HBSP (USA)
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Customer Profitability and Customer Relationship Management at RBC Financial Group (Abridged) (Spanish version)
Narayanan, V.G.; Brem, LisaCase HBS-107S03Accounting and Controlone from the point of view of the vice president of customer relationship marketing and the other from a line manager's perspective.Starting at €8.20
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Fetchr: A New Way of Last Mile Delivery
Narayanan, V.G.; Kuzucu, ErenCase HBS-119018-EAccounting and ControlBy mid-2016, five years of aggressive growth had transformed Fetchr from a small logistics startup to a 1,000-employee, full-fledged last-mile delivery company operating across four countries in the Middle East and North Africa (MENA). Already beneficiaries of the largest Series A round to the Middle East from an American firm, CEO Idriss Al Rifai and the Fetchr team had ambitions of raising another $40 million in Series B and deliberated continu...Starting at €8.20
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La cadena de suministros en primer plano: The Video Vault
Narayanan, V.G.; Brem, LisaCase HBS-116S10Accounting and ControlLos propietarios de la lucha Video Vault para determinar los niveles óptimos de siembra de videos caseros en una industria plagada con las nuevas tecnologías, los nuevos paradigmas de fijación de precios, y la fuerte presión competitiva de las grandes cadenas nacionales. La enseñanza de Propósito: Para demostrar el papel de los contratos de incentivos en el logro de coordinación de la cadena de suministro.Starting at €8.20
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Executive Pay and the Credit Crisis of 2008 (B)
Narayanan, V.G.; Brem, LisaCase HBS-110005-EAccounting and ControlAs the recession lingered on into 2009, the U.S. government sought to limit executive pay and excessive risk. The debate raged over what constituted excessive risk and how best to mitigate it. This case describes the government restrictions on executive pay for TARP recipients and delves into the debate on executive compensation and incentives that encourage excessive risk.Starting at €5.74
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Supply Chain Partners: Virginia Mason and Owens & Minor (A) (Abridged)
Narayanan, V.G.; Brem, LisaCase HBS-110063-EAccounting and ControlOwens & Minor (O&M) performed lean inventory services for Virginia Mason (VM) as its alpha vendor, but the outdated industry pricing model created perverse incentives and could not capture O&M's costs. Together, O&M and VM created an activity-based pricing model called the total supply chain costs (TSCC), which incented both companies to be more efficient and to streamline their distribution activities. After beta testing the TSCC for one year, V...Starting at €8.20
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Owens & Minor, Inc. (A) (Spanish version)
Narayanan, V.G.; Brem, LisaCase HBS-110S18Accounting and ControlA forward-thinking manager at Owens & Minor (O&M), a large national medical and surgical distribution company, enlisted the help of both logistics and cost managers to develop an innovative pricing schedule based on the customer's activities instead of the price of the product since the existing cost-plus pricing structure made it impossible for O&M to price services appropriately. The case also explores the customer resistance to his new proposa...Starting at €8.20
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Delta/Signal Corp. (Spanish version)
Narayanan, V.G.; Brem, Lisa; Packard, MatthewCase HBS-119S04Accounting and ControlThis auto parts company has just ousted its longtime CEO and founder, and the new, professional CEO is badly in need of a coherent strategy, clear objectives and metrics, and initiatives that are aligned with the strategy and objectives. Will the balanced scorecard approach help his leadership team create an action plan that makes sense for the company's strategy? This case is designed to be used with the "Balanced Scorecard Simulation Game."Starting at €8.20
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Store24 (Spanish version)
Narayanan, V.G.; Kulp, Susan; Campbell, DennisCase HBS-104S01Accounting and ControlIllustrates how nonfinancial performance measures can be used to manage a business and evaluate the success of a strategy.Starting at €8.20
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Shareholder Activists at Friendly Ice Cream (A)
Ferri, Fabrizio; Narayanan, V.G.; Weber, JamesCase HBS-108024-ETwo activist investors, one a founder and one a hedge fund manager, seek to improve board oversight at a chain restaurant company. Prestley Blake founded Friendly Ice Cream in 1935 with his brother, and the two created a chain of full-service restaurants. In 1979 they sold the business and retired. In 2000, Blake became concerned that Friendly's CEO, who owned approximately 10% of Friendly and also owned a larger percentage of another restaurant ...Starting at €8.20
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Shareholder Activists at Friendly Ice Cream (B)
Ferri, Fabrizio; Narayanan, V.G.; Weber, JamesCase HBS-108073-EAccounting and ControlThis case study briefly describes the outcome of the Shareholder Activists at Friendly Ice Cream (A) case.Starting at €5.74