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Back to the Roots
新着ケース英語
著者:Keenan, Elizabeth A./John, Leslie K.
提供機関:Harvard Business Publishing
18ページ作成: 2018/06  改訂: 
Burton Sensors, Inc.
新着ケース英語
著者:Fruhan, William E./Wang, Wei
提供機関:Harvard Business Publishing
11ページ作成: 2018/06  改訂: 
Burton Sensors presents a realistic situation where a small, rapidly growing, and profitable temperature sensor original equipment manufacturer (OEM) reaches its debt capacity and seeks equity financing to sustain high growth. The president of the company must decide whether to purchase thermowell machines (a positive NPV project), whether to issue common stock to a private investor at depressed prices to alleviate financial pressure, and whether to acquire another sensor manufacturer in an all-stock deal. All three decisions are interrelated and require different techniques to assess. In particular, the acquisition decision must be analyzed as both an investment and a financing opportunity, as the acquisition could be used to resolve the financial constraint problem. This case thus shows students how corporate investment and financing decisions often interact. The case offers a comprehensive overview of key issues in a typical corporate finance or financial management course, including capital budgeting, debt capacity analysis, security issuance, and acquisitions. It can be used in a first-year MBA course in corporate finance or financial strategy or in an elective MBA course in mergers and acquisitions. It can also be used in upper-year undergraduate finance courses that cover capital budgeting, security issuance, and mergers and acquisitions. The case can also be used as a take-home final exam.
Edward Jones: Implementing the Solutions Approach
新着ケース英語
著者:Collis, David J./Hartman, Ashley
提供機関:Harvard Business Publishing
36ページ作成: 2018/08  改訂: 
In 2017 Edward Jones, the largest brokerage firm in the US is deciding whether and how to implement a new "solutions" business model to replace its traditional "product" or "transactional" approach. Many of the required changes appeared to violate some of the tradeoffs that had made the previous approach successful. Was this the right way forward for Edward Jones? Where did this leave the classic strategy with its reliance on the one FA office as the sole channel of distribution?
Forta Furniture: International Expansion
新着ケース英語
著者:Quelch, John A./Easwar, Karthik
提供機関:Harvard Business Publishing
10ページ作成: 2018/06  改訂: 
The Forta Furniture case highlights the need to consider new market expansion to grow a firm. It demonstrates that simply doing what has always been done is not sustainable when other competitors enter the market with differentiated or potentially superior offerings. In addition, the case suggests there are many routes to global expansion; a firm could look to build a brand in these new markets or compete as a private label. Further, the case addresses the need to combine quantitative and qualitative analyses for making superior decisions. Additionally, this case touches on the need to understand differences in resources and customer preferences in different countries and how a company should consider these factors when defining its growth strategy in deciding whether, where, and how to expand internationally. This case can be used in an introductory marketing management course for undergraduates or MBA students that discusses new market expansion and/or global or multi-market marketing strategy. In addition, it could be used in an elective course on international marketing. The case also be used as an example of sales forecasting when a firm launches in a new market.
Globalizing Japan's Dream Machine: Recruit Holdings Co., Ltd.
新着ケース英語
著者:Sucher, Sandra J./Gupta, Shalene
提供機関:Harvard Business Publishing
30ページ作成: 2018/04  改訂: 
Knowledge Sharing at REMA 1000 (B)
新着ケース英語
著者:Sandino, Tatiana/Hull, Olivia
提供機関:Harvard Business Publishing
2ページ作成: 2018/06  改訂: 
Supplement to Knowledge Sharing at REMA 1000 (A). Chief Human Resources Officer Tore H ylie was proud of REMA 1000 (REMA)'s strong employee engagement with Workplace, Facebook's corporate social media platform, however some users complained that the corporate social network had disrupted hierarchical structures, and that the site was overloaded with information. To begin to remedy these problems, H ylie's team modified the group architecture and issued guidance for platform use.
Leading Open Innovation at BT
新着ケース英語
著者:Edmondson, Amy C./Harvey, Jean-Francois/Cromwell, Johnathan
提供機関:Harvard Business Publishing
14ページ作成: 2018/07  改訂: 
This case focuses on the genesis and development of the open innovation unit at BT, the strategic value of the unit, and its operating model. As business environment becomes increasingly dynamic and firms are pressured to achieve faster innovation rates, there may be accompanying shifts in the way they pursue innovation. This case illustrates the challenges that this poses to large corporations as well as the key activities the open innovation unit engages in to deal with them. In particular, it must manage relationships with various stakeholders to leverage the value of matching external ideas and technologies with internal resources and capabilities. The case poses the question: Should the open innovation unit fully incubate some ideas, instead of always seeking partnership with commitment from a customer-facing unit?
Membership Rewards? from American Express
新着ケース英語
著者:Santana, Shelle/Frei, Frances X./Pickle, Lauren G.
提供機関:Harvard Business Publishing
15ページ作成: 2018/06  改訂: 
Credit and charge card issuer American Express (Amex) had developed a strong reputation among consumers due in part to its Membership Rewards (MR) loyalty program, first established in 1991. Through MR, all Amex cardholders could accumulate and redeem "points" based on how much they spent, while customers with Amex's Gold and Platinum Cards received additional perks. By 2016, however, the U.S. credit card market had become increasingly competitive, with many credit card companies increasing their sign-on point bonuses for new customers. Chris Cracchiolo, Amex's vice president of U.S. loyalty, strategy, and global partnerships, had to decide how to position the MR program in the face of this competition. Should Amex begin offering more competitive sign-on bonuses and point redemption rates, or would this dilute the company's strong brand?
Meridian Systems
新着ケース英語
著者:Cespedes, Frank V./Roberts, Michael J.
提供機関:Harvard Business Publishing
14ページ作成: 2018/06  改訂: 
The Meridian Systems case focuses on a start-up in the restaurant point of sale (POS) systems market. In early 2018, Meridian is getting ready to roll out a POS system based on a new technology-a tablet-based, Wi-Fi-enabled POS system (the "tablet" system, or GingerSnap). This product has a far lower price point than Meridian's existing terminal-based system does. It also has a different target customer. The company's leadership is thus faced with several questions about how to deploy the sales force for GingerSnap. Should the product be integrated into Meridian's existing field sales force, should it be sold with a new, dedicated field sales force, or should it be sold by an inside sales force, that is, primarily by phone or web contact and limited in-person selling? Or should a hybrid of these approaches be used? The overlay to these issues is the fact that the new product is less profitable than Meridian's legacy system. These choices must be made not only with the customer and market in mind, but also with an awareness of the margin structure of the new product, and what kind of activity it will support. Given the array of topics it explores, Meridian Systems can be used in courses on marketing, selling, sales management, business marketing, new products, distribution channels, entrepreneurial management, technology ventures, and strategy.
Project Helios: Harvesting the Sun
新着ケース英語
著者:Mayfield, E. Scott/Egan, Mark
提供機関:Harvard Business Publishing
10ページ作成: 2018/07  改訂: 2018/08

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