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This chapter introduces business model schematics as a useful tool for analyzing e-business initiatives and for plotting the migration of traditional business to the electronic world. The e-business models of several companies are used as examples.
Supplements the (A) case.
Exel plc is a global third-party logistics provider, serving clients such as Home Depot, Dell, Unilever, and Marks & Spencer. Describes the range of activities Exel performs for its clients and the capabilities the company has developed. Exel traditionally focused on freight management and contract logistics services and is now considering providing supply chain planning services. Management believes that there is tremendous potential in combining supply chain planning with supply chain execution. However, there are risks involved in entering the new business. Describes the decision in the context of Exel's two-decade relationship with Haus Mart, a leading retailer of home textiles, housewares, and home accessories in Germany.
This chapter presents several methods for analyzing capital expenditures and deciding what investments to make to improve the value of your company.
Examines the General Mills Board of Directors' role in the General Mills joint venture with Nestle S.A. to sell cereals outside of North America. It raises the more general question of the appropriate role for the board of directors in strategy formulation.
This note suggests an approach for developing an effective "career narrative" - a tool for packaging and sharing a professional's past achievements, long-term goals, and forward-looking needs through a compelling story. It focuses mostly on the ways junior professionals can leverage their career story, but also consider what role more senior mentors can - and should - play in cultivating and sharing juniors' career narratives.
Obadiah Vineyard's owners create financial statements in accordance with generally accepted accounting principles (GAAP) to help them obtain funding to plant more acreage. The owners grapple with deferred taxes and the differences between tax and financial reporting books.
Deutsche Bank's Fixed Income Research Group is looking for yield curve trades to pitch to clients as well as for their proprietary trading desk. The group has data on recent bond trades and a proprietary term structure model, which they can use to develop trading ideas.
This exercise is meant to assess students' level of confidence around everyday business and general knowledge questions, for the purpose of identifying where they are overconfident and underconfident.
When a tsunami hit Southeast Asia on December 26, 2004, the leadership team at a Swedish tour company must manage a devastating crisis affecting thousands of its customers and employees in Thailand. Documents the challenges the company faced in the first ten hours of the crisis. Amid the uncertainty of those first hours, the leadership team must make a range of decisions to orchestrate the company's response and manage the rest of its business. Describes the chaotic environment of a crisis, especially when the normal course of business is interrupted, and puts students in the shoes of a range of managers, each having to make decisions on his/her own, while coordinating with one another to enable the company to respond effectively.
Discusses a young MBA plant manager who is improving the operations of a small General Motors components plant in Fredericksburg, Virginia. At 29 years old, Joe Hinrichs is the youngest plant manager at GM, and in his new assignment, he is faced with the daunting challenge of designing and implementing significant manufacturing procedures that will dramatically improve the plant and remove it from its current unprofitable and inefficient state. Aided by the introduction of new carbon fiber technology that has revolutionized the plant's product (the torque converter clutch, a component of the automatic transmission of a car), Hinrichs hopes to keep the plant open by streamlining operations, reducing inventory, redesigning worker jobs, increasing worker commitment, and other improvements. During this process, he must deal with an unexpected union strike, equipment malfunctions, and other problems that threaten the success of the improvement process. He has, however, found unusual ways to overcome these barriers without eroding worker trust. At the end of the case, Hinrichs faces the serious dilemma of what to do about the broken 1,500-ton press, one of the most important machines in the production process. Three options are outlined, each with technical and managerial tradeoffs.
Define Broad and Simple Rules: One Path to Executing the "Workforce of One" Approach to People Managementby Susan Cantrell David Y. Smith
When it comes to crafting HR practices that are highly relevant and tailored to individuals, organizations can choose one of four different approaches to what talent management experts Susan Cantrell and David Smith call the "workforce of one." But no matter which approach you choose, the goal is the same: work that is sculpted to fit lives instead of lives that are sculpted to fit work. The reward? Lower employee turnover, greater productivity, and improved profit margins. In this chapter, the authors explore defining broad and simple rules to guide employees toward a desired outcome. This approach allows individuals or their managers to customize people practices by giving them structured freedom-essentially "widening the guardrails" along the route to achieving company goals. This is by no means a laissez-faire approach: workers' freedom is constrained by clear, organizationally determined and approved boundaries and limits. These could be based on the organization's mission and strategy, its values, its resources and budgetary restrictions, or its benchmarks for success. Using rich examples from companies like American Airlines, The Container Store, Best Buy, and Google, the authors show how broad and simple rules work in practice. The chapter concludes with recommendations for customizing your people management practices using this approach-which empowers your workforce and allows your organization to nimbly respond to changing customer needs. This chapter was originally published as Chapter 4 of "Workforce of One: Revolutionizing Talent Management Through Customization."
Develop a Common Planning Process and Information System: CMO Strategies for Facilitating Silo Cooperationby David Aaker
Apparently sophisticated marketing firms often lack a common planning process across their silo units. In too many cases, the silo units are able to use their homegrown planning process, and the results are predictably uneven and ad hoc. What is optimal is to have both a planning process and a supporting information system that are the same across silos-and this is where the CMO comes in. This chapter describes some prototype silo planning processes and silo-spanning information systems that can serve as a model and point of departure for those attempting to develop or refine their own.
Dixon Corp.faces the task of valuing a plant and an associated project that it is considering buying. The revisions are designed to enable the application of adjusted present value technique for valuation. A rewritten version of an earlier case.
This chapter provides an overview of the e-business revolution and the struggle that many traditional businesses are facing to respond to the threats and the opportunities of doing business online.
Presents two methodologies for making decisions in the face of conflicting objectives, pricing out, and additive scoring systems. This material is followed by four exercises designed to develop and test understanding of the basic methodology. The exercises include an MBA who must make a job decision, an MIS manager choosing a database program, and an office manager who must select an office site.
Yoplait's director of new product development is evaluating alternative line extensions including custard-style Yoplait. He must determine what additional research to recommend. Options include a mini-market test, a simulated test market and a fully-fledged test market.
In 2010, Tom Linebarger, president and COO of Cummins, Inc., the Columbus, Indiana-based manufacturer of diesel engines, has to decide where to locate the company's new manufacturing line for high horsepower engines. He has three choices to decide from: Seymour, Indiana; Daventry, England; and Pune, India. The Community Education Coalition (CEC) in Columbus has had success in improving the city's schools to make the area more competitive in attracting and retaining highly educated employees to this small Midwestern city. The CEC is planning an expansion into Seymour with Cummins' help. Will the CEC be able to improve the school system in Seymour enough to make it a viable choice for the new high horsepower engine line? The case highlights the role of Cummins' long-term effort at community development as a key element of its corporate strategy.
What does it take to convert more customers into promoters for your organization? This chapter suggests that you need to listen to your customers to find innovative ways to delight them, turning them into fans who will sing your praises to their friends and colleagues. This chapter was originally published as Chapter 9 of "The Ultimate Question: Driving Good Profits and True Growth."
In most entrepreneurial companies, resources for capital expenditures are limited and there's a lot of competition for what little is available. This chapter presents several methods for analyzing capital expenditures and deciding what investments to make to improve the value of your company. This chapter is excerpted from "Financial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers."
An abstract is not available for this product.
Suppose you are a CEO, or the director of a large division, or the head of human resources, or a manager in R&D, and you don't want to create just one high-performing X-team? What if you want to create a set of X-teams that create innovative products and ideas year after year and eventually reshape the way your organization functions? This calls for an X-team program-such as those developed at Merrill Lynch and BP.
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.