9-508-111 REV: JUNE 24, 2009 ANITA ELBERSE JASON BERGSMAN Radiohead: Music at Your Own Price (B) From the moment Radiohead announced its “name-your-own-price” model for the release of its new album In Rainbows, there was wild speculation about how consumers would react. The first insights emerged from the research company comScore. Through a panel of around 2 million people worldwide who allowed their online behavior to be tracked, comScore observed nearly 1,000 visitors to the In Rainbows
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Future, Leading the Revolution and The Future of Management (selected by Amazon.com as the best business book of the year). His latest book, What Matters Now, was published in 2012. Over the past twenty years, Hamel has authored 17 articles for the Harvard Business Review and is the most reprinted author in the Review’s history. He has also written for the Wall Street Journal, Fortune, The Financial Times and many other leading publications around the world. He writes an occasional blog for the Wall
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Case analysis : SG Cowen – New Recruits 1. What are the key decision points used by S.G. Cowen in making hiring decisions? What is your evaluation of the process used by the firm? SG Cowen utilized a well‐developed, tiered process to make hiring decisions on potential candidates. SG Cowen first conducts informational sessions at on‐campus recruiting events to describe the firm, its benefits and steps in the recruiting/hiring process. They use these first‐round interviews, in advance of the
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Cuddy is an associate professor of business administration at Harvard Business School. Matthew Kohut and John Neffinger are the authors of Compelling People: The Hidden Qualities That Make Us Influential (Hudson Street Press, August 2013) and principals at KNP Communications. Connect, Then Lead To exert influence, you must balance competence with warmth. by Amy J.C. Cuddy, Matthew Kohut, and John Neffinger July–August 2013 Harvard Business review 55 Spotlight on InFluEncE Is it better
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Mark Barry Analysis 10/6/12 Debates are a key element of presidential campaigns, and their large audience gives them a huge potential for influence. Much of this audience needs the mass media’s interpretation to make the debates fully meaningful. Debates tend to devote little time to the issues but the actual content to apply time to the candidates’ personalities, the process that led them to the debate, and the candidates’ preparation for the debate, leaving viewers at a loss for key issue
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Nathan J. Kerr Heider College of Business- Creighton University ITM 738 Back Bay Battery Simulation: 1. Briefly describe a challenge you faced in each scenario. The challenge I felt the most was forecasting of sales numbers. Although I should have realized early on, price reductions actually influenced the model. When dealing with disruption, you just do not have the forecasting models that can predict proper price points. 2. Identify at least two strategies that you used in
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NORTHWESTERN UNIVERSITY | Leading Change: Why Transformation Efforts Fail | by John Kotter | | Calvin Beecher | 11/17/2013 | John P. Kotter’s frequently cited article, “Leading Change,” Kotter argues that many companies, when attempting to reorganize themselves and make fundamental changes to their business, make eight errors: not establishing a great enough sense of urgency, not creating a powerful enough guiding coalition, lacking a vision, under-communicating the vision by a factor
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MBA in International Management Course Syllabus Course Name: International Business and Marketing Instructor’s Name: Prof. Dr. Britta Bergemann E-mail: britta.bergemann@stw.de Class Time: 2.00PM – 8.00PM 1. Course Description This course looks at international business and marketing topics in theory and practice (case studies). It aims at building students’ awareness of business and marketing mix issues in the global context, and provides the tools to manage products and brands globally
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[pic] Course Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers
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1. How successful is Shouldice? Shouldice is successful in a technical sense with its combination of low recurrence rate, low cost and short recovery time. According to www.webmd.com an inguinal hernia repair, which is the primary procedure Shouldice Hospital performs, has an average recurrence rate of 1% to 10%. The recurrence rate for hernia repairs performed at Shouldice is less than 0.5%. The average recovery time for this procedure is 1to 2 weeks for light activity and up to 4 weeks for
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