreadsheet tools, the student learns the conceptual framework of VAR and its implementation mechanics.
The accounting for a manufacturing company is examined, including the flow of costs from raw materials to work in process to finished goods and the distribution between an inventoriable or product cost and a noninventoriable or period cost.
Should Novartis drop 20% of its global pharmaceutical product brands that account for only 3% of its pharmaceutical revenues?
In an era of rapidly evolving systems of health care delivery, the impact on patients, physicians, hospitals, medical device manufacturers and small business owners are often conflicting. This case highlights these conflicts and stressors from all perspectives, providing unique insights and offering potential options.
Bhagwan Mahaveer Viklang Sahayta Samiti (BMVSS) is an Indian not-for-profit organization engaged in assisting differently-abled persons by providing them with the legendary low-cost prosthesis, the Jaipur Foot, and other mobility-assisting devices, free of cost. Known for its patient-centric culture, its focus on innovation, and for developing the $20 Stanford-Jaipur knee, BMVSS has assisted over a million people in its lifetime of 44 years. As the founder, Mr. D.R. Mehta, thinks about the financial sustainability of BMVSS, he must devise a strategy that will sustain its human impact well into the future.
Bhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) is an Indian not-for-profit organization engaged in assisting differently-abled persons by providing them with the legendary low-cost prosthesis, the Jaipur Foot, and other mobility-assisting devices, free of cost. Known for its patient-centric culture, its focus on innovation, and for developing the $20 Stanford-Jaipur knee, BMVSS has assisted over a million people in its lifetime of 44 years. As the founder, Mr. D.R. Mehta, thinks about the financial sustainability of BMVSS, he must devise a strategy that will sustain its human impact well into the future.
The case focuses on how Pratham, a non-governmental organization, provided quality education to underprivileged children in India by collaborating with the government. It focuses on the problem Madhav Chavan, the founder, is trying to solve, the contributing factors that have caused this problem not to be solved till now, Madhav's theory of change, questions about whether these activities (inputs) will affect the outputs and have an impact, what will it take and how will we know if Pratham is successful, and recommendations about what Madhav should do next.
The Center for Creative Leadership (CCL) was founded in 1970 on the notion that leadership was not innate but could be learned. CCL evolved into one of the world's top leadership development organizations, involved in both research and program design and delivery. This case explores CCL's approach to leadership and management education for executives and presents some of the challenges the CCL faces as many different types of leadership development providers continue to emerge.
In the spring of 2008, INSEAD offered a one-year MBA, PhD, executive MBA, and non-degree management education programs to nearly 900 MBA students, 64 PhD candidates, and over 8,500 executive education students. With two campuses, one in Europe and one in Asia, INSEAD had been a pioneer in setting up a secondary campus as a way to push the internationalization of its faculty and curriculum. The case explores INSEAD's approach to business education in a global context, and how it functions with a dual campus setting.
Nippon Steel Corporation, the largest Japanese steel producer and second largest in the world faces challenges in pursuing strategy to become a true global player. Nippon Steel had long been the top Japanese company, however the emergence of a global player, Arcelor-Mittal, prompted globalization of the steel industry. The company feels the urgent need to also globalize the company by not just increasing overseas production but also making necessary changes to the company structure.
A British bank with strong roots in the cooperative movement encounters declining profitability in an increasingly competitive and deregulated financial services industry. It attempts to grow by broadening its customer base and increasing the range of products and services offered. It turns to activity-based costing as part of its reengineering effort to learn more about the process and product costs and customer profitability, and contemplates what actions to take based on this new information.
For the Novartis leaders, the decision to "use stretch budgets again next year" highlights the tension between candor and empowerment and command-and-control, between the new and the old, between high performance and business as usual, between Ciba and Sandoz. Management must decide what kind of company and culture they want to build.
Set in 2008, the case details Tech Mahindra, an information technology (IT) company within the Mahindra Group, an Indian multi-industry company with a diverse stable of businesses including automotives, farm equipment, and financial services, and its decision to acquire controlling stake in Satyam Computer Services Ltd. (Satyam), a troubled Indian IT company managed since January 2009 by a six-member government-appointed caretaker board. Anand Mahindra, Chairman and Managing Director of the Mahindra Group, saw the acquisition of Satyam as a strategic opportunity to move to the next level of growth. The acquisition would allow the Group to diversify across verticals, customers, and geographies, market a wide range of services to Satyam's strong customer base, and capitalize on common support systems in order to reduce operating costs and secure operational synergies. His brief to Vineet Nayyar-the vice chairman and managing director of Tech Mahindra and the vice chairman of Satyam-and C.P Gurnani-the CEO of Mahindra Satyam-was based on a set of clear principles: rectify the issues related to corporate governance; ensure an environment of trust where ethical conduct was valued; manage reputation risks by meeting customers and demonstrating the Mahindra Group's commitment; and restore faith within customers through newfound business models of delivery and engagements. As Nayyar reflected on Anand Mahindra's words, he wondered what series of business decisions he would have to make in order to retain the good elements, throw out the bad pieces, regain trust, and trigger change within the newly anointed Mahindra Satyam.
In June 2000, Novartis reorganized its pharmaceutical business to form global business units in oncology, transplantation, ophthalmology, and mature products. The remaining primary care products continued to be managed within global functions (e.g., R&D and marketing). The new organization created a matrix structure and new roles and responsibilities for heads of business functions, CEOs of new business units, and country managers operating in over 100 countries.
State Bank of India is India's oldest and largest bank with the government of India as its majority shareholder. Arundhati Bhattacharya, a 35-year old veteran of the bank, is appointed as its chairman in October 2013. Her appointment coincides with Moody's downgrading the bank's debt due to rising non-performing assets. She embarks on a mission to improve the bank's risk taking and management abilities, ensure uniform customer experience, and encourage greater collaboration among various verticals. Her efforts help the bank reduce it non-performing assets and improve its profitability. However, Bhattacharya knows that these gains will be fleeting without the development of a trained workforce who can address 21st century industry problems with speed and creativity. This requires transforming SBI into a performance-oriented bank supported by a new career development and remuneration system. Bhattacharya wonders if attempting to change the culture of a 206-year old mammoth organization is feasible or a mere pipe dream.
Understanding SQL's underlying theory is the best way to guarantee that your SQL code is correct and your database schema is robust and maintainable. On the other hand, if you're not well versed in the theory, you can fall into several traps. In SQL and Relational Theory, author C.J. Date demonstrates how you can apply relational theory directly to your use of SQL. With numerous examples and clear explanations of the reasoning behind them, you'll learn how to deal with common SQL dilemmas, such as: Should database access granted be through views instead of base tables? Nulls in your database are causing you to get wrong answers. Why? What can you do about it? Could you write an SQL query to find employees who have never been in the same department for more than six months at a time? SQL supports "quantified comparisons," but they're better avoided. Why? How do you avoid them? Constraints are crucially important, but most SQL products don't support them properly. What can you do to resolve this situation? Database theory and practice have evolved since Edgar Codd originally defined the relational model back in 1969. Independent of any SQL products, SQL and Relational Theory draws on decades of research to present the most up-to-date treatment of the material available anywhere. Anyone with a modest to advanced background in SQL will benefit from the many insights in this book.
Sam Fox has gone to the high country in his holidays to stay with his grandparents. He was trying to stop cattle rustlers from stealing a stud bull, but injured and isolated in the mountains during a horrific bushfire. To survive, he must rely on his courage; ingenuity, and the help of Chainsaw - a mad old rodeo bull!
A robber has kidnapped Sam Fox and his cousin Nissa during a tropical cyclone. When the getaway car crashes into the raging Crocodile River, Sam and Nissa must face one ordeal after another to survive against incredible odds. Sam fights to keep his head above water and Nissa out of the jaws of certain death. As the waters rise and the crocodiles close in, Sam must push himself to the limits of endurance.
In the history of political thought, the emergence of the modern state in early modern England has usually been treated as the development of an increasingly centralizing and expansive national sovereignty. Recent work in political and social history, however, has shown that the state--at court, in the provinces, and in the parishes--depended on the authority of local magnates and the participation of what has been referred to as "the middling sort." This poses challenges to scholars seeking to describe how the state was understood by contemporaries of the period in light of the great classical and religious textual traditions of political thought.State and Commonwealth presents a new theory of state and society by expanding on the usual treatment of "commonwealth" in pre-Civil War English history. Drawing on works of theology, moral philosophy, and political theory--including Martin Bucer's De Regno Christi, Thomas Smith's De Republica Anglorum, John Case's Sphaera Civitatis, Francis Bacon's essays, and Thomas Hobbes's early works--Noah Dauber argues that the commonwealth ideal was less traditional than often thought. He shows how it incorporated new ideas about self-interest and new models of social order and stratification, and how the associated ideal of distributive justice pertained as much to the honors and offices of the state as to material wealth.Broad-ranging in scope, State and Commonwealth provides a more complete picture of the relationship between political and social theory in early modern England.
Virginia was a battleground state in the struggle to implement Brown v. Board of Education, with one of the South's largest and strongest NAACP units fighting against a program of noncompliance crafted by the state's political leaders. Keep On Keeping On offers a detailed examination of how African Americans and the NAACP in Virginia successfully pursued a legal agenda that provided new educational opportunities for the state's black population in the face of fierce opposition from segregationists and the Democratic Party of Harry F. Byrd Sr. Keep On Keeping On is the first book to offer a comprehensive view of African Americans' efforts to obtain racial equality in Virginia in the later twentieth century. Brian J. Daugherity considers the relationship between the various levels of the NAACP, the ideas and actions of other African American organizations, and the stances of Virginia's political leaders, white liberals and moderates, and segregationists. In doing so, the author provides a better understanding of the connections between the actions of white political leaders and those of black civil rights activists working to bring about school desegregation. Blending social, legal, southern, and African American history, this book sheds new light on the civil rights movement and white resistance to civil rights in Virginia and the South.
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