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Almarai Company: Milk and Modernization in the Kingdom of Saudi Arabia
新着ケース英語
著者:Fabbe, Kristin E./Al-Amin, Safwan/Cekin, Esel/Kindred, Natalie
提供機関:Harvard Business Publishing
31ページ作成: 2018/11  改訂: 2019/02
With SAR 14 billion ($3.7 billion) in 2017 revenues, Almarai was Saudi Arabia's largest dairy producer, distributor, and marketer, with a large portfolio of branded dairy products, juices, bakery goods, and infant formula and a sales presence across the Gulf region, Jordan, and Egypt. Almarai employed some 42,000 people across its operations, from its massive dairy farms to its processing plants to its vast sales and distribution operation that reached over 100,000 outlets. Notwithstanding its diverse portfolio, the core of Almarai's business was (1) sales of branded fresh/chilled dairy products, (2) in Saudi Arabia, (3) distributed through the traditional retail channel made up of thousands of small neighborhood shops called bakalas. In October 2018, all three of these focal points were under pressure. Under the economic-restructuring programs of Saudi Arabia's new crown prince, Mohammed bin Salman, new taxes and subsidy cuts were squeezing household budgets. Concurrently, changes to other government policies were causing expatriates-who made up about a third of Saudi Arabia's population and were a key consumer of Almarai's dairy products-to leave the country in droves. This case finds Almarai's management team, led by soon-to-retire CEO Georges Schorderet, debating how the company can defend and grow its position in Saudi Arabia while also finding new sources of future growth (e.g., bringing its production model to new markets with fragmented dairy sectors or entering new product categories such as fish or ice cream). The decision of how to move forward will be based on an assessment of Almarai's strengths, how they can be best used to drive future growth, and how relevant they will remain in a market that is changing so dramatically.
Blackstone Alternative Asset Management in 2018
新着ケース英語
著者:Siriwardane, Emil Nuwan/Viceira, Luis M./O'Brien, Shawn
提供機関:Harvard Business Publishing
20ページ作成: 2019/01  改訂: 
Civil Society
新着ケース英語
著者:Fabbe, Kristin E.
提供機関:Harvard Business Publishing
3ページ作成: 2018/11  改訂: 
Commonwealth Joe Coffee Roasters
新着ケース英語
著者:MacKay, Alexander J./Casadesus-Masanell, Ramon
提供機関:Harvard Business Publishing
25ページ作成: 2018/12  改訂: 
Democracy: Exit, Voice and Representation
新着ケース英語
著者:Pons, Vincent
提供機関:Harvard Business Publishing
5ページ作成: 2018/11  改訂: 
Eight Inc. and Apple Retail Stores
新着ケース英語
著者:Carrick, Anne-Marie/Sosa, Manuel
提供機関:INSEAD
18ページ作成: 2017/08  改訂: 2018/12
On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism. However, within the first week they welcomed 7,700 visitors, with sales of almost USD600,000 - testimony to its undoubtable success - and went on to roll out another 24 stores. Fifteen years on, there are over 450 Apple stores globally, with higher sales per square foot - USD5009 - than any other retail location in the United States. Even today, people still wonder what made them so successful and how it can be replicated. Having successfully designed a brand-defining experience for Apple retail that created immense value, Eight Inc had to decide how this level of success could be replicated for other potential clients. The case describes the relationship between Apple and Eight Inc, who were initially hired by Apple co-founder Steve Jobs to work on first the MacWorld tradeshows. It traces the steps in the process, from establishing the case to each minute detail in the design process. The case describes how the team built not just a store but a breakthrough branded customer experience.
Fishbowl
新着ケース英語
著者:John, Leslie K.
提供機関:Harvard Business Publishing
22ページ作成: 2018/12  改訂: 
Fishbowl is a social media app that allows professionals to connect with other relevant professionals both within their company and across industry. Unlike many other social media apps, on which users typically present idealized portraits of themselves, on Fishbowl, people get real. Fishbowl prides itself in being a "safe space" that allows users to feel comfortable interacting with candor - whether to ask difficult questions in order to give and get advice, or just to vent or crack jokes. A key part of the user experience is the ability to post anonymously. But to ensure relevance of posts, when a user signs up, Fishbowl verifies their identity by requiring them to provide their full name, employer email address, LinkedIn account and contact list. Fishbowl has several hundred thousand users and is now looking for ways to monetize the platform. As such, founders Loren Appin and Matt Sunbulli face a mission-critical decision: should they integrate employers into the platform? Although formally integrating employers would provide a much-needed revenue stream, at the same time Appin and Sunbulli worry that doing so could destroy the user experience. Is formalizing employer relationships antithetical to the safe space they have created?
Investing in Nature: The Nature Conservancy and NatureVest 2018
新着ケース英語
著者:Cole, Shawn/Reimers Brumme, Caitlin Lindsay
提供機関:Harvard Business Publishing
24ページ作成: 2018/11  改訂: 2019/01
Israel at 70: Is it Possible to (re)Brand a Country?
新着ケース英語
著者:Ofek, Elie/Gulick, Sarah
提供機関:Harvard Business Publishing
26ページ作成: 2018/11  改訂: 2019/02
In the spring of 2018, Israel was set to celebrate its 70th anniversary. While there was much to rejoice in reaching this milestone, the country's brand image internationally was far from ideal. Past efforts to impact perceptions of Israel, spearheaded by the Ministry of Foreign Affairs as well as various Jewish organizations, were mainly aimed at "explaining" Israel's political position and convincing the world that the country was acting in a just manner. However, a series of seminal market research studies revealed that many people in the U.S. and Europe primarily associated Israel with military imagery, held views of the country as steeped in conflict, and believed its people were devoutly religious and unwelcoming. Making matters worse, many expressed an indifferent attitude towards the country and felt that Israelis were dissimilar to them. In an attempt to change the situation, several individuals and entities embarked on various initiatives aimed at branding Israel differently and "broadening the conversation" about the country. These efforts included: generating a brand book for Israel that suggested a guiding brand position of "creative energy"; inviting social media influencers to partake in trips focused on lifestyle interests; generating appealing, non-conflict related content linked to Israel and attracting online viewers to the content; appointing a goodwill ambassador to communicate the culture and day-to-day life in Israel; and multiple measures to draw in more tourists (Jewish and non-Jewish) to the country. Taking stock of these efforts revealed a mixed picture at best, and it was unclear whether Israel's brand image among international audiences was indeed shifting in the intended direction. Several observers were further worried that the younger generation was finding Israel even less relevant and urged for devising a new approach. What should or could Israel's brand positioning be? Were the recent efforts to change perceptions about Israel and Israelis on the right track and it was just a matter of time and scale before they bore fruit? What else could be done to break the indifference and emerging negative attitudes towards the country?
Modernization
新着ケース英語
著者:Fabbe, Kristin E.
提供機関:Harvard Business Publishing
4ページ作成: 2018/11  改訂: 

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