REVISED: 11/05/10 O NL IN E SI MU LA TIO N F OR EG R OU ND R E A D IN G Finance: Capital Budgeting Company and Industry Overview The New Heritage Doll Company‚ based in Sacramento‚ California‚ was a privately held company with 450 employees and approximately $245 million in fiscal 2009 revenues. This represented approximately 8% of the $3.1 billion U.S. doll industry‚ which was projected to grow by 2% annually to $3.4 billion in retail sales by 2013. In turn‚ the doll industry represented a 7
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lead Cynthia A. Montgomery A Harvard Business School professor reflects on what she has learned from senior executives about the unique value that strategic leaders can bring to their companies. Seven years ago‚ I changed the focus of my strategy teaching at the Harvard Business School. After instructing MBAs for most of the previous quarter-century‚ I began teaching the accomplished executives and entrepreneurs who participate in Harvard’s flagship programs for business owners and leaders. Shifting
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Ducati Corse: The Making of a Grand Prix Motorcyle Ducati Corse‚ a subsidiary of Ducati Motor Holding S.p.A‚ was responsible for managing the activities of the Ducati racing teams. Historically‚ Ducati had been the dominant force in the Superbike Circuit winning 13 titles since 1990. Until recently‚ Ducati was only part of the World Superbike series. But a recent rule by FIM (in 2001) permitting the use of 4-stroke engine in bikes as against 2-stroke engines‚ which was a mandate earlier (for MotoGP)
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by Clayton M. Christensen‚ Matt Marx‚ and Howard H. Stevenson YEL MAG CYAN BLACK Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face. the primary task of management is to get people to work together in a systematic way. Like orchestra conductors‚ managers direct the talents and actions of various players to produce a desired result.
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4438 MAY 31‚ 2012 MICHAEL BEER RACHEL SHELTON BoldFlash: Cross-Functional Challenges in the Mobile Division On January 16‚ 2012‚ Dr. Roger Cahill walked into his office in BoldFlash’s Waltham‚ Massachusetts headquarters at 7 a.m.‚ less than a year into his new role as Vice President of the company’s Mobile Division. His predecessor’s personal photos and mementos had been packed up months ago‚ but they still sat in a corner‚ patiently waiting for someone to collect them. Cahill didn’t
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of Management - Calcutta‚ 2015 Industries follow distinctive change trajectories. Investments in innovation are more likely to pay off if you take those pathways into account. How Industries Change by Anita M. McGahan COPYRIGHT © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. You can’t make intelligent investments within your organization unless you understand how your whole industry is changing. If the industry is in the midst of radical change‚ you’ll eventually have
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Cited: Moon‚ Youngme and Herman‚ Kerry. Aqualisa Quartz: Simply a Better Shower. Case. Boston‚ MA: Harvard Business School‚ 2002.
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------------------------------------------------- Subject: Ducati This memo will serve to identify the resources‚ capabilities and activities that are central to the competitive advantage of Ducati. Also included is an attempt to summarize the strategy essence of the firm as well as to suggest a thesis statement for Ducati. Ducati’s best resources center on their brand name (dating back to 1926)‚ their signature Desmodromic valve distribution system‚ and their collection of top-notch engineers
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Journal of International Business Studies‚ 17 (3)‚ 1-26. Bartlett‚ Christopher A. and Sumantra Ghoshal (1987)‚ "Managing across Borders: New Strategic Requirements‚" Sloan Management Review‚ 28 (4)‚ 7-17. Bartlett‚ Christopher A. and Sumantra Ghoshal (1988)‚ "Organizing for Worldwide Effectiveness: The Transnational Solution‚" California Management Review‚ 31 (1)‚ 1-21. Bartlett‚ Christopher A. and Sumantra Ghoshal (2000)‚ "Going Global Lesson from Late Movers‚" Harvard Business Review‚ 78 (2)‚ 132-142
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