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Showing 3,226 through 3,250 of 15,593 results

Deception in Business: A Legal Perspective

by Christopher M. Bruner Lynn Sharp Paine

Discusses several of the most important prohibitions on deception found in U.S. law, starting with the basic elements of liability for fraud and moving to important antifraud provisions in federal statutes, restrictions on "misrepresentation" in consumer and contract law, deceptive nondisclosure, and forms of sales "puffery" that are not legally actionable.

Disruption Spreads Its Wings: The Future of Aviation

by Clayton M. Christensen Scott D. Anthony Erik A. Roth

The dynamics of disruption have been playing out dramatically in the aviation industry. This chapter describes how regional jet manufacturers have encroached on the established market, how incumbents are hindered by their processes and structures, and how incumbents are responding to the disruption.

Electronic Technologies in the Information Mosaic: Where Managers Find Information

by William J. Bruns Jr. Sharon M. Mckinnon

Available technology should be a part of the solutions to serving managers' information needs, but technology alone will not guarantee better information for managers. It is important to design systems with managers' needs and preferences in mind.

Costs and Expenses - No Hard-and-Fast Rules: Financial Intelligence for Entrepreneurs

by Karen Berman Joe Knight

Most entrepreneurs watch expenses closely. But did you know that there are plenty of estimates and biases that go into those expense lines? This chapter examines the major line items in this section of the income statement - including cost of goods sold, operating expenses, and one-time charges, among others. This chapter is excerpted from "Financial Intelligence for Entrepreneurs."

Decision Making as a Learning Activity

by Arie De Geus

Every act of decision making is a learning process. This chapter describes the elements of learning and how understanding the learning process can benefit your company.

Design Thinking: How Thinking Like a Designer Can Create Sustainable Advantage

by Roger L. Martin

Designers tend to actively look for new data points, challenge prevailing wisdom, and wonder about possible new worlds. However, to many middle managers, asking them to think like a designer is tantamount to asking them to be less productive and more subversive and flaky. For many leaders, the risk of breaking with time-tested data and experience in favor of innovation is too great. But for design-thinking expert Roger Martin, the real danger to the corporation is to maintain an environment that is hostile to creativity, leaving it at the mercy of competitors who look upstream to find unprecedented solutions to business problems. In this chapter, he explains why embracing abductive reasoning--a skill exhibited by the most imaginative designers--alongside more traditional inductive and deductive models is in the best interest of organizations that want to prosper from design thinking, and individuals who want to be design thinkers. The case of RIM--creator of the Blackberry--is examined. This chapter was originally published as Chapter 3 of "The Design of Business: Why Design Thinking Is the Next Competitive Advantage."

Dumb Ways To Die: Advertising Train Safety (B)

by John A. Quelch

The case series focuses on Melbourne Trains' viral advertising campaign to improve safe behaviors around trains among young people. This iconic, low budget campaign swept the Cannes Lions advertising awards in 2013 and became a social media sensation.

Crossing Borders: MTC's Journey through Africa

by Tarun Khanna Ayesha K. Khan

This is the story of MTC, a Kuwaiti telecom company that has grown from a sleepy, state monopoly to become one of the fastest growing telecom companies in the world, with the largest regional footprint across the Middle East and Africa. The CEO of the company, Dr. Saad Al Barrak had been successful in executing an aggressive growth plan that found its crown jewel in the acquisition of Celtel, one of the largest telecom companies in Sub-Saharan Africa. However, this acquisition threw MTC into a dynamic new context and marked the beginning of a very different phase. If Dr. Saad was going to lead MTC into the topmost ranks of global telecom, his team would have to successfully grapple with all the growing pains of managing across borders, brand names and cultures. All against the backdrop of an unpredictable African market with huge growth potential and rapidly increasing competition.

Decision Making as Leadership Foundation

by Michael Useem

All organizations have an interest in ensuring that their leaders make good and timely decisions, but good decision making-so vital to effective leadership-is not a skill that comes naturally to every leader. Studies of what Nobel laureate and noted expert on decision making Daniel Kahneman terms "systemic biases"-the mental flaws that separate the choices leaders actually make from what rational agent models expect-reveal that these biases can be reduced when leaders are trained in decision making and have learned from experience. Both universities and companies bear the responsibility of preparing current and future leaders to make sound decisions in work environments that are often demanding and frequently changing. And given the impact of increasingly global product and equity markets on company operations, the pressures for quality decision making are sure to intensify. The chapter concludes with an examination of how boards of directors make decisions, with rich examples from Boeing (its decision to build the 787 aircraft) and computer technology giant Lenovo (its decision to build a global company). This chapter was originally published as Chapter 18 of "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium."

Design Winning Customer Strategies

by Fred Reichheld

Measuring customers' feelings about your organization alone isn't sufficient. Just as you plan how to raise your profits, you must plan how to increase the number of customers who will act as promoters for your organization rather than detractors. This chapter examines how companies have designed winning customer strategies. This chapter was originally published as Chapter 7 of "The Ultimate Question: Driving Good Profits and True Growth."

The Eleganzia Group

by Elena Corsi Elie Ofek Bharat Sajnani Francesco Tronci Sorina Casian-Botez

Eleganzia Group management faces tough decisions heading into the summer of 2010. With tourism on the decline due to the global economic recession, General Manager Giannuzzi must decide how to set prices at the Forte Village Resort, the Group's most well-known property. His management team is further divided on whether the pricing model at the resort should change to being all-inclusive (as opposed to one where guests are charged for each additional activity or dining option on a pay-as-you-go basis), and whether to convert a large number of the 4-star rooms into 5-star suites. Recently acquired properties, such as the Castel Monastero in Tuscany and the Maddalena Hotel & Yacht Club in north Sardinia, pose a branding challenge. Can all the properties, including the Forte Village, be successfully brought under one umbrella brand, namely, Eleganzia? Moreover, what should the character of each these new properties be?

Exchange Rate Regimes

by Rafael Di Tella Ingrid Vogel

There are many options for a country in the management of monetary policy. At the most basic level is the decision of whether to adopt a fixed or a floating exchange rate. Introduces the economics behind exchange rates and the debate between fixed vs. floating regimes.

The Federal Reserve and the Banking Crisis of 1931

by David A. Moss Cole Bolton

In early October 1931, in the midst of a global economic depression, the U.S. banking system was in crisis - - with bank suspensions running at near record levels. At the same time, the broader economy was sputtering, and U.S. gold reserves had come under severe pressure after Britain abandoned its gold standard in mid-September. As pressure continued to mount, the leaders of the Federal Reserve faced several critical decisions. Should they adjust interest rates? Was abandoning the gold standard an acceptable option? Should they lend more freely to the nation's commercial banks? Or would this only ensure the sorts of financial excess that had gotten the country into trouble in the first place? Was it time to give in to the mounting pressure, or to hold firm?

Fred Henderson

by John P. Kotter

Focuses on the management style of Fred Henderson in the context of a relatively stable business environment within Xerox Corporation. To be contrasted with the case, Renn Zaphiropoulos and the videotape, A Day with Renn Zaphiropoulos (9-881-501), which are appropriate for a more dynamic environment.

Designing a New Business Model: Finding an Ordered Structure to Unlock Creativity

by Mark W. Johnson

We're all familiar with stories of visionary leaders whose brilliant insights revolutionize the market. But all of these inspiring stories can be downright depressing. No one wants to depend on something as fickle as inspiration to create a new business. And you shouldn't have to, says strategic innovation expert Mark W. Johnson. Indeed, conceiving of a truly innovative new business model does not need to be a matter of imagination and serendipity, or luck. It can be an orderly process that uses structure to unlock creativity, rather than the other way around. In this chapter, Johnson shows how the four-box framework-customer value proposition (CVP), profit formula, key resources, and key processes-can help you systematically generate the right questions and assumptions; organize and categorize them in a constructive way; and implement, test, and learn about them in the right order to create a new business model. The stories of Zara and Threadless illustrate how companies have used these four pillars to transform their industries. This chapter was originally published as Chapter 6 of "Seizing the White Space: Business Model Innovation for Growth and Renewal."

Exchange Rate Terminology and Analytics

by Robert E. Kennedy

An introduction to the concept of exchange rates, simple analytics regarding currency appreciation and devaluation, and real and nominal exchange rates. Concludes with a series of examples that illustrate how shifts in exchange rates and inflation can affect firms' competitiveness.

Federal Reserve Bank of Chicago's Mentoring Program (A)

by David A. Thomas Gina M. Carioggia

Describes steps taken to implement and manage a successful employee mentoring program at the Federal Reserve Bank of Chicago. A cultural change at the bank provided the context out of which the program grew. The case describes the development of the program, highlighting design principles key to the program's success and its implementation and initial results after nine months. Program manager Amy Rubinstein and executive sponsor Jack Wixted considered how to expand the successful program to include more employees while maintaining the key aspects that contributed to the program's success.

Fred Khosravi and AccessClosure

by Liz Kind Richard G. Hamermesh

Fred Khosravi is a serial medical device entrepreneur. In his latest venture, he must decide whether to sell now or continue to develop his current product and whether to market it, sell the company, or IPO.

Cottle-Taylor: Expanding the Oral Care Group in India

by John A. Quelch Alisa Zalosh

Brinda Patel, director of oral care products for the India division of a consumer home-care product company, develops a data-driven marketing plan for toothbrushes. She believes her plan can support a 20% increase in unit sales based on rising demand for modern oral-care products in India. Her boss, the VP of Marketing, believes her forecast is too conservative and suggests spending more money on promotions to boost sales by 30%. Patel must develop a new plan to meet this higher growth rate by increasing the advertising budget and revising the distribution of the budget across three targeted advertising messages. She must also consider the regional challenges within India between rural and urban consumers and their willingness to adopt a modern approach to dental care. Students must build a projected income statement and consider the effects of increasing the advertising budget and changing the product mix in favor of higher margin toothbrushes.

Crown Cork & Seal/CarnaudMetalbox

by William E. Fruhan William Dewitt

A U.S. packaging firm acquires a French packaging firm with the objective of creating the largest global packaging firm in the world.

Decision Making at the Top: The All-Star Sports Catalog Division

by David A. Garvin Michael A. Roberto

Describes a senior management team's strategic decision-making process. The division president faces three options for redesigning the process to address several key concerns. The president has extensive quantitative and qualitative data about the process to guide him as he and the senior team attempt to make improvements.

Disruptive Diplomas: The Future of Education

by Clayton M. Christensen Scott D. Anthony Erik A. Roth

This chapter looks at the field of education and posits that the same dynamics that prevail in other industries apply here as well. Signals of change abound, with low-cost/new-market education models springing up. Competitive battles are shaping up between established players and entrants with new capabilities, and incumbents must decide how to respond to disruption.

Dumb Ways To Die: Advertising Train Safety (C)

by John A. Quelch

The case series focuses on Melbourne Trains' viral advertising campaign to improve safe behaviors around trains among young people. This iconic, low budget campaign swept the Cannes Lions advertising awards in 2013 and became a social media sensation.

Eli Lilly--1998 (B): Emerging Global Organization

by Michael Y. Yoshino Thomas W. Malnight

Examines major issues faced by Eli Lilly as it evaluates the appropriateness of a focused matrix organization with extensive use of cross-functional teams.

Showing 3,226 through 3,250 of 15,593 results


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