Harnischfeger Corp I. Introduction In 1984 Harnischfeger Corporation was a leading producer of construction equipment. During the decade of the 1970s the company experienced tremendous growth. Annual sales grew from $150 million in 1970 to $646 million in 1981. However the company began to experience financial trouble in 1979. This was caused by a variety of factors: the company wasted a large amount of resources on an unsuccessful merger‚ the government of Iran defaulted on a $20 million order
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Jim McDowell:BMW Case study 1 BMW Case study Principle of marketing November 27/2011 Abstract
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A ASSINGMENT REPORT ON “Case Study On Air Deccan” SESSION—2011-2013 Submitted To:- Submitted By:-
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9-511-016 REV: JANUARY 7‚ 2011 JOHN A. QUELCH CARIN-ISABEL KNOOP RYAN JOHNSON Toy yota Re ecalls (A): Hit tting th Skids he Th past few we he eeks … have m made clear tha Toyota has not lived up to the high s at standards we s for set ourselves. More imp portant‚ we hav not lived up to the high standards you have come to e ve p expect from us I am s. deeply disappointed by that and ap y pologize. oda‚ Presiden of Toyota M nt Motor Corpor ration‚ — Akio Toyo February
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Stakeholder Analysis Case Study: BYDauto Enter HK’s Electric Taxi / Bus Market Hui Qiu‚ EMBA 18 ESC Rennes Case background Hong Kong (HK) is one of the most crowded cities in the world‚ with almost the highest vehicle density. It has long been criticized for its bad air quality compared to its advanced economy. With the recently hazardous air pollution in China mainland‚ HK has been affected as well for its geographic neighborhood. The Air quality readings recently (PM2.5: 60µg/m³) have exceeded
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Case Analysis Seminar Week MARketing This Paper is the Synopsis of the case study ‘Tesla Motor Inc.’ which gives a broad overview to the overall car business in the US followed by the examination of the Electric Vehicle and previous models like the Nissan Leaf. With those information presented abd backed up by statistics and other researched data‚ the author go into detail in describing the new successful business mode from tesla. With innovation and determination to build an Electric car
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1. What were the business challenges facing Maruti Suzuki management prior to adopting the Oracle suite? Maruti Suzuki was confronted to a very fast growing market: India. They had to manage and deal with it. They decided to diversify their activities. They needed to adapt their large company to such a diversity of activities‚ such as a leasing providing structure‚ an insurance and pro-own car business. They needed also to improve training‚ their batch processing‚ their long turn-around time
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to develop them - Executives were isolated to growing problems (deep level of hierarchy) 2) What did Gerstner do when he assumed the role of CEO in April 1993? Evaluate Gerstner’s approach in crisis management. How well did he perform as a turnaround manager? What challenges did he face as he attempted to position the company for growth? What Gerstner did: - Focus on customers and get executives involved in their own customers - Keep key employees - Hired Jerry York charged with get the
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Toyota Revs up U.S. Sales Threats: The Japanese market is getting more competitive and Toyota is losing sales to Nissan and Honda. Chevrolet and Ford are selling better in the U.S. The "Toyota takeover" is not assured. Japanese manufactures gaining a foothold in the US market. American companies are working to update the styling of their cars. Opportunities: Exploiting the U.S. Attaining more local managers in order to Americanize. Import taxes and current risk
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CASE 4: RUDI GASSNER & THE EXECUTIVE COMMITTEE OF BMG INTERNATIONAL (A) & (B) Note: only the (A) case has been included in the case collection; notes on the (B) case have been included as background material for the instructor. Case Summary BMG International was the international music subsidiary of the German media conglomerate‚ Bertelsmann‚ the second largest media enterprise in the world. In May 1993‚ CEO Rudi Gassner and the executive committee were gathered for one of their quarterly meetings
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