who should act as a leader in this team. For example‚ Sasha considered the HBS student as business plan writer and just as some interns who can share their heavy workload‚ that’s why he even asked them to phone the alumni to ask help in product marketing [1]‚ while Henry and Dana think they should set the tone during the contest session and ultimately design the business plan for the company and the product. However‚ the HBS students gradually felt that they are being overused by the founders of MGI
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4357 OCTOBER 24‚ 2011 CHRISTOPHER A. BARTLETT ARAR HAN Levendary Café: The China Challenge Levendary Café was spun out from private equity ownership in January 2011‚ and the following month‚ Mia Foster was named as its new CEO. The departing CEO‚ Howard Leventhal‚ was the beloved founder of the popular chain of 3‚500 cafés. He had grown a small Denver soup‚ salad‚ and sandwich restaurant into a $10 billion business‚ but after 32 years was moving on to new interests. This was Foster’s first
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Health Products: Company A is Johnson & Johnson‚ which is a diversified manufacturer of prescription pharmaceuticals‚ health and beauty aids‚ over-the-counter drugs‚ and medical devices. Company B is Pfizer Inc.‚ which develops‚ manufactures‚ and markets patented pharmaceuticals such as Liptor and Celebrex. The most significant strategic differences between the two firms lie in their product mix and their customer focus. J&J sells most of its products directly to the consumer while Pfizer sells
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Case Questions: 1. Option #3 suggests Stryker Corporation to build its own facility to manufacture its own PBCs. Under the current situation that some contract manufacturers have weak performance in quality and delivery‚ the benefits of this option are obvious as following: First of all‚ option #3 promised the highest degree of control over quality and delivery‚ which can solve the major problem that Stryker has faced with recently. On the other hand‚ self-manufacturing offers an opportunity
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Assess the strengths and weakness of the company Horniman Horticulture. Over the past years‚ Horniman Horticulture ran very well under the control of Bob and with the overseen of its finance by Maggie. Firstly‚ no debt happened through the management. Secondly‚ their equity capital kept increasing which resulted from the revenue was $788‚500 in 2002‚ however‚ it was $1‚048‚800 in 2005 with the revenue increased by 15.5% based on 2004. It is obviously that the business had a overall prospect. Finally
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I. Consumer Behavior Culinarian cookware is sold through retailers and directly to consumers. Culinarian has carefully cultivated relationships with its limited retail network‚ comprised of three upscale kitchen specialty chains‚ two department store chains‚ and 75 local specialty stores. Direct-to-consumer sales are made through Culinarian’s website or its catalogs. Because Culinarian relies on a variety of intermediaries to sell its products through retail channels (see Exhibit A for details)
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The interesting events from CoBot’s standpoint are those‚ which were not expected or least expected to happen‚ from the CoBot’s past task execution data. We define these interesting events as anomalies-- deviation from the expected data. The expected value for an event can be computed from the respective log table‚ we create by analyzing the bag files. Using the expected data we identify the instances which are anomalies‚ and verbalize them comparing it with a past instance or the expected data for
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HARVARD BUSINESS CASE: ALIBABA’S TAOBAO (A) GROUP 2 – GMBA Question 1: What are the major differences in the web designs of Taobao and eBay in China? Which is preferred to on-line buyers and sellers in China? Why? Taobao sought to distinguish itself from eBay in numerous ways. So Taobao’s web designs were imbued with a strong local culture that reflected a deep understanding of Chinese consumers and an attitude of informality. First of all‚ the website was designed like a Chinese department store
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9-511-094 REV: JUNE 13‚ 2011 SUNIL GUPTA RAY WEAVER DHARMISHTA ROOD Gro oupon n e as of On November 29‚ 2010‚ the technology industry wa buzzing with rumors o Google’s bid for Group pon‚ a two-y year-old web bsite that pro omoted daily deals offeri y ing deep dis scounts from local merch hants. Google reportedly offered at lea $3 billion‚ eclipsing a r e o ast rival $2 billion bid from Y Yahoo. And as Groupon re a esisted‚ Goog quickly rai gle ised its offer t as much as $6 billion.1 to s
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