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コロンビア号最後のミッション
新着ケース人気ケース日本語
著者:Richard Bohmer/Laura R. Feldman/Erika M. Ferlins/Amy C. Edmondson/Michael A. Roberto
提供機関:Harvard Business Publishing
34ページ2010年05月作成・改訂
2003年1月、スペースシャトル・コロンビア号の16日間にわたる、最後のミッションを記述している。このミッションでは7人の宇宙飛行士が死亡した。NASAの沿革と、1970年のアポロ13号の危機や1986年に起きたチャレンジャー号の事故を含む有人宇宙飛行計画の創生についても描かれている。NASAの組織文化やリーダーシップについて検証し、それが、シャトル打ち上げ時におきた外部燃料タンクからの断熱材剥離の調査や対処に与えた影響を検証している。
また賃上げゼロ?
新着ケース日本語
著者:Karen MacMillan
提供機関:Ivey Publishing
6ページ2017年02月作成・改訂
ある大型ホームセンターのオーナーは、間近に迫る賃金審査をどのように進めて、いかに乗り越えていくかについてジレンマを抱えていた。過去2年連続で賃上げが凍結されていたため、従業員は給与アップを待ちわびていた。しかし、予算上その余裕はなかった。近々、業務工程の改善が予定されており、それによって節減された経費を賃上げに充てることは可能だった。しかし、オーナーは苦労して捻出した資金を、働きの悪い従業員に振り向ける気にはなれなかった。その一方で、新たに価値を産みだした従業員には報いたいという希望も強く持っていた。しかし、一部の従業員にのみ報奨を与えるというやり方は、激しい反発を招きかねない。彼は、節減した経費を賃金に振り替えるべきかどうか、決断を迫られていた。また、振り替えるとすれば、効果的な配分計画を考える必要があった。
21st Century Populism
新着ケース英語
著者:Serafeim, George/Freiberg, David
提供機関:Harvard Business Publishing
15ページ2017年11月作成・改訂
While the first decade of the 21st century saw a massive financial crisis that led to significant economic downturn, the second decade saw the rise of political leaders, who built their support upon a political message that championed the common person against the collective enemy - the political and economic elite. Historically, waves of populism were infrequent and occurred almost exclusively in developing nations. However, not seen since the pre-World War II years had populist leaders gained such a following throughout the developed world - in countries with the strongest democracies. Driven heavily by growing inequality and degrading trust in institutions, populist leaders took global elections by storm. Populist movements raised the fundamental question of the role of business in the development of the conditions for the genesis of these movements, especially in relation to inequality, and how business would respond to subsequent government interventions that reduced the freedom of markets.
A Zero Wage Increase Again
新着ケース英語
著者:MacMillan, Karen
提供機関:Ivey Publishing
5ページ2017年02月作成・改訂
The owner of a large hardware, furniture, and building centre faced a dilemma regarding how to manage the upcoming wage review process. After two consecutive years of frozen wages, employees were impatient for financial progress, but there was no extra money in the budget. It was possible to pump savings from upcoming process improvement initiatives into wage increases. However, the owner had limited motivation to channel hard-won funds to underperforming employees. On the other hand, he was eager to reward the people who added value. Yet a plan that rewarded only some employees could result in an angry backlash. He had to decide if he wanted to divert the savings into compensation and, if so, he needed an effective distribution plan.
Becton Dickinson: Creating Shared Value by Advancing Global Health
新着ケース英語
著者:Kramer, Mark R./Mehta, Sarah
提供機関:Harvard Business Publishing
26ページ2018年01月作成・改訂
Becton, Dickinson and Company (BD) was a medical technology firm headquartered in Franklin Lakes, New Jersey, with 43,000 employees and 2016 revenues of $12.5 billion. For several years, the company had pursued development of products that created shared value, defined as those that both generated profits and created positive social impact. One of the primary ways the company advanced such products was through establishing and maintaining public-private partnerships (PPPs) with governmental or non-governmental organizations. In June 2017, Gary Cohen, an Executive Vice President of BD, and Renuka Gadde, Vice President of BD's Global Health function, were deeply engaged in a six-year PPP to bring a new low-cost labor and delivery tool called the Odon Device to market. This device had the potential to avert hundreds of thousands of maternal and newborn deaths, primarily in low-resource settings. Although they had faced many challenges in bringing together multiple organizations to develop and launch the device, Cohen and Gadde were convinced that BD's ability to collaborate with governments and international agencies to address urgent global health needs was a source of competitive advantage for the company. Through these collaborations, BD had strengthened important external relationships and developed a distinctive corporate strategy for its expansion in emerging markets. Cohen, Gadde, and the BD Global Health team were also working to construct a framework for measuring both the social and financial impact of the company's shared value initiatives, starting with the BD Odon Device. Cohen believed that creating shared value was "fundamentally a better way to do business," but he wanted hard data to demonstrate the full economic and social benefit of BD's shared value initiatives. The competition for internal capital and the challenges of taking on new types of products meant that any shared value initiative required a rigorous business case and clear indicators of social impact.
Bitfury: Blockchain for Government
新着ケース英語
著者:Weiss, Mitchell/Corsi, Elena
提供機関:Harvard Business Publishing
29ページ2018年01月作成・改訂
In the Republic of Georgia, legend had it their land was a precious gift from God he had intended to keep for his mother. But over time, the land had been under intermittent threat from without and within. In 2017, the Bitfury Group, which Valery Vavilov had co-founded, had helped publish 300,000 Georgian land titles onto the blockchain, making them immutable and, many believed, unhackable. What came next, Vavilov's team envisioned, were smart purchase and sale contracts via the blockchain; and from there, a full suite of property-related services and, eventually, blockchain as the foundation for a transformation in government services. Vavilov, who had co-founded Bitfury and expanded it substantially from its bitcoin mining roots, felt a blockchain-driven makeover of this sort would take place not just in Georgia's government, but around the world. It was not a matter of "if?" anymore; although that still left the question of "when?"
Chateau Margaux: Launching the Third Wine (Abridged)
新着ケース英語
著者:Ofek, Elie
提供機関:Harvard Business Publishing
18ページ2018年01月作成・改訂
Ch teau Margaux, one of only five prestigious estates in the Bordeaux Medoc wine region to have been classified as a "first-growth", is facing a host of strategic decisions in early 2013. Up until this point the estate had been selling two red wines, a first wine whose retail price often exceeded $1000 a bottle, and a second wine whose retail price often exceeded $200 a bottle. Owner Corinne Mentzelopoulos and her management team were now preparing to launch a new third wine made from the estate's production not used to make the first two. They have to decide whether the best go-to-market strategy is to sell the third wine to the local Bordeaux merchants and relinquish commercialization to them or to devise a complete marketing plan for the new wine that includes: target market selection, positioning, quantity to release, pricing, channel structure and brand name. Mentzelopoulos was considering the optimal marketing for the third wine in light of moves by other first-growths, such as purchase of vineyards in the Bordeaux region, selling mass-market wines, and global expansion.
Data Breach at Equifax
新着ケース英語
著者:Srinivasan, Suraj/Pitcher, Quinn
提供機関:Harvard Business Publishing
15ページ2018年01月作成・改訂
Examining the cause of and response to the 2017 data breach at Equifax that exposed the information of over 145 million consumers.
Empirical Chemicals, Ltd. (A): The Merseyside Project
新着ケース英語
著者:Bruner, Robert F.
提供機関:Darden Business Publishing
9ページ1993年02月作成・改訂
Cases Empirical Chemicals (A) and (B) consider the capital-investment decisions to be made by executives of this large chemicals firm in January 1992. The A case presents a go/no-go project evaluation regarding improvements to a polypropylene production plant. The B case reviews the same project, but from one level higher, where the executive faces an either/or investment decision between two mutually exclusive projects. The objective of the two cases is to expose students to a wide range of capital-budgeting issues.
Empirical Chemicals, Ltd. (B): Merseyside and Rotterdam Projects
新着ケース英語
著者:Bruner, Robert F.
提供機関:Darden Business Publishing
5ページ1998年01月作成・改訂
The B case extends the analysis in the A case (UVA-F-1020) to the next level, where the executive must choose between two mutually exclusive plant-renovation projects. Net present value (NPV) and internal rate of return rank the projects differently, affording an opportunity to (IRR) discuss the classic "cross-over" problem in capital investment analysis. Operational flexibility is a significant factor, permitting a discussion of the role of real options in investment analysis. The last element is politics as managers jockey for project approval. A student worksheet file is available for use with this case.

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