prospectively美国商学院必教的15个经典案例

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

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