ようこそ ゲスト さん

【現在の検索条件】
言語:ケース全体から検索
新着・人気:新着ケース
 ※ 業種が選択できるのは日本語ケースのみ。

検索結果

新着ケース
並べ替え
21件中 1 - 10 件目を表示
前へ | 
1 2 3 
 |

Godiva Japan: Think Local, Scale Global
新着ケース英語
著者:Deshpande, Rohit/Cekin, Esel/Kanno, Akiko
提供機関:Harvard Business Publishing
13ページ2017年01月作成・改訂
This case tracks Jerome Chouchan's strategies and execution for a successful turn around of Godiva Japan's operations which was experiencing a decline in sales when he became the managing director of the company in 2010. Through various initiatives and innovations, Godiva Japan had targeted a variety of demographic segments in different sales points, acquired new customers and created a moment of luxurious consumption for all ages. Accordingly, within Godiva's global enterprise, Godiva Japan had become number two in terms of worldwide sales and number one in terms of profits. It exported made-in Japan products and concepts to Godiva's other markets. How could Chouchan keep the momentum and sustain Godiva Japan's top-line and bottom-line growth going forward? Would he be able to keep the balance between aspirational and accessible? How much of the success in Japan might contribute to the growth of Godiva's global sales?
A. Lange & Sohne
新着ケース英語
著者:Thomke, Stefan/Beyersdorfer, Daniela
提供機関:Harvard Business Publishing
25ページ2017年03月作成・改訂
The case describes how A. Lange & Sohne became one of world's leading watch companies. Its obsession with quality and innovation were behind its initial rise in the 19th century and, after a 40-year involuntary hiatus under the East German regime, again at the end of the 20th century. In 2016 its current CEO Wilhelm Schmid and the heads of product development and production have to decide on how to price its innovative watch collection and how to grow the Glashutte-based watchmaker.
BYJU's The Learning App
新着ケース英語
著者:Kim, John Jong-Hyun/Tahilyani, Rachna
提供機関:Harvard Business Publishing
24ページ2017年03月作成・改訂
BYJU'S The Learning App (BYJU's) is India's largest K-12 education app with about 300,000 annual paid subscribers. The mobile app uses a mix of video lessons and interactive tools to personalize learning for every student. Although there is room to grow exponentially in India, BYJU's decides to enter the U.S. and other English speaking international markets. It believes that United States has a large demand for "better learning", a strong digital payment infrastructure and a willingness to pay subscription fees. At the same time, winning in U.S.'s education market where most students attend public schools and many ed-tech companies are proliferating is challenging. Is it wise to expand to the U.S., even though India presents such a vast untapped opportunity with so many students in need?
Clear Channel (A): The Rise, 1972-2003
新着ケース英語
著者:Wells, John R./Ellsworth, Gabriel
提供機関:Harvard Business Publishing
35ページ2017年02月作成・改訂
At the end of 2003, Clear Channel Communications, Inc., a diversified media group with revenues of $8.9 billion, could claim leadership positions in all three of its main businesses. Clear Channel Broadcasting was the largest radio-station operator in the world, with sales of $3.7 billion and EBITDA of $1.6 billion. Clear Channel Outdoor was the largest outdoor advertiser in the world, with revenues of $2.2 billion generating EBITDA of $581 million. Clear Channel Entertainment was the world's largest live-entertainment promoter with revenues of $2.6 billion and EBITDA of $191 million. Media entrepreneur L. Lowry Mays (MBA 1962) had built Clear Channel through a concerted campaign of acquisitions over 30 years by consolidating fragmented media businesses, delighting shareholders in the process. But maintaining the pace of acquisitions was proving challenging, and the synergies he had hoped for between his businesses had proven elusive. Shareholders were upset. How might Mays return Clear Channel to its former glory?
Clear Channel (B): The Fall, 2004-2016
新着ケース英語
著者:Wells, John R./Ellsworth, Gabriel
提供機関:Harvard Business Publishing
25ページ2017年03月作成・改訂
Digitalization at Siemens
新着ケース英語
著者:Collis, David J./Junker, Tonia
提供機関:Harvard Business Publishing
23ページ2017年02月作成・改訂
The case discusses the digitalization strategy of Siemens AG, a German-based company operating in manufacturing and electronics. The increasing impact of digital technologies on all of its business units had prompted the CEO Joe Kaeser and his team to put digitalization at the core of the new corporate strategy, alongside electrification and automation. The challenge was to balance this corporate initiative with the many business units within Siemens, which were used to being independent and had very specific offerings for their clients. For its new analytics platform, Siemens had opted for a push and pull approach to involve business units in its creation, rather than conceptualizing the platform centrally and imposing it on the business units afterwards. The jury was still out whether this approach would drive digitalization within Siemens fast enough, given the exponential developments in data generation and analytics.
From Start-Up to Grown-Up Nation: The Future of the Israeli Innovation Ecosystem (Abridged)
新着ケース英語
著者:Ofek, Elie/Eiran, Margot
提供機関:Harvard Business Publishing
31ページ2017年02月作成・改訂
JCDecaux, 2016: Global Leader ... Again
新着ケース英語
著者:Wells, John R./Ellsworth, Gabriel
提供機関:Harvard Business Publishing
44ページ2017年02月作成・改訂
In 2016, JCDecaux was number one in the world in outdoor advertising. This was a far cry from the situation in 2003; at that time, JCDecaux had been unseated by Clear Channel from the number-one spot that it had held for decades, and it was fighting for second place with OUTFRONT (then owned by Viacom). Over the 12 intervening years, JCDecaux had doubled in size, building leadership positions in China, Japan, Latin America, Africa, and Russia, and in 2010, it had passed Clear Channel to lead the industry once more. Now, co-CEOs Jean-Fran ois Decaux and Jean-Charles Decaux were looking for new ways and new places to grow. After the company overtook Clear Channel in 2010, Jean-Fran ois had indicated that he believed that another doubling in size was feasible, but it would probably take a major acquisition to do so. And JCDecaux faced more pressing short-term issues. The contract for London bus shelters that the company had won with much fanfare in August 2015 was behind schedule. To make matters worse, the United Kingdom's June 2016 "Brexit" vote to leave the European Union cast a shadow over the project, and the markets reacted negatively. By the start of November, JCDecaux's share price had fallen 21% since the beginning of the year. Just what the economic uncertainty of Brexit would mean for global outdoor advertising in general, and U.K. outdoor advertising in particular, was not clear. Doubling in size in such an environment appeared a daunting task.
Kameda Seika: Cracking the US Market
新着ケース英語
著者:Ofek, Elie/Sato, Nobuo/Kanno, Akiko
提供機関:Harvard Business Publishing
29ページ2017年04月作成・改訂
In spring 2016, Kameda's CEO, Michiyasu Tanaka, is facing difficult questions from board members over the lackluster performance of the company's US subsidiary. Kameda was the leading player in the Japanese rice cracker market and was looking to expand overseas to achieve growth, with the vision of becoming a global food company. Starting in 2008, it had tried to market its best-selling product in Japan, Kakinotane, as well as other types of rice-based snacks to US consumers. Despite years of offering samples to consumers, modifications to the naming and packaging design, the addition of new flavors, changes in the supermarkets it placed its product, and offering retailers slotting fees - sales were well below expectations and losses were mounting. The situation was especially baffling as the company believed that the gluten-free trend as well as a growing desire for healthier food should have bode well for its rice-based snacks; moreover several Japanese food makers had recently achieved success in the US (such as Calbee with snapeas and Ito En with teas). On the bright side, Kameda's recent acquisition of a US company, Mary's Gone Crackers, was showing steady sales growth; though profits were very low due to high manufacturing and raw ingredient costs, and distribution coverage was limited. Tanaka and his management team had only a few years to turn things around or consider closing the Kameda USA subsidiary. Every marketing element was on the table: from changing the packaging to rethinking the retail approach to accepting private label deals to investing in more efficient plants to partnering with a well-known US brand in the snack food space. Could Tanaka save Kameda USA and dramatically improve the profits of Mary's Gone Crackers?
OXXO's Turf War Against Extra (A)
新着ケース英語
著者:Sandino, Tatiana/Perez Cavazos, Gerardo/Lobb, Annelena
提供機関:Harvard Business Publishing
19ページ2017年04月作成・改訂
In 2006, Mexican convenience store chain OXXO faced a threat from a formidable competitor, the rival convenience chain Extra. OXXO had embarked on an initiative to fortify its corporate culture and operating system, but the threat of Extra raised the question of whether they should focus on opening as many stores as possible and as quickly as possible, in order to maintain market leadership. CEO Eduardo Padilla had to define his strategy and decide whether to focus on improving culture and operations or on relentlessly beating its rival.

21件中 1 - 10 件目を表示
前へ | 
1 2 3 
 | 次へ

© 2006 一般財団法人 貿易研修センター(IIST)