Instructor’s Manual CASE TEACHING NOTES Marks & Spencer Nardine Collier and Gerry Johnson 1. Introduction This case study is about why one of the world’s most famous retails, Marks & Spencer, ran into trouble at the end of the 1990s and how it attempted to manage a programme of change to overcome those problems. It is therefore useful to explore issues concerned with organisational culture, strategic drift, strategic choice and the management of change. The case covers both the history
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University 11/27/2011 1. In late July 1990, Wilson, a Roman Catholic, made a religious vow that she would wear an antiabortion button “until there was an end to abortion or until she could no longer fight the fight.” The button was two inches in diameter and showed a color photograph of an 18- to 20-week-old fetus. The button also contained the phrases “Stop Abortion” and “They’re Forgetting Someone.” Wilson began wearing the button to work in August 1990. Another information specialist asked Wilson
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Evaluate Kodak’s strategy starting in the mid-eighties. In 1983 Kodak’s stated objective was to invest in digital imaging R&D, but the company’s structure and culture were not aligned to promote this innovation. From the 1980s through the early 1990s, Kodak did not have a clear opinion and view of how digital imaging would drive the industry or how to commercialize any of their R&D findings. As a result, Kodak continued to seek ways in which it could marry chemical-based and electronic image to
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1. Jack Welch launched a number of initiatives on taking charge of GE in 1981. Was there a strategy that was the driving force behind the initiatives? Were the initiatives effective in accomplishing what Welch was aiming for? When Welch became the CEO of GE in 1981, the US economy was reeling under recession. The challenge lied before the Welch to set a strategy to remain profitable through the recession and continue to be so. Welch responded by employing a strong strategy supplemented by the
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REASONS FOR INFLEXION POINT IN NATIONAL INCOME TREND SINCE 1990-1991 Analysis from 1990-91 Now, coming to identifying the inflexion points in analyzing the National Income from 1990-91, we are able to find multiple inflexion points. Although such is the case, we would like to choose the point where there is a dramatic inflexion. Based on this opinion we would like to choose the year 1991-92 as the inflexion point over the time period in discussion. Let us now have a look at the reasons for this
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Phoenix Trends in American Popular Culture In the past decade there have been many new social because of technology. As technology advanced and old technology became more common, more people were able to stay in touch. In the early 1990s’ few people had pagers and cell phones. Today pagers are obsolete and it is not uncommon for a child to have a cell phone. People stay in touch by telephone, text message, e-mail , and social networking websites. One can pay bills online, communicate
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market situation improves. But in downsizing, employees are asked to leave permanently. Both strategies share one common feature: employees are dismissed not for incompetence but because management decided to reduce the overall work force. In late 1990s and early 2000s, different organizations adopted different kinds of downsizing techniques and strategies (Refer Table II). TABLE II MAJOR TECHNIQUES AND STRATEGIES OF DOWNSIZING |- Attrition: Natural reduction of workforce that occurs when employees
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Harvard Business School 9-191-002 Rev. October 15, 1999 Nordstrom: Dissension in the Ranks? (A) The first time Nordstrom sales clerk Lori Lucas came to one of the many “mandatory” Saturday morning department meetings and saw the sign—”Do Not Punch the Clock”—she assumed the managers were telling the truth when they said the clock was temporarily out of order. But as weeks went by, she discovered that on subsequent Saturdays the clock was always “broken” or the time cards were not accessible
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Bausch & Lomb is one of the largest suppliers of eye health products. The company was thrived rapidly under the operation of chairman and chief executive Daniel E. Gill until early 1990s. Specifically, in 1978, B&L’s revenues were just $442 million , but over a decade its sales reached $1.5 billion. However, in early 1990s, B&L’s growth started to slow in the U.S and Europe. B&L was surpassed by rival Johnson & Johnson. Also, to boost the sales, several managers tried to extend the longer credit terms
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Jack Welch Case John F. "Jack" Welch Jr. was born in 1935 and was the only child in a middle class family . He rose from the ranks of General Electric (GE) to be named the company's youngest ever chief executive officer in 1981. After making difficult personnel decisions early in his tenure, which included shedding more than 100,000 employees. Welch began a period of growth and success that is unparalleled in business history. under Welch's leadership, is the largest company in the
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