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The Fall of Circuit City Stores, Inc.
Wells, John R.; Danskin, GalenCase HBS-713402-EStrategyOn January 16, 2009, after a dismal holiday season, Circuit City was forced into liquidation. Unable to meet creditors' demands, and with no acquirer in sight, Circuit City began the process of liquidating its remaining 567 U.S. stores. Circuit City had been the leader in consumer electronics retailing for nearly twenty years when its profits peaked in 2000. What led to its dramatic decline? Why did three CEOs fail to turn it around? Were these p...Starting at €8.20
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Gap, Inc., 2000
Wells, John R.; Danskin, GalenCase HBS-713508-EStrategy"From humble beginnings as a Levi jeans store, by 2000 Gap, Inc. had grown to become the world's leading specialist clothing retailer. Its CEO, Millard S. Drexler, the ""merchant prince,"" was credited with transforming Gap into a global empire, leading the company through eighteen years of 21% p.a. growth to reach sales of $13.6 billion in 2000. Gap had expanded to 2,848 stores under its three brands: Gap, Banana Republic, and Old Navy, and cont...Starting at €8.20
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Hennes & Mauritz, 2012
Wells, John R.; Danskin, GalenCase HBS-713512-EStrategy"In 2012, Hennes & Maurtiz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion and operating profits were $3.3 billion. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the past decade, H&M had passed Gap in sales, but the company had failed to keep up with Inditex's growth and its Spanish rival had larger sales and greater profitability than H&M. H&M had also ...Starting at €8.20
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Benetton Group S.p.A., 2012
Wells, John R.; Danskin, GalenCase HBS-713513-EStrategy"On May 31, 2012, after 36 years on the Milan Stock Exchange, Benetton was officially delisted and taken private by Edizione, the Benetton family's holding company. Since 2000, Benetton shareholders had seen its market value fall from $4.3 billion to $720 million at the end of 2011. At $2.6 billion, Benetton's sales in 2011 were virtually the same as they were in 2000, but Inditex from Spain, Hennes & Mauritz (H&M) from Sweden and Fast Retailing ...Starting at €8.20
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Babcock International Plc.
Wells, John R.; Danskin, GalenCase HBS-714496-EStrategyIn 2013, Babcock International Plc (Babcock) was the largest engineering services provider in the UK with sales of over 3 billion. Under the leadership of CEO Peter Rogers, Babcock had grown revenues and profits nearly tenfold over the previous decade as it benefited from increased public sector outsourcing. In 2012, for the UK's Ministry of Defense (MOD), Babcock trained over 50,000 troops, maintained the nuclear submarine fleet, provided engi...Starting at €8.20
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Progressive, 2007-2013
Wells, John R.; Danskin, GalenCase HBS-715427-EStrategyIn 2013, Progressive was the fourth largest player in the auto insurance market, having lost the third position to GEICO in 2008. As the industry shifted from agency to online sales, GEICO's direct selling model positioned it strongly for growth. Progressive's direct sales mix had increased from 36% of total sales in 2006 to 42% in 2012, well ahead of the industry average of around 25%. As a result, both Progressive and GEICO continued to gain gr...Starting at €8.20
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Borealis
Kaplan, Robert S.; Jorgensen, Bjorn N.Case HBS-103S07Accounting and ControlCuando Borealis, un productor europeo de plásticos, utiliza un proceso presupuestario tradicional, que consume tiempo, el presupuesto fue rápidamente fuera de fecha en un entorno competitivo caracterizado por que cambian constantemente los precios de entrada y salida y las condiciones dinámicas del mercado. Este caso describe el proceso que Borealis llevado a reemplazar sus presupuestos con cuatro herramientas de gestión específicas: Rolling prev...Starting at €8.20
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Mobil USM&R (B): Ventas y Distribución New England
Kaplan, Robert S.Case HBS-104S05Accounting and ControlEl gerente general de una unidad de negocio de distribución de gasolina / ventas de destilados y local debe comunicar una nueva estrategia para 300 empleados de la unidad. Un primer ejercicio de planificación estratégica identificó una lista de alta prioridad de las oportunidades que se mezclaba la estrategia nacional de la división padre con una estrategia local personalizado. Pero para la nueva estrategia sea eficaz, el sistema de medición de e...Starting at €5.74
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Fábrica de Motores Eléctricos Siemens (A) (Abreviado)
Kaplan, Robert S.Case HBS-105S11Accounting and ControlExplora cómo un sistema de costes puede ayudar a apoyar la decisión de una empresa de estrategias de cambio. En el proceso, los estudiantes son introducidos a un simple sistema de costes basado en las actividades. Siemens eléctrico Motor Works se encontró frente a un entorno cada vez más competitivo y así tomó la decisión de pasar de la fabricación en serie de motores especializados para la producción de pequeños lotes de motores personalizados. ...Starting at €8.20
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Midwest Office Products (Spanish version)
Kaplan, Robert S.Case HBS-106S04Accounting and ControlPresents an easy introduction to time-driven activity-based costing (ABC) that allows students to build a simple ABC model of order profitability. Midwest's time-driven ABC approach is based on two categories of parameter estimates. The first is the cost per hour of employees performing diverse tasks, such as order-entry operators and delivery personnel performing desktop deliveries. The second is the estimated time required for employees to perf...Starting at €8.20