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Almarai Company: Milk and Modernization in the Kingdom of Saudi Arabia
新着ケース英語
著者:Fabbe, Kristin E./Al-Amin, Safwan/Cekin, Esel/Kindred, Natalie
提供機関:Harvard Business Publishing
31ページ作成: 2018/11  改訂: 2019/02
With SAR 14 billion ($3.7 billion) in 2017 revenues, Almarai was Saudi Arabia's largest dairy producer, distributor, and marketer, with a large portfolio of branded dairy products, juices, bakery goods, and infant formula and a sales presence across the Gulf region, Jordan, and Egypt. Almarai employed some 42,000 people across its operations, from its massive dairy farms to its processing plants to its vast sales and distribution operation that reached over 100,000 outlets. Notwithstanding its diverse portfolio, the core of Almarai's business was (1) sales of branded fresh/chilled dairy products, (2) in Saudi Arabia, (3) distributed through the traditional retail channel made up of thousands of small neighborhood shops called bakalas. In October 2018, all three of these focal points were under pressure. Under the economic-restructuring programs of Saudi Arabia's new crown prince, Mohammed bin Salman, new taxes and subsidy cuts were squeezing household budgets. Concurrently, changes to other government policies were causing expatriates-who made up about a third of Saudi Arabia's population and were a key consumer of Almarai's dairy products-to leave the country in droves. This case finds Almarai's management team, led by soon-to-retire CEO Georges Schorderet, debating how the company can defend and grow its position in Saudi Arabia while also finding new sources of future growth (e.g., bringing its production model to new markets with fragmented dairy sectors or entering new product categories such as fish or ice cream). The decision of how to move forward will be based on an assessment of Almarai's strengths, how they can be best used to drive future growth, and how relevant they will remain in a market that is changing so dramatically.
Blackstone Alternative Asset Management in 2018
新着ケース英語
著者:Siriwardane, Emil Nuwan/Viceira, Luis M./O'Brien, Shawn
提供機関:Harvard Business Publishing
20ページ作成: 2019/01  改訂: 
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?
Civil Society
新着ケース英語
著者:Fabbe, Kristin E.
提供機関:Harvard Business Publishing
3ページ作成: 2018/11  改訂: 
Commonwealth Joe Coffee Roasters
新着ケース英語
著者:MacKay, Alexander J./Casadesus-Masanell, Ramon
提供機関:Harvard Business Publishing
25ページ作成: 2018/12  改訂: 
Danfoss Core & Clear (A)
新着ケース英語
著者:Meehan, Sean
提供機関:IMD - International Institute for Management Development
17ページ作成: 2017/08  改訂: 
The case series documents the transformation of Danfoss from a debtladen fragmented industrial holding company close to bankruptcy in 2008 to a high performing, financially robust group with a clear unifying strategy and significant forward momentum in 2017. The case series focusses on the period 2008 to 2013, covering the first two stages in the implementation of the new strategy Core & Clear. The A case describes the crisis situation the company finds itself in the aftermath of the Global Financial Crisis, the immediate actions taken by the new management to secure its survival, and the development and launch of a new strategy. It provides ample opportunity to assess the steps taken and anticipate the implementation risk.
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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