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A Note on U.S. Bankruptcy Law: Individuals, Firms, and Sub-State Entities
新着ケース英語
著者:Sawyer, Laura Phillips
提供機関:Harvard Business Publishing
14ページ作成: 2019/04  改訂: 
AccorHotels and the Digital Transformation: Enriching Experiences Through Content Strategies Along the Customer Journey
新着ケース英語
著者:Dubois, David/Chae, Inyoung/Niessing, Joerg/Wee, Jean
提供機関:INSEAD
25ページ作成: 2016/08  改訂: 2018/12
The case focuses on AccorHotels' ambitious digital transformation, aiming to put the customer back at the center of its strategy and operations. Responding to a powerful wave of digital disruptions in the hospitality ecosystem, from the emergence of review websites, online travel agents and active forums to the rise of new competitors such as Airbnb, the transformation entailed: (1) designing and implementing an innovative content marketing strategy (including online content creation or co-creation, curation and dissemination) (2) incorporating e-reputation as a core business objective, and (3) creating and/or adapting organizational structures - from management to operations - to support this new dynamic and maximize value creation. The case starts in Fall 2015, when Olivier Arnoux, SVP Customer Satisfaction at AccorHotels, and his team, are asked to devise an ambitious plan to address the new challenges facing major players in the hotel industry brought about by digital disruptions. It follows the decision-making process step by step, from (1) understanding the nature and impact of online content in the customer journey, to (2) building a strategic plan to integrate online insights into AccorHotels' core business objectives (in particular the importance of e-reputation), (3) redefining where and how value is created, and creating incentive structures aligned with the new objectives. Participants have multiple opportunities to put themselves in the shoes of the protagonists so as to understand the logic behind the decisions taken. What is novel is the systematic articulation of how digital and social media impact the customer journey, as well as the integration of online content into marketing strategy (i.e., content marketing) and organizational design (i.e., team structure, incentive system), underlining how embracing the digital revolution entails breaking traditional silos between functions such as marketing, strategy, finance and human resources.
Barber Cardiosystems
新着ケース英語
著者:Gulati, Ranjay/Myers, Paul S.
提供機関:Harvard Business Publishing
8ページ作成: 2019/04  改訂: 
Barber Cardiosystems, based in Melbourne, Australia, designs and manufactures therapeutic devices used for treatment of coronary conditions. Over four decades, it has grown to be among the top 200 medical device companies in the world. It competes against much larger companies through a continuous effort to control costs and increase productivity. It does so by aligning operational and human resource practices, particularly employee incentives, with its strategy. Concerns arise in the face of increased competition about whether the company can continue to reduce costs and maintain its margins while keeping both its generous bonus scheme and commitment to guaranteed employment. The company's executive team must decide how to respond. This case is suitable for use in undergraduate, MBA, and executive courses in organizational behavior, leadership, and strategic management. It is especially useful in a module on strategic alignment or organizational design.
Burberry's New Challenges
新着ケース英語
著者:Cotte, June/Jarosinski, Marta
提供機関:Ivey Publishing
23ページ作成: 2017/03  改訂: 
In 2014, Burberry’s new chief executive officer was facing a changing environment and digital disruption in the luxury fashion industry. The Burberry brand image had improved considerably over the past decade. However, several changes within the fashion world had had a significant impact on the overall luxury fashion industry. Fast fashion, digital technology, and new communication channels had changed the way the world’s leading luxury brands operated. The industry experienced financial growth year-over-year, and Burberry and other luxury brands continued to be the industry trendsetters. However, the luxury companies were slowly losing some of their power and control over their brand image, both artistically and financially. Burberry’s business strategy needed to adapt to this changing environment, respond to the latest global fashion trends, and improve the communication of its brand. Should Burberry lead or follow with regard to making changes to its stores and fashion shows, dealing with fast fashion, and integrating a clear digital strategy as part of the company’s marketing strategy?
Business Model Innovation: Michelin Fleet Solutions - from Selling Tires to Selling Kilometers
新着ケース英語
著者:Ulaga, Wolfgang/Dalsace, Fr?d?ric/Renault, Chlo?
提供機関:IMD - International Institute for Management Development
5ページ作成: 2013/06  改訂: 
Michelin, a worldwide leader in the tyre industry, launched in 2000 a comprehensive tyre-management solution offer for large European transportation companies, called Michelin Fleet Solutions (MFS). With this new business model, the company ventured into selling kilometers - instead of selling tyres. This decision moves the strongly product-driven firm into the new world of services and solutions. The shift is intuitively appealing, and it provides Michelin with an opportunity to differentiate itself in the tyre business. After 3 years, however, expansion is far below expectations and profitability is terrible - despite the outside help of a strategy consulting firm. The case presents the decision point in 2003, whereby MFS's future has to be decided. Should Michelin seek to further develop this solution offer, and try to repackage the offer yet another time? Or was it just a passing fad that should be abandoned?
Cisco India (A): Innovation in Emerging Markets
新着ケース英語
著者:Jha, Srivardhini/Krishnan, Rishikesha T./Dhanaraj, Charles/Buche, Ivy
提供機関:IMD - International Institute for Management Development
12ページ作成: 2015  改訂: 2016/11
Case A describes the challenges a multinational corporation, Cisco Systems Inc, faces in an emerging market in developing new products specific to local needs. Dr Ishwardutt Parulkar and his team at Cisco’s Indian subsidiary in Bangalore had identified a promising concept that could potentially become the company’s first product developed end-to-end at the India site. They had to address three critical issues: How to define the right product to address the specific needs of telecom network customers in the emerging market? How to build the business case for approval from the headquarters in the US? How to compensate for the significant gaps in the Indian ecosystem that was not fully mature in terms of partners and skills required to develop such a product?
Control or Flexibility? Structured Empowerment Offers Both - Lessons from Retail & Service Chains (Abridged)
新着ケース英語
著者:Sandino, Tatiana
提供機関:Harvard Business Publishing
9ページ作成: 2019/03  改訂: 
This note explains how several retail and service organizations use a practice described here as "structured empowerment" to balance control and flexibility as they grow. I define structured empowerment as a practice that grants employees both (a) the power to make choices from narrow sets of options on a set of inputs and processes and (b) the responsibility to deliver results according to the company's value proposition. This lets a company control operations-by standardizing the options frontline employees can choose from to drive results-and adapt to diverse markets-because combining choices from the options makes a large number of service offerings and routine sequences possible. This abridged version of the note does not reference the case "OXXO's Turf War Against Extra." It is intended to be used in a classroom setting where "OXXO's Turf War Against Extra" is also being taught, abridged so that it does not give away any relevant information about the case.
Coup or Crime? The Case of Carlos Ghosn
新着ケース英語
著者:Dey, Aiyesha/Heese, Jonas/Brar, Puneet
提供機関:Harvard Business Publishing
25ページ作成: 2019/04  改訂: 
This case explores the interplay of global corporations, management styles, and local traditions through the high profile arrest of auto industry icon, Carlos Ghosn, in November, 2018. The case allows students to debate opposing theories that led to the arrest, and examines several key themes, such as leadership challenges in an increasingly global market, role of culture, and the design and role of incentive and governance mechanisms. The case also allows for discussions on personal accountability in light of misbehavior.
Danfoss Core & Clear (B)
新着ケース英語
著者:Meehan, Sean
提供機関:IMD - International Institute for Management Development
7ページ作成: 2017/08  改訂: 
The B case documents the progress of the company from the launch of the strategy (Core & Clear) in early 2010 to mid-2011 (Phase I ? “Get Ready” of the C&C). Significant, unambiguous steps have been taken with very positive financial results. According to the original timetable it is time to move on to Phase II (“Get Going”) of C&C, yet the executive committee (EC) are hesitating. The situation described allows for discussion of an assessment of progress and consideration of the pros and cons of progressing to Phase II as planned.
Danfoss Core & Clear (C)
新着ケース英語
著者:Meehan, Sean
提供機関:IMD - International Institute for Management Development
6ページ作成: 2017/08  改訂: 
The C case reveals the EC’s decision to defer the launch of Phase II ? a decision made again after a further year. It provides an update on the progress of the company from the launch of Phase II to 2017 (including the launch of Phase III (“Digital Transformation”) in 2016).

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