This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Stanford Graduate School of Business (USA)
-
Health Leads (A): Expansion Decisions for a Health Care Nonprofit
Sorensen J; Schifrin D; Hettrich KCase SGSB-SM192A-EStrategyThe (A) case presents a 2009 critical expansion decision for health care nonprofit Health Leads: whether to expand rapidly while it had momentum, strong advocates, very high demand for its services, and funder support for growth; or whether to postpone rapid expansion and continue working on its model and further prove the company?s value to hospitals and clinics. Founded by Rebecca Onie (2009 MacArthur ?Genius Grant? Fellow), Health Leads addre...Starting at €6.75
-
East College Preparatory School
Meehan, W; Luedtke, PCase SGSB-SI13-EBusiness Ethics and Corporate Social Responsibility, EntrepreneurshipEastside College Preparatory School was founded in 1996 to give students in the economically depressed communities of East Palo Alto and Menlo Park a viable option for high school education. This case describes the formation, management, and challenges of Eastside. It focuses on fundraising, performance measurement, faculty recruiting, growth, and managing culture.Starting at €6.75
-
Massachusetts Eye and Ear: Deciding Whether to Join Partners Healthcare
Bundorf, Mary, K; Pathipati, ACase SGSB-P92-EEconomicsThis case follows John Fernandez, CEO of Massachusetts Eye and Ear, as he evaluates whether or not his organization should join Partners HealthCare, the state?s largest healthcare provider. Starting in the mid-2000s, there was a growing trend towards provider consolidation in health care. Many physician practices joined larger groups or hospitals, while independent hospitals integrated into larger health systems. The case explores the causes an...Starting at €6.75
-
Dealing with a Toxic Boss (C)
Bradford, DCase SGSB-OB85C-ELeadership and People ManagementThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company?s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with ...Starting at €6.75
-
Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (A)
Shaw, K; Schifrin, DCase SGSB-HR44A-ELeadership and People ManagementThis case discusses how the leaders of the Royal Bank of Canada infused the 80,000-employee company with a new emphasis on People Analytics. This supported the bank?s business strategies for its wide range of business units. The bank?s new People Analytics group, led at the top by the vice president of human resources, collected and analyzed huge volumes of data about the bank?s employees, customers, and business unit performance to help the com...Starting at €6.75
-
Southwest Airlines (A) - Teaching note
O'Reilly, Charles; Pfeffer, JeffreyTeaching Note SGSB-HR1TN-EStrategyIn 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can...Starting at €0.00
-
Zappos.com:Developing a Supply Chain to Deliver now!
Hoyt, David; Marks, MichaelCase SGSB-GS65-EService and Operations ManagementZappos was founded in 1999, during the Internet boom, to sell shoes online. The company?s founding premise was to provide the ultimate in selection to its customers?all brands, styles, sizes, and colors. Zappos organized all aspects of its business (including recruiting, culture, call center, inventory, website, and supply chain) to provide the best possible service?it wanted to ?wow? everyone who interacted with the company, from customers to e...Starting at €6.75
-
Rina Castillo: Implementing Asset Allocation Principles
Parker G; Rappaport A, Foroughi JCase SGSB-F307-EFinanceRina Castillo lived the American Dream. A recent graduate of the Stanford School of Engineering, she was the first in her family not only to leave her native Mexico but also to attend and graduate from a university. While at Stanford, Castillo received a cash and stock offer for the advertising network she founded, which left her in a unique and newfound situation of wealth. This case describes a hypothetical investor faced with the challenges of...Starting at €6.75
-
Orb: The Next Big Thing (A)
Pedro M Gardete, Debra SchifrinCase SGSB-M363C-EMarketingIn 2003, the tiny start-up Orb came up with a breakthrough technology. Through its software, every type of media on a PC (including music, photos, and videos) could be streamed remotely to any mobile device for free. Orb also enabled users to stream live TV onto their PCs and mobile devices. This was a technological feat in the days before the iPhone and other smartphones. When Orb launched in 2005, it won the ?Next Big Thing? award from the inf...Starting at €6.75
-
MobiChair
H. Irving Grousbeck, Sara RosenthalCase SGSB-E491-EEntrepreneurshipThe MobiChair case describes the story of Lucy Ahn and Josh McKinnon, graduates of Stanford?s Graduate School of Business who are also in a relationship, who take on the role of co-CEOs of a power wheelchair company after being offered the position by a mentor who is on the company?s board. MobiChair is facing stalled growth and the board hopes to revive the company with new leadership. Though hesitant at first, the couple decides to take on th...Starting at €6.75
Filter
- Category America Remove This Item
- Source Stanford Graduate School of Business (USA) Remove This Item