Chip Wilson is trying to decide if he should pursue his current venture, a yoga wear retailing concept or return to being chief executive officer of Westbeach Snowboard, a firm he found two decades ago. This case is the first in a series of seven lululemon athletica cases that focus on decision-making using real-options analysis. Other cases in the series are: 9B06M037, 9B06M038, 9B06M039, 9B06M040, 9B06M041 and 9B06M042.
Chip Wilson, the founder of lululemon athletica, is thinking of wholesaling garments to achieve economies of scale. Deciding to wholesale is not an easy decision for Wilson because he has had difficulties collecting receivables in the past. To help him make his decision, he turns to real options-analysis. This case is the second in a series of lululemon athletica cases that focus on decision-making using real-options analysis. Other cases in the series are: 9B06M036, 9B06M038, 9B06M039, 9B06M040, 9B06M041 and 9B06M042.
With women's athletic wear doing extremely well, Chip Wilson, founder of lululemon athletica, is thinking about launching a menswear line to capitalize on the popularity of the lululemon brand. However, he has to weigh the costs of being distracted from his company's main concern - athletic yoga wear for women. This case is the third in a series of seven lululemon athletica cases that focus on decision-making using real-options analysis. Other products in the series are: 9B06M036, 9B06M037, 9B06M039, 9B06M040, 9B06M041 and 9B06M042.
lululemon athletica is on track to exceed $2 million in sales for 2001, a remarkable achievement considering it was founded in 1999. To achieve his targets of rapid growth, Chip Wilson, founder of lululemon athletica, is considering franchising his concept. But concerns remain, including control over branding and store-level operations. On the other hand, franchising would allow Wilson to rapidly expand and capture market share, as competitors are starting to take notice. This case is the fourth in a series of seven lululemon athletica cases that focus on decision-making using real-options analysis. Other cases in the series are: 9B06M036, 9B06M037, 9B06M038, 9B06M040, 9B06M041 and 9B06M042.
In 2003, lululemon athletica has sales of $30 million, and operations in Canada and the United States. Chip Wilson, the founder of lululemon athletica wants to expand his operations, opening up stores in either Asia or Europe. As his rapidly growing firm does not have resources to expand in both regions, he wonders how he should decide between the two options. This case is the fifth in a series of seven lululemon athletica cases that focus on decision-making using real-options analysis. Other cases in the series are: 9B906M036, 9B06M037, 9B06M038, 9B06M039, 9B06M041 and 9B06M042.
Should lululemon athletica shut down its Internet sales presence, leaving only an informational site? Chip Wilson, founder of lululemon athletica, has noticed that Internet sales have grown more slowly than stores sales. Faced with whether to invest $250,000 to create a appropriate online presence that would match his store presence, Wilson wonders what to do. This is the sixth in a series of seven lululemon athletica cases that focus on decision-making using real-options analysis. Other cases in the series are: 9B06M036, 9B06M037, 9B06M038, 9B06M039, 9B06M040 and 9B06M042.
In 2005, Chip Wilson, the founder of lululemon athletica is thinking about selling a 48 per cent stake in his firm. With $90 million in sales in 2005, lululemon athletica has a bright future ahead. In addition to U.S. expansion plans, the firm is expanding international operations. This case is the seventh in a series of seven lululemon athletica cases that focus on decision-making using real-options analysis. Other case in the series are: 9B06M036, 9B06M037, 9B06M038, 9B06M039, 9B06M040 and 9B06M041.
KTM was a leading sport motorcycle company based in Austria with sales internationally. In 2005, the company was considering expanding into all terrain vehicles (ATVs), a market which was experiencing mid to high double-digit sales growth with healthy operating margins. There were several options open to KTM to expand into the ATV market, including internal development, acquisition of another firm with capabilities in the area of allying with an ATV manufacturer. The chief executive officer had to consider the fit of the ATV business with KTM's core business as well as the implications of the various options for ATV market entry on maintaining control of KTM, achieving KTM's growth objectives, and effectively exploiting the ATV opportunity in an international context. This case allow students to determine how best to pursue a related market to maximize revenue and cost synergies, learning, and control of the firm. This case can be used with KTM: Ready to Race, product 9B05M036.
The co-founder of a continuing education lecture series needs to develop and implement a marketing communication strategy to meet target enrolment while constrained by limited promotional funds. The case focuses on the development of a marketing communication strategy in a non-profit environment and emphasizes the importance of target market definition. It introduces issues surrounding the use of e-commerce and websites to support a marketing plan.
Multinationals often make judgmental errors regarding cross-cultural issues and the business environments prevailing in foreign countries. Honda Motorcycles and Scooters India Ltd. (HMSI), a wholly owned subsidiary of Honda Motor Company Limited, Japan, established its plant in India in 1999 and made mistakes in handling people-management issues. It wanted to pursue a non-union model but failed to devise and implement an appropriate human resource management (HRM) strategy. Management was caught unaware when accumulated grievances led workers to turn hostile and form a union with the help of the trade union wing of a political party that was a partner in the ruling coalition at the federal level. The management failed to break workers' unity either by soliciting help from the state agencies or by using the legal system to their advantage. The subsequent power struggle led to violent clashes between the workers and the police, who had been called in for protection by HMSI management. The extensive media coverage not only tarnished the company's image, but also pressured the federal government to come to the rescue of the workers. This incompetent handling of HR issues by the company led to a long strike by the workers. The strike, besides causing substantial financial losses, also led to the emergence of a very strong union. In addition, production targets that were achieved on a daily basis before the union came into existence were seldom achieved after the conciliation came into effect. Provides insights into building and implementing a commitment model of HRM strategy, shows how employers should safeguard their interest by managing the countervailing power of workers in the Indian context, and discusses the dynamics of state power in Indian industrial relations and who can benefit from it in different contexts.
Bill Gates and Steve Jobs, founders of Microsoft and Apple respectively, have revolutionized the relationship between the individual and computer technology. Once the exclusive domain of academia and research facilities, computers can now be found in every area of business, government, and personal entertainment. Gates and Jobs facilitated this revolution, introducing a generation to the practice of personal computing and laying the foundation for the Information Age. Gates and Jobs turned their curiosity about electronics into a multi-billion dollar industry. From early experiments like the Apple II and DOS to the X-box and the iPod, Gates and Jobs have been committed to pioneering all avenues of technology and distributing them to wide audiences. The journey wasn't without its trials for both CEOs. Gates' antitrust lawsuit of the mid-90s and Jobs' separation from Apple in the late 80s provided challenges to both companies. However, both leaders used these periods of uncertainty as motivation to innovate, taking digital technology into new territory. Pixar Studios, MSNBC, the Xbox, and the phenomena of "infotainment" all arose from the ashes of the corporate controversies. The stories of Bill Gates and Steve Jobs are ultimately one story--it is the story of the personal computer, its software, and its impact upon society. From two college drop-outs based on the West Coast came a revolution which fundamentally influenced the global practice of business.
Shortly after Infosys was founded in 1981, its managers faced a major turning point when they made a decision to operate without giving in to the petty corruption rife in the Indian economy. Within just a few years, that decision had truly defined the company. Over the next 25 years, Infosys managers went to extraordinary lengths to avoid even the most modest of practices that they considered inappropriate. Explores the practices and methods that Infosys adopted instead, considers their costs, benefits, and generalizability, and contextualizes the problem within Indian political and economic institutions that continue to evolve.
A study of executive life in one of history's great multinational enterprises--the British Empire--reveals that the leading workaday reality in foreign offices was boredom.
Measuring the value of your knowledge-management program probably depends less on hard numbers than on soft indicators like anecdotes and employee surveys.
Cincinnati Works, a nonprofit employment agency in Ohio, provides an innovative business model for placing--and sustaining--unskilled entry-level workers.