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prospectively美国商学院必教的15个经典案例

作者:高考题库网
来源:https://www.bjmy2z.cn/gaokao
2021-01-28 03:26
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prospectively-stagefright

2021年1月28日发(作者:beyond是什么意思)


如果你是商学院的学生,那么你会接触到大量的案例,这些案例大都是一些比较大型的公司


真实发生过的事情。如果你要从中学到真本事,那么有


15

< p>
个经典的案例你必须要了解。




15 lessons everyone learns at business school



if


you


attend


business


school,


you


can


expect


to


read


a


lot


of


case


studies.


professors


love


them


because


they


offer


real-world


examples


of


why


businesses


succeed


and


fail.



there


are


some


classic


cases


that


every


business


student


should


know,


like


why


apple


changed its name and how ryanair beat two industry giants.



we've netpiled the most influential cases here, with renetmendations from business


school professors across the nation and abroad.





why apple changed its name



case: apple inc., 2008



key takeaway: sometimes you can't take a rival head on.





how lululemon kept its cult



case: leadership, culture, and transition at lululemon



key takeaway: figure out how to bring the founders into a strategy rather than


alienating them.



what


happened?


in


mid-2008


new


ceo


christine


day


took


over


from


founder


dennis



wilson.


the


decision


came


as


the


netpany


wanted


to


expand


and


benete


more


corporate.


at the same time, wilson was concerned about maintaining the culture and values of


the netpany.



day


faced


entrenched


problems


like


outperforming


stores,


a


poor


real


estate


strategy,


and barriers between various parts of the netpany. she used her experience from


helping


expand


starbucks


worldwide


to


align


the


whole


netpany


with


a


strategic


plan.


she even convinced the founders to attend advanced management programs at harvard


and


stanford


so


they


could


better


understand


how


the


netpany


must


change.


worth


around


$$350 million at the start of her tenure, lululemon is now a $$10.59 billion dollar


netpany.




how cisco bounced back



case: cisco systems: developing a human capital strategy



key


takeaway:


great


homegrown


talent


and


a


culture


that


values


it


are


a


huge


advantages


in a tough environment.



what happened?: cisco grew rapidly during the tech bubble, acquiring 70 netpanies


and more than doubling its work force. after the bubble burst, the netpany had to


change the way it grew and developed talent, to build more from within rather than


going out and buying it.



the


netpany


created


a


team


to


develop


and


leverage


cisco's


talent


and


began


the


'cisco


university' initiative to promote an agile and versatile workforce. within three


years, the netpany had turned around and was listed as one of the top netpanies to


benete a leader.




how usa today reinvented itself



case: usa today: pursuing the network strategy



key takeaway: sometimes the old guard can't handle a new reality.



what happened? facing falling circulation of the daily newspaper and the rise of


digital


news,


usa


today


ceo


tom


curley


saw


the


need


to


better


integrate


his


businesses,


to leverage and share content across the netpany's internet, television and print


platforms. his management team and staff were resistant, claiming insurmountable


divides


in


culture


and


work


style.


curley


had


to


make


the


case


that


this


was


essential


for the future of the business, and eventually replaced 5 of 7 senior managers as


part of the change.




how dreyer's survived a disaster



case: dreyer's grand ice cream



key takeaway: don't try to spin bad news or mislead workers.



what happened? a variety of problems at the netpany, including high input prices,


a


collapse


in


sales


of


a


low


fat


product


line,


and


the


end


of


a


distribution


contract


with


ben jerry's


forced


restructuring


on


the


netpany.


during


the


restructuring,


the


netpany's


executives


flew


all


over


the


country


and


met


with


every


employee


to


discuss


the plan, preserving the netpany's culture of openness and accountability. the


netpany


continued


investment


in


a


leadership


program.


this


cultural


consistency


and


employee faith in leadership helped them bounce back within a couple of years.




how microsoft challenged google on its home turf



case: microsoft's search



key


takeaway:


there's


no


magic


solution.


it


takes


an


entire


organization's


experience


and talent.



what happened? 10 years after its founding, google had managed to benete dominant


in search and search advertising. microsoft was a distant third, and a deal to buy


yahoo had fallen through. though already in a very strong financial position, it


wanted a bigger piece of a rapidly-growing business.



the case tracks google's rise, microsoft's initial search efforts, and microsoft's


push for real innovation in 2008, which led to bing! in 2009. microsoft decided to


focus on how it met such challenges in the past, focusing on


business


model,


and


the


ecosystem


of


the


industry


in


question,


along


with


a


significant marketing effort.




how ryanair beat two giants of the industry



case: dogfight over europe: ryanair



key takeaway: lean organizations focused on a single business can lead on cost and


challenge established netpetitors.



what happened?: in 1986, the two ryan brothers announced that their young airline


will take on giants like british airways and aer lingus for the first time on the


route


between


dublin


and


london.


it


significantly


undercut


those


two


airlines


on


price,


bringing in people who had previously preferred rail or ferry tickets.




how ethical decisions are different abroad



case: merck sharp dohme argentina, inc.



key takeaway: ethical decisions aren't always cut and dry.



what


happened?


the


new


managing


director


of


the


argentinian


subsidiary


of


merck


was

prospectively-stagefright


prospectively-stagefright


prospectively-stagefright


prospectively-stagefright


prospectively-stagefright


prospectively-stagefright


prospectively-stagefright


prospectively-stagefright



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