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Henkel Iberica (A) and (B), Teaching Note
Martinez-Jerez, F. Asis; Narayanan, V.G.Teaching Note HBS-107078-EService and Operations ManagementTeaching note to (105-023) and (105-024).Starting at €0.00
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Henkel Iberica (A)
Martinez-Jerez, F. Asis; Narayanan, V.G.; Brem, LisaCase HBS-105023-EService and Operations ManagementIn 2002, Esteban Garriga, customer service director at Henkel Iberica, questions whether Collaborative Planning, Forecasting, and Replenishment (CPFR) would help manage retail promotions and limit their impact on the stock-outs and obsolete inventory. Describes the situation facing Henkel Iberica, the Spanish subsidiary of the German consumer products company Henkel KgaA, with respect to the management of retail promotions. The increasing number ...Starting at €8.20
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Colorscope, Inc. (Abridged)
Narayanan, V.G.Case HBS-113025-EService and Operations ManagementA small company in the graphic design business faces severe price competition. The company must respond by cutting costs and making process improvements.Starting at €8.20
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Colorscope, Inc. (Abridged), Teaching Note
Narayanan, V.G.; Datar, Srikant M.Teaching Note HBS-113108-EService and Operations ManagementTeaching Note for 113025Starting at €0.00
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Aligning Incentives in Supply Chains (Spanish version)
Narayanan, V.G.; Raman, AnanthArticle HBS-R0411FService and Operations ManagementIf the firms work together to serve consumers, they will all win. However, they can do that only if incentives are aligned. Companies must acknowledge that the problem of incentive misalignment exists and then determine its root cause and align or redesign incentives. They can improve alignment by, for instance, adopting revenue-sharing contracts, using technology to track previously hidden information, or working with intermediaries to build tr...Starting at €8.20