Search results
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Ambuja Cement: Measuring the Value of Water
Utkarsh Majmudar; Namrata RanaCase IVEY-9B17M129-EStrategyIn 2016, Ambuja Cements Limited (Ambuja Cement) was one of the largest cement companies in India. Company operations required the use of water for cooling, dust suppression, and domestic needs, but the use of water stressed the water resources at some of the company’s locations. Ambuja Cement thus identified the availability of water as a risk area for the organization and made water conservation a key element of their sustainability agenda. By v...Starting at €8.20
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Sysco Corporation
Hess, Edward D.Case DARDEN-S-0140-EStrategyAs a major player in a $200-billion market with only a 15% market share, SYSCO outperforms its industry competition. This execution champion and organic growth winner has figured out how to balance and manage tensions between decentralized entrepreneurial autonomy and centralized controls. But what makes SYSCO different is that its leaders have figured out, on a daily basis, how to keep everyone, from the CEO to the truck driver, focused on the d...Starting at €8.20
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McDonald's Corporation
Hess, Edward D.; Modica, ShizukaCase DARDEN-S-0147-EStrategyIn December 2007, McDonald’s had a market capitalization of $69.5 billion, and its stock price was hovering around its all-time high of $58-$60 since the last split, in February 1999. While McDonald’s was enjoying its five-year consecutive sales increases and high stock price, the management team was determined to improve customer experience, foster customer loyalty, and pave an enduring growth path into the future. Its big challenge remained how...Starting at €8.20
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Growth Is Much More Than Just A Strategy: It's A System
Hess, Edward D.Technical Note DARDEN-S-0197-EStrategyThis note states that growth research demonstrates that growth is much more than a strategy and it happens when the right kind of leadership, internal environment and processes come together to create a small-company-entrepreneurial soul in a large-company body. The Growth System Assessment Tool that illuminates the presence of growth inhibitors, nonalignment, and bad growth behaviors is discussed, and students are provided with a mini-assessment...Starting at €8.20
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United Parcel Service, Inc.: The Challenge of Protecting Organizational DNA
Hess, Edward D.; Ludwig, KatherineCase DARDEN-S-0238-EStrategyThis case explores the nature and strength of the UPS organization and presents the following question: With the increasing speed of change and competition in today’s global, digital economy, can UPS continue to pursue its dual strategies of operational excellence and adaptation while maintaining adherence to the employee-centric cultural policies that have been the foundation of its success for so long?Starting at €8.20
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Toyota Kirloskar Motors: Evaluating a CSR Project
Utkarsh Majmudar; Namrata RanaCase IVEY-9B19M043-EStrategyToyota Kirloskar Motor Company Private Limited (TKM) was a leading car manufacturer in India, one engaged in a significant level of corporate social responsibility activities. TKM focused on health and hygiene issues in rural and semi-urban districts in India, as sanitation was a significant concern there. TKM's efforts to facilitate the improvement of health and hygiene among its program beneficiaries had met with considerable success. The compa...Starting at €8.20
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Building Sustainability and Circularity at JSW Steel - Teaching Note
Utkarsh Majmudar; Namrata RanaTeaching Note IVEY-W26536-EStrategyTeaching note for product W26535.Starting at €0.00
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Finolex: Developing an Integrated Corporate Social Responsibility Strategy - Teaching Note
Utkarsh Majmudar; Namrata RanaTeaching Note IVEY-8B17M098-EStrategyTeaching note for product 9B17M098.Starting at €0.00
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Dalmia Bharat: Social Return on Investment - Teaching Note
Utkarsh Majmudar; Namrata RanaTeaching Note IVEY-8B17M165-EStrategyTeaching note for product 9B17M165.Starting at €0.00
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United Parcel Service of America, Inc.
Hess, Edward D.Case DARDEN-S-0143-EStrategyUPS had become a global public company, with a market cap of $74 billion, more than 428,000 employees, $47 billion in revenue, and operations in more than 200 countries. A recognized leader among package-delivery companies, its growth had been above industry averages and had historically been through geographical expansion. In 1998, UPS changed its business model to Synchronized Commerce and adopted a new growth strategy called the Four Quadrant ...Starting at €8.20