個案總覽

Presentation to accompany product 8B20C029.

In February 2019, Cognizant Technology Solutions (Cognizant), an American information technology (IT) outsourcing company, was ordered to pay a total of US$28 million in penalties to the U.S. Securities and Exchange Commission and the US Department of Justice. Certain payments relating to facilities in India were allegedly made improperly and in possible violation of the US Foreign Corrupt Practices Act (FCPA). In April 2019, Brian Humphries took over the role of chief executive officer at Cognizant. What could Humphries and Cognizant do to recover and to prevent future incidents of corruption?

In February 2019, Cognizant Technology Solutions (Cognizant), an American information technology (IT) outsourcing company, was ordered to pay a total of US$28 million in penalties to the U.S. Securities and Exchange Commission and the US Department of Justice. Certain payments relating to facilities in India were allegedly made improperly and in possible violation of the US Foreign Corrupt Practices Act (FCPA). In April 2019, Brian Humphries took over the role of chief executive officer at Cognizant. What could Humphries and Cognizant do to recover and to prevent future incidents of corruption?

Bed Bath & Beyond Inc. (BBBY) was founded in 1971 and focused on retailing items for customers’ “home and heart” life events, such as weddings, births, and moves. By the end of 2017, the company had over 1,530 stores distributed in the United States, Puerto Rico, and Canada, but its third-quarter earnings results revealed a 50 per cent year-over-year decline in net profits and a 45 per cent decline in stock price compared to the beginning of the year. BBBY was facing a steady decrease in physical store sales even as digital sales showed growth. BBBY was trying to catch up to competitors with digital initiatives, gain and retain customers through discount and membership programs, and keep a close control on costs, but the question remained: How could BBBY stay relevant and competitive in the long term?

Bed Bath & Beyond Inc. (BBBY) was founded in 1971 and focused on retailing items for customers' "home and heart" life events, such as weddings, births, and moves. By the end of 2017, the company had over 1,530 stores distributed in the United States, Puerto Rico, and Canada, but its third-quarter earnings results revealed a 50 per cent year-over-year decline in net profits and a 45 per cent decline in stock price compared to the beginning of the year. BBBY was facing a steady decrease in physical store sales even as digital sales showed growth. BBBY was trying to catch up to competitors with digital initiatives, gain and retain customers through discount and membership programs, and keep a close control on costs, but the question remained: How could BBBY stay relevant and competitive in the long term?

The chief executive officer of Daimler Trucks and Buses China Ltd. was on an expatriate assignment in China. In November 2016, he faced a discomforting situation that could bring an abrupt halt to his career; an unfortunate incident in which he lost his temper led to fierce outrage in local Chinese and worldwide media. The media reaction threatened China's prominence as a major source of revenue for Daimler, and sent Daimler's share price on a downhill spiral. How should Daimler react, and what could it do to restore the company brand image?

Presentation to accompany product 8B18C012.

The chief executive officer of Daimler Trucks and Buses China Ltd. was on an expatriate assignment in China. In November 2016, he faced a discomforting situation that could bring an abrupt halt to his career; an unfortunate incident in which he lost his temper led to fierce outrage in local Chinese and worldwide media. The media reaction threatened China’s prominence as a major source of revenue for Daimler, and sent Daimler’s share price on a downhill spiral. How should Daimler react, and what could it do to restore the company brand image?