Suppose a bottle of French wine is priced in France at 1000 Euros. If the e = $1/€‚ the cost to an American is €1000 x ($1 / €) = $1000. Conclusion: __________________ . If the Euro appreciates ($ depreciates)‚ will the French wine be more or less expensive? __________________ Proof: if e = $1.20 / €‚ the cost to an American is €1000 x ($1.20 / € ) = $1200. If the Euro depreciates ($ appreciates)‚ will the French wine be more expensive or less? __________ Proof: if e = $.80 / €‚ the cost
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MG 6303 SPRING 2015 THURSDAYS: Case Assignment Questions for Cases To be Downloaded by Students (Harvard Website: Instructions below) CASE # 1: Chapter # 2: Clayton Industries: Peter Arnell‚ Country Manager for Italy (#4199) Harvard Business Publishing. Questions for Analysis: DUE FEBRUARY 19‚ 2015 1. How would you grade Peter Arnell’s first two months as subsidiary general manager in Clayton SpA? 2. Which plan of action should Arnell recommend to Dan Briggs and Simonne Buis when they visit
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1 Human resource management: A critical approach David G. Collings and Geoffrey Wood Introduction Despite almost two decades of debate in the mainstream literature around the nature of human resource management (HRM)‚ its intellectual boundaries and its application in practice‚ the field continues to be dogged by a number of theoretical and practical limitations. This book is intended to provide students with a relatively advanced and critical discussion of the key debates and themes around HRM
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Case Study: BMW of North America: Dream It. Build It. Drive It. Brief Description: Set in 2011‚ this case describes how BMW‚ the leading luxury car manufacturer in the U.S.‚ successfully implemented a new marketing initiative based on its online video services and increased sales of customized vehicles. The case addresses the challenges of catering to the North American consumer‚ where most car buyers want or have become conditioned towards immediate gratification with their purchases. Main
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Summary: Keeping the "pace" of innovation is a primary objective to 3M managers and the success of Computer Privacy Screen project‚ by itself‚ is irrelevant in the scope of maintaining such entrepreneurial flow. Assuming this project fits into the desired "pace" of innovation‚ Guehler should approve it; Wong should support it unconditionally. Intrapreneurship at 3M: With a requirement that divisions derive 30% of sales from products introduced within the last four years‚ the "15% rule‚" and a heavy
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China: To Float or Not To Float? International Finance Executive Summary On July 21‚ 2005‚ China revalued its decade-long quasi-fixed exchange rate of approximately 8.28 yuan per U.S. dollar by 2.1% to 8.11. Simultaneously‚ the People’s Bank of China announced that the daily trading band of 0.3% against the dollar would be maintained. Many analysts and economists believed that the real trade-weighted value of the renminbi was undervalued by up to 30% to 35%. Companies that produce in
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As a team leader‚ Jane has already touched based with her group and recognized everybody’s role: Tom is “the joker‚” Jack is “the intellectual‚” Caroline is “the mom” and Andy is “the top performer and troublemaker.” She understands that all of them are high-paid employees and have been working as a group for a while‚ at least much longer than she has. As far as the performance‚ Jane believes that they are high performers and make up a very interesting and strong group; although there is no evidence
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Case Background In July 1993‚ Tiffany & Company reorganized its Japanese distribution channel by repurchasing its inventory from its Japanese distributor Mitsukoshi Limited. As a result of this action‚ Tiffany would assume the responsibility of establishing yen retail prices‚ holding inventory in Japan for sale‚ and controlling local Japanese management. Tiffany would be able to have control over retail price in Japan where historically had higher price. Under the previous arrangement‚ Tiffany contracted
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February 2005 Harvard Business School features Sapient as example of excellence in Leadership and Organizational Behavior “We need to be focused on our clients like no one else. And our desire for their success has to be unparalleled‚ it has to be.” Jerry Greenberg Co-Chairman and Co-CEO Sapient Harvard Business School (HBS) professors Joel Podolny and Rakesh Khurana recently chose Sapient to feature in a case study on leadership. Sapient is now one of a select group of companies featured
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1 TiVo 2007: DVRs and Beyond Harvard Business Case 9-708-401 INTRODUCTION & BACKGROUND The following provides a case study analysis of a 2007 Harvard Business School case study on TiVo‚ the Silicon Valley consumer electronics company best known for its innovative digital video recorders (DVRs) (Yoffie & Slind‚ 2007). The case concerns the challenges facing TiVo now that it is no longer the only competitor in the DVR market and TiVo’s efforts to craft a winning strategy in a changing environment
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