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Raymond Jetson's MetroMorphosis ... Baton Rouge, Teaching Note
Kanter, Rosabeth Moss; Hamilton, Tessa Natanay; Malone, Ai-Ling JamilaTeaching Note HBS-316033-ETeaching note for case 315057. Building on his successes as a politician and preacher in Baton Rouge, Louisiana, Rev. Raymond Jetson sought to empower Baton Rouge citizens to innovate solutions for their community challenges. After stepping down as the head of the Louisiana Family Recovery Corps, Jetson became interested in the Advanced Leadership Initiative (ALI) at Harvard University. When his ALI cohort expressed interest in visiting his home...Starting at €0.00
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Advanced Leadership Field Perspectives: Public Health in India
Kanter, Rosabeth Moss; Malone, Ai-Ling JamilaCase HBS-316104-EStarting at €8.20
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Joe Mandato, Pete McNerney and Empathetics
Kanter, Rosabeth Moss; Malone, Ai-Ling Jamila; Hoffstein, BrianCase HBS-ALI022-EEntrepreneurshipTwo experienced healthcare leaders that participated in the Advanced Leadership Initiative at Harvard University worked together to improve the nation's healthcare system through the early stage company Empathetics (an organization that teaches empathy to healthcare professionals and staff to improve the patient experience). With their guidance the company seems to make progress on staffing and funding, but despite Mandato's and McNerney's experi...Starting at €8.20
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Staples, Inc. (Spanish Version)
Bell, David E.Case HBS-503S59MarketingGrapas no está satisfecho con el merchandising de su mobiliario de oficina. El caso analiza la situación, permitiendo a los estudiantes a tener en cuenta si la categoría se debe dejar caer o ser cambiado. Permite la consideración de la cartera de productos de un posicionamiento implica, y alienta un debate sobre merchandising esta categoría en particular.Starting at €8.20
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7-Eleven, Inc. (Spanish Version)
Bell, David E.; Hogan, HalCase HBS-507S03MarketingPuede 7-Eleven Estados Unidos replicar la experiencia exitosa de 7-Eleven Japón en la venta de alimentos frescos a través de tiendas de conveniencia? Describe el sistema japonés y muestra los pasos que la compañía está tomando para tratar de lograr el mismo éxito en los Estados Unidos.Starting at €8.20
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KFC's Radical Approach to China
Bell, David E.; Shelman, Mary L.Article HBS-R1111K-EGlobal companies face a crucial question when they enter emerging markets: how far should they go to localize their offerings? Typically they try to sell core products or services pretty much as they've been sold in Europe or the United States, with headquarters calling all the shots-and usually with disappointing results. The authors, both of Harvard Business School, examined why KFC China has been able to find fertile ground in a market that is...Starting at €8.20
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Nestl : Nutrition, Health, and Wellness
Bell, David E.; McLoughlin, Damien P.; Kindred, NatalieCase HBS-517052-EMarketingStarting at €8.20
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Zespri Grows
Bell, David E.; Kindred, NatalieCase HBS-519047-EMarketingControlling about a third of global kiwifruit exports by volume and nearly half by value in 2018, Zespri was a grower-owned "corporatized cooperative" with the exclusive right to export New Zealand-grown kiwifruit (except to Australia). Zespri did not grow fruit, but rather managed an integrated marketing system across the value chain. This coordinated structure enabled Zespri to control quality, build a brand, and command premium prices in expor...Starting at €8.20
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Hormel Foods
Bell, David E.; Kindred, NatalieCase HBS-520045-EMarketingIn 2019, CEO Jim Snee is weighing how to shape the image of Hormel Foods, one of the largest U.S. meat and food companies, at a time when the industry faces unprecedented scrutiny. Based in the small town of Austin, Minnesota, the nearly 130-year-old firm is best known for its legacy meat-based brands such as Hormel Pepperoni and Spam. It also owns brands (many acquired recently) that consumers might not associate with Hormel, such as Wholly Guac...Starting at €8.20
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COFCO Xinjiang Tunhe Co., Ltd.
Bell, David E.; Sesia, AldoCase HBS-508079-EMarketingIn 2005, COFCO Ltd., one of China's largest and most successful companies, acquired Xinjiang Tunhe, a tomato processing firm, which had been, in recent years, poorly managed. COFCO changed Tunhe's management team and set out to create a culture of professionalism and impressed upon the employees that the customer came first. Qin Yelong, Tunhe president, had ambitious goals for the company. he wanted Tunhe to be the world's largest supplier of tom...Starting at €8.20