any database in the OCLS written by either of these individuals. Here is my submission based on the only article by that title I was able to locate from the Harvard Business Review. Article Summary: In the article “It’s not “unprofessional” to gossip at work” published for Idea Watch’s Defend Your Research series for the Harvard Business Review‚ Giuseppe “Joe” Labianca defended the research findings he achieved in a study of a branch of a U.S. company regarding gossip. Labianca conducted this
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• What is the decision making process for Metabical? ◦ Who is involved? ◦ What role do they play? ◦ What are the stages in the process? In the launch of Metabical for the US market‚ several marketing decisions need to be made to bring a viable product into the market to maximize market penetration and gross margins over the PLC and to best serve the needs of the customers The players are • Health Care Professionals ◦ Will prescribe Metabical to their patients ◦ Can influence Insurance Companies
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WorldCom Critical Thinking Case Study Not only did WorldCom’s organizational culture contributed to the accounting breaches‚ in my opinion it was the catalyst to its ultimate demise in July 2002. Richard Thornburgh stated that “WorldCom could not have failed as a result of the actions of a limited number of individuals. Rather‚ there was a broad breakdown of the system of internal controls‚ corporate governance and individual responsibility‚ all of which worked together to create a culture in
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Metabical (Case study) Case Facts • Metabical is a prescription drug produced by Cambridge Sciences Pharmaceuticals (CSP) for weight loss. • It was the first and only prescription drug to obtain FDA approval for weight loss (overweight category) drug. • The company had conducted an elaborate market research program for identifying the target segment and positioning the product. • Competitors: FDA approved OTC drug Alli. • Marketing strategy: – DTC advertising- celebrity endorser‚ TV‚ radio‚
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022-24176511. EXPERIENCE HBR.ORG Case Study Jill Avery is an assistant professor of marketing at the Simmons School of Management. Thomas Steenburgh is an associate professor of marketing at the University of Virginia’s Darden School of Business. A software company debates its strategic focus. by Jill Avery and Thomas Steenburgh Target the Right Market ILLUSTRATION: BRETT AFFRUNTI T he knock on Jane Tamsen’s office door startled her. Vikram‚ one of Jane’s sales directors
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In 2008‚ a marketing and positioning strategy was needed for Cambridge Sciences Pharmaceutical’s (CSP) new weight loss drug called Metabical. Metabical was touted as being a revolutionary weight loss drug with fewer negative side effects than the usual medicinal weight loss remedies. Metabical has many levels of decision-makers – both internal and external. CSP’s senior director of marketing‚ Barbara Printup likely reports to the company’s board of directors for her ultimate authority. Printup
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running. They learn the ropes‚ get along with their bosses and subordinates‚ gain credibility‚ and ultimately master the situation. Others‚ however‚ don’t do so well. What accounts for the difference? In this article‚ first published in 1985‚ Harvard Business School professor John J. Gabarro relates the findings of two sets of field studies he conducted‚ covering 14 management successions. The first set was a three-year study of four newly assigned division presidents; the second consisted of 10 historical
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users of financial statements are‚ in theory‚ paramount to accounting standard-setters. However‚ there is a dearth of research into users’ participation in‚ and influence on‚ the process of setting accounting standards. (George Georgiou‚ Birmingham Business School‚ Birmingham University‚ Edgbaston Park Road‚ Birmingham‚ B15 2TT‚ UK). Literature review In 2001 the International Accounting Standards Committee (IASC) restructured itself into the International Accounting Standards Board (IASB).1 Since
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Pricing ................................................................................................... 7 Curled Metal Inc. Engineered Products Division THE PROBLEM STATEMENT Curled Metal Inc. has been given the opportunity to diversify its business portfolio. CMI had an impressive growth in revenues from $750.000 in 1991 to $55.000.000 in 2001. Strict environmental regulations in automotive sector were successfully addressed by their product Slip-Seal‚ and as consequence sales increased steadily
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*Branding Strategy: Establish Rosewood as a true brand incorporated into the name of each hotel. *Problems: How far can management push this branding strategy without undercutting the distinctiveness of each individually branded hotel? Traditional Emphasis on Individual property brands: Pros: -the company became known for its ability to enhance a property’s value by creating unique‚ one of a kind properties with a small ultra-luxury residential style that differentiated it from other chain-like
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