...Case 1: Talbots – A Classic On January 26, 2000 the Harvard Business School published the case of Talbots – A Classic. This case discusses how Talbots tried to change their target market to a younger and more hipper clientele in 1997. In making this change, they discovered several problems that any company would possibly have to address when they determine that they want to relocate their company in the market. Several of the problems are connected to their customer’s experience as well as retaining them as a customer too. In making the market change, Talbots confused their core customers which caused them to choose their competitors. I believe that their strategy wasn’t executed well because they didn’t think of how they would retain their current clientele while marketing to the younger generation. “To make matters worse, because 98% of our assortment is our own Talbots brand, we owned all that merchandise, and it takes very heavy markdowns to flush it out of the system” (Harvard Business School, 1). Talbots established process checks in order to avoid any similar sever connections in the future with their clientele. Talbots is known as a chic standard and conventional woman’s apparel store. They service a niche market of women ranging from 35 – 55 years old. However, back in 1997 Talbots’ determined that they would relocate their company in the market. In doing the relocation, Talbots would create an additional casual line of clothing targeting a...
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...information orally and in writing and should demonstrate managerial level analysis and decision making in the following areas: 1.Cost-Profit-Volume Analysis 2.Master budgeting 3.Relevant revenues 4.Management control systems 5.Performance measurement 6.Activity based costing 7.Job order costing 8.Ethical issues and the impact of Sarbanes-Oxley 9.The use of production data and information technology to solve business problems Text and Course Materials 1.Horngren, Foster & Datar “Cost Accounting A Managerial Emphasis”, Twelfth Edition, Prentice Hall, 2006 2.Harvard Business School Case 9-198-117 Rev. September 17, 1998, “Classic Pen Company: Developing an ABC Model” 3.Harvard Business School Case 9-197-097 Rev. June 11, 2003, “Prestige Telephone Company” 4.Harvard Business School Case 0-100-066 June 7, 2000, “Hollydazzle.com” 5.Calculator 6.Laptop computer Grading Homework Class participation Classic Pen case Prestige Telephone case...
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...For exclusive use at EDHEC - Business School, 2015 Harvard Business School 9-198-117 Rev. September 17, 1998 Classic Pen Company: Developing an ABC Model The Classic Pen Company Case Jane Dempsey, controller of the Classic Pen Company, was concerned about the recent financial trends in operating results. Classic Pen had been the low-cost producer of traditional BLUE pens and BLACK pens. Profit margins were over 20% of sales. Several years earlier Dennis Selmor, the sales manager, had seen opportunities to expand the business by extending the product line into new products that offered premium selling prices over traditional BLUE and BLACK pens. Five years earlier RED pens had been introduced, which required the same basic production technology but could be sold at a 3% premium. And last year PURPLE pens had been introduced because of the 10% premium in selling price they could command. But Dempsey had just seen the financial results (see Exhibit 1) for the most recent fiscal year and was keenly disappointed. The new RED and PURPLE pens do seen more profitable than our BLUE and BLACK pens, but overall profitability is down and even the new products are not earning the margins we used to see from our traditional products. Perhaps this is the tougher global competition I have been reading about. At least the new line, particularly PURPLE pens, is showing much higher margins. Perhaps we should follow Dennis’ advice and introduce even more specialty colored...
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...Glyndwr UNIVERSITY ASSIGNMENT FRONT SHEET Student Name: Certification: I certify that the whole of this work is the result of my individual effort and that all quotations from books, periodicals etc. have been acknowledged. |Student Signature: | |Date: | Student Registration Number: Student email address: |Programme : BA (Hons) International Tourism Management HH | |Year/Level : Level 5 | |Academic Year : 2014 | |Semester : | |Module title : Strategic Management for Tourism |Assignment | |Module code: BUS 518 | |Word guide: 3500 | |Percentage Weighting of this assignment for the module: 100% | |Issue date : | Return date : 31St March 2014 | |Lecturer : Gopinath Vedula | Second...
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...Classic Airlines Marketing Solution October 14, 2012 MKT/571 Introduction Classic Airlines is facing both and internal and external marketing crisis. The CEO, Amanda Miller and CFO, Catherine Simpson are basically asking the team led by CMO, Kevin Boyle to revitalize the frequent flyer program without making further discounts to fares while also cutting the marketing budget by an 15% over the next 18 months. Utilizing the nine step problem solving model we will analyze possible solutions and choose the one that will best meet the needs of Classic Airlines and its customers. Defining the problem One of the basic and core concepts of marketing is identifying and meeting the needs, wants and demands of the customer. Needs are basic human requirements like air, food and shelter. Needs can also extend to education, recreation and entertainment and become wants when directed to specific objects that satisfy the need and demands are simply wants backed up by the ability to pay (Kotler & Keller, 2006). When needs, wants and demands are met, customers are more likely to be loyal to the airline. This in turn creates the potential for free word of mouth advertising as the loyal customer shares his or her experience with everyone around them (Anuwichanont, 2010). Classic Airlines seems to be lacking in meeting the needs, wants and demands of their loyalty customers and their loyalty program has seen a decline of 19 percent by January 2006 (University of Phoenix, n.d.)....
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...members of minority groups have been on the outside looking in for most of psychology’s history. Unlike the case for women, however, significant gains for blacks and most other minorities were not made in the years following World War II, and minorities continue to be underrepresented in psychology (Goodwin & Wiley & Sons inc., Chapter 15, 2008). In this paper I will be discussing Mary Whiton Calkins (1863-1930), Calkins was an American philosopher and she was the first of her generation of women to enter into psychology. Calkins was born on March 30, 1963 in Hartford, Connecticut she was the eldest of five children who were born to Charlotte Whiton Calkins (mother) and Wolcott Calkins (father). Calkins father was a Presbyterian minister her and her siblings lived and grew up in Buffalo New York, and at the age of 17-years-old her and her family moved to Newton, Massachusetts. Calkins started taking college classes at Smith College in 1882 where she was a sophomore. In 1883 her sister passed away and Calkins took some time off from school although and stayed home but, while she was home she decided to take private lessons in Greek and for the remainder of the 1883-1884 school year she did not return back to Smith college. Calkins did re-enter back into Smith College in the fall of 1884 and later that spring she graduating with majors in Classics...
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...Martha Craven Nussbaum is an American 20th century philosopher who has a particular interest in Ancient Greek and Roman Philosophy, political philosophy, feminisms and ethics. She studied theatre and classics at the New York University, where she received a BA in 1969, and eased her way into philosophy while attending Harvard, where she received an MA in 1972 and PhD is 1975. In 1972 she became the first female to hold the Junior Fellowship. This allowed certain graduate students to be relieved from teaching and get on with their research. She focuses a lot of her work on the freedoms and opportunities of women and emotions. Nussbaum draws a lot of inspiration from the liberal tradition, and sides a lot with philosophers who want to extend philosophy’s reach. She holds associate appointments in classics, divinity and political science, and is also a member of the Committee on Southern Asian Studies, and a board member of the Human Rights Program. Nussbaum taught philosophy and classics at Harvard in the 1970s and early 1980s, where she was denied tenure by the Classics Department in 1982. Nussbaum then moved to Brown University, where she taught until the mid-1990. She is currently at the University of Chicago where she is the Ernst Freund Distinguished Service Professor of Law and Ethics Nussbaum has made herself a very well-known figure with her many well written books and articles. Some of her publications include The Fragility of Goodness: Luck and Ethics in Greek Tragedy...
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...To Keep Your Customers, 108 Harvard Business Review May 2012 hbr.org IllustratIon: andré da loba They don’t want a “relationship” with you. Just help them make good choices. by Patrick Spenner and Karen Freeman May 2012 harvard business review 109 Keep It Simple To Keep Your CuSToMerS, Keep iT SiMple arketers see today’s consumers as web-savvy, mobileenabled data sifters who pounce on whichever brand or store offers the best deal. Brand loyalty, the thinking goes, is vanishing. In response, companies have ramped up their messaging, expecting that the more interaction and information they provide, the better the chances of holding on to these increasingly distracted and disloyal customers. But for many consumers, the rising volume of marketing messages isn’t empowering—it’s overwhelming. Rather than pulling customers into the fold, marketers are pushing them away with relentless and ill-conceived efforts to engage. That’s a key finding of Corporate Executive Board’s multiple surveys of more than 7,000 consumers and interviews with hundreds of marketing executives and other experts around the world (for more detail, see the sidebar “About the Research”). Our study bored in on what makes consumers “sticky”—that is, likely to follow through on an intended purchase, buy the product repeatedly, and recommend it to others. We looked at the impact on stickiness of more than 40 variables, including price, customers’ perceptions of a brand, and how often consumers...
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...MANAGEMENT REPORT BATNA Basics: Boost Your Power at the Bargaining Table www.pon.harvard.edu Negotiation Management Report #10 $50 (US) Negotiation Editorial Board Board members are leading negotiation faculty, researchers, and consultants affiliated with the Program on Negotiation at Harvard Law School. Max H. Bazerman Harvard Business School Iris Bohnet K ennedy School of Government, Harvard University Robert C. Bordone Harvard Law School John S. Hammond John S. Hammond & Associates Deborah M. Kolb Simmons School of Management David Lax Lax Sebenius, LLC Robert Mnookin Harvard Law School Bruce Patton Vantage Partners, LLC Jeswald Salacuse T he Fletcher School of Law and Diplomacy, Tufts University James Sebenius Harvard Business School Guhan Subramanian Harvard Law School and Harvard Business School Lawrence Susskind Massachusetts Institute of Technology About Negotiation The articles in this Special Report were previously published in Negotiation, a monthly newsletter for leaders and business professionals in every field. Negotiation is published by the Program on Negotiation at Harvard Law School, an interdisciplinary consortium that works to connect rigorous research and scholarship on negotiation and dispute resolution with a deep understanding of practice. For more information about the Program on Negotiation, our Executive Training programs, and the Negotiation newsletter, please visit www.pon.harvard...
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...and designing and education plan that Mary would not get the education that she needed to be successful in a male dominated world. Her father made sure that she got the best education possible and he gave her education privately. Mary’s father’s dedication and supervision of her education would reap great benefits for her. All of his instruction allowed her to enter Smith College in 1882 with an advanced standing as a sophomore. Mary would however face a crushing loss. She lost her sister in 1883. The lost of her sister changed her thinking and her character. She took off of school for one academic year. She reentered Smith College in 1884 as a senior and graduated with a concentration in classics and philosophy. In 1886 her family went to Europe for 16 months where she focused more on classics. Mary and her family returned to Massachusetts....
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...Holding fast. Gourville JT. Source Harvard Business School, Boston, USA. jgourville@hbs.edu Abstract CEO Peter Walsh faces a classic innovator's dilemma. His company, Crescordia, produces high-quality metal plates, pins, and screws that orthopedic surgeons use to repair broken bones. In fact, because the company has for decades refused to compromise on quality, there are orthopedic surgeons who use nothing but Crescordia hardware. And now these customers have begun to clamor for the next generation technology: resorbable hardware. Resorbables offer clear advantages over the traditional hardware. Like dissolving sutures, resorbable plates and screws are made of biodegradable polymers. They hold up long enough to support a healing bone, then gradually and harmlessly disintegrate in the patient's body. Surgeons are especially looking forward to using resorbables on children, so kids won't have to undergo a second operation to remove the old hardware after their bones heal, a common procedure in pediatrics. The new products, however, are not yet reliable; they fail about 8% of the time, sometimes disintegrating before the bone completely heals and sometimes not ever fully disintegrating. That's why Crescordia, mindful of its hard-earned reputation, has delayed launching a line using the new technology. But time is running out. A few competitors have begun to sell resorbables despite their imperfections, and these companies are picking up market share. Should Crescordia join the...
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...STRATEGY 2015 Articles | Books & Chapters | Cases | Core Curriculum Course Modules | Simulations | Video Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and elearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications: ABCC at Nanyang Tech University Babson College Berrett-Koehler Publishers Business Enterprise Trust Business Expert Press Business Horizons California Management Review Crimson Group USA Darden School of Business Design Management Institute European School of Management and Technology (ESMT) Haas School of Business Harvard Kennedy School of Government Harvard Medical School/Global Health Delivery HEC Montréal Centre for Case Studies IESE Business School Indian Institute of Management Bangalore Indian School of Business INSEAD International Institute for Management Development (IMD) Ivey Publishing Journal of Information Technology Kellogg School of Management McGraw-Hill MIT Sloan Management Review North American Case Research Association (NACRA) Perseus Books Princeton University Press Rotman Magazine Social Enterprise Knowledge Network Stanford...
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...Case Assignment #1 LinkedIn Corp., 2008 Case 9‐709‐426 Rev: October 31, 2008 This case must be downloaded from Harvard Business School Publishing. The Download Site is: http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=cp&c=c25280 About the Company LinkedIn Corp., is an example of a “Web 2.0” Company, and a classic dot.com Internet‐based company that pursued financing to launch, and underwent launch and growth challenges. The Company operates the Website LinkedIn.com. LinkedIn.com is an interconnected network of experienced professionals from around the world, representing 170 industries and 200 countries. LinkedIn has over 35 million members in over 200 countries and territories around the world. A new member joins LinkedIn approximately every second, and about half of our members are outside the U.S. Executives from all Fortune 500 companies are LinkedIn members. How to Develop the Case When developing the case it will be helpful to use the “process” identified in the Case Study Handbook (identified in Chapter 3 of the Handbook) which entails these five phases: 1. Situation 2. Questions 3. Hypothesis 4. Proof and Action 5. Alternatives. Submission Format The submitted case should be on 8 ½ x 11 in. white paper, 12 pt. Times Roman typeface preferably line spaced at 1½ lines. The cover sheet should include your name, the course name, the name of the case, and the date...
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...Unit 10 Project “Tried and True” Budweiser’s Marketing Strategies Endure through the Decades Jacqueline M. Milohnic CM 105-17 Budweiser utilizes a broad range of marketing strategies in order to anchor a wide spectrum of consumers who continuously find themselves identifying with the ever changing characteristics of their mascots. “The Budweiser tradition of the total, marketing concept remains a constant. In areas including sports marketing and entertainment, Budweiser reigns supreme.” (Marketing Hall of Fame, NY AMA, 2005). Budweiser has consistently been the top selling beer on the globe for the past 39 years. Budweiser leverages its cleverly written advertisements to entice such audiences as young adults, sports buffs, and the more mature client base. The eight hitched team of powerful Clydesdales have become the national trademark of Anheuser-Busch. “In 1933, August A. Busch, Jr.gave a hitch of Clydesdales to his father in celebration of the resumption of brewing in St. Louis following the repeal of Prohibition. These high- stepping horses make hundreds of public appearances each year in addition to appearing in television commercials and other Budweiser beer advertising.” (Beckius, Your Guide to New England Travel, July 2, 2007). Therefore, the most recognizable and enduring advertising tool possibly ever used dates back to 1933, and to this day brings back memories of a similar time depicted by a horse drawn wagon...
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...4050 SEPTEMBER 18, 2009 TIMOTHY A. LUEHRMAN JOEL L. HEILPRIN Mercury Athletic Footwear: Valuing the Opportunity In March 2007, John Liedtke, the head of business development for Active Gear, Inc., a privately held footwear company, was contemplating an acquisition opportunity. West Coast Fashions, Inc. (WCF), a large designer and marketer of men’s and women’s branded apparel had recently announced plans for a strategic reorganization. The plan called for a divestiture of certain non-core assets and a renewed focus on WCF’s higher-end business, business-casual, and formal-wear apparel businesses. One of the divisions WCF intended to shed was Mercury Athletic, its footwear division. Liedtke knew that acquiring Mercury would roughly double Active Gear’s revenue, increase its leverage with contract manufacturers, and expand its presence with key retailers and distributors. He also expected that Active Gear’s bankers would quickly approach the company about a possible bid for Mercury; consequently, he wanted to complete his own rough evaluation of the opportunity before hearing the bankers’ pitch. Athletic and Casual Footwear Industry Footwear was a mature, highly competitive industry marked by low growth, but fairly stable profit margins. Despite the industry’s overall stability, the performance of individual firms could be quite volatile as they vied with one another to anticipate and exploit fashion trends. The market for athletic and casual shoes remained...
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