Darden Case: Strategy (Topic)最新文献_第3页

United Parcel Service of America, Inc 美国联合包裹服务公司

Darden Case: Strategy (Topic) Pub Date : 2008-10-21 DOI: 10.2139/ssrn.1284801

Edward D. Hess

{"title":"United Parcel Service of America, Inc","authors":"Edward D. Hess","doi":"10.2139/ssrn.1284801","DOIUrl":"https://doi.org/10.2139/ssrn.1284801","url":null,"abstract":"UPS had become a global public company, with a market cap of $74 billion, more than 428,000 employees, $47 billion in revenue, and operations in more than 200 countries. A recognized leader among package-delivery companies, its growth had been above industry averages and had historically been through geographical expansion. In 1998, UPS changed its business model to Synchronized Commerce and adopted a new growth strategy called the Four Quadrant Model, hoping to expand its market space by transforming itself into a logistics-solutions company. But eight years after these changes, UPS was generating only 17% of its revenue from its nonpackage deliveries, with only $2 million of its operating profit coming from the new businesses. In the company's 2006 Annual Report, the UPS chairman and CEO acknowledged the disappointing results and realized that these results required a response to the public market. \u0000Excerpt \u0000UVA-S-0143 \u0000UNITED PARCEL SERVICE OF AMERICA, INC. \u0000United Parcel Service of America, Inc. (UPS) had grown spectacularly from its humble beginning in 1907, when 19-year-old Jim Casey borrowed $ 100 to start a messenger and home-delivery service for Seattle department stores. By 2007, UPS had become a global public company, with a market cap of $ 74 billion, more than 428,000 employees, $ 47 billion in revenue, and operations in more than 200 countries. A recognized leader among package-delivery companies, its growth had been above industry averages and had historically been through geographical expansion. \u0000In 1998, UPS changed its business model to Synchronized Commerce and adopted a new growth strategy it called the Four Quadrant model. UPS had hoped to expand its market space from $ 90 billion to $ 3.2 trillion by transforming itself into a logistics-solutions company. But eight years after these changes, UPS was generating only 17% of its revenue from its nonpackage deliveries, with only $ 2 million of its operating profit coming from the new businesses. In the company's 2006 annual report, UPS Chairman and CEO Mike Eskew acknowledged the disappointing results and realized that these results required a response to the public market. \u0000Growth History \u0000Store locations \u0000. . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"213-215 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130714674","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 17

East West Partners: Sustainability Strategy in Real Estate Development and Ski Resorts 东西方合作伙伴:房地产开发和滑雪场的可持续发展战略

Darden Case: Strategy (Topic) Pub Date : 2008-10-21 DOI: 10.2139/ssrn.1278407

Andrea L. Larson, J. York

引用次数: 0

Rohner Textiles: Cradle-to-Cradle Innovation and Sustainability 罗内尔纺织:从摇篮到摇篮的创新和可持续性

Darden Case: Strategy (Topic) Pub Date : 2008-10-21 DOI: 10.2139/ssrn.1278402

Andrea L. Larson, J. York

引用次数: 4

Introduction to Wind Energy 风能简介

Darden Case: Strategy (Topic) Pub Date : 2008-10-21 DOI: 10.2139/ssrn.908788

Andrea L. Larson, S. Keach, G. Jackson

{"title":"Introduction to Wind Energy","authors":"Andrea L. Larson, S. Keach, G. Jackson","doi":"10.2139/ssrn.908788","DOIUrl":"https://doi.org/10.2139/ssrn.908788","url":null,"abstract":"This note provides a technical and market overview of the wind power industry as of 2007. Growing off a small base, investments in wind energy technology and applications are rapidly expanding worldwide. Oil price increases, energy security, and renewable energy demand are driving investments and technology innovations as well as new entrants into the industry. As a consequence of component supply falling behind demand, prices have risen; state, federal, and international government policies will also have a significant impact on supply and demand in the years that follow. \u0000 \u0000Excerpt \u0000 \u0000UVA-ENT-0017 \u0000 \u0000Rev. Mar. 30, 2011 \u0000 \u0000INTRODUCTION TO WIND ENERGY \u0000 \u0000First, there is the power of the Wind, constantly exerted over the globe…. Here is an almost incalculable power at our disposal, yet how trifling the use we make of it! It only serves to turn a few mills, blow a few vessels across the ocean, and a few trivial ends besides. What a poor compliment do we pay to our indefatigable and energetic servant! \u0000 \u0000—Henry David Thoreau \u0000 \u0000In 2006, the world's highest wind turbine was built in Laasow, Germany. Installed on a 160m SeeBA tower, the Fuhrlander 2.5MW turbine, designed by Wind to Energy GmbH, delivers 7 million kilowatt-hours (kWh) per year—enough to power about 1,800 four-person households. Could wind energy, which currently meets barely 1% of the world's energy needs, become a major power source in the decades to come? This technical note describes the technology and economics of wind energy and explores some of the many forces driving the industry. \u0000 \u0000Introduction \u0000 \u0000Source: Wind to Energy GmbH (W2E)(http://www.wind-to-energy.de; accessed 10 October 2007). \u0000 \u0000. . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133277881","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 55

The Battle for Logan Airport: American Airlines Vs Jetblue (B) 洛根机场争夺战:美国航空与捷蓝航空(B)

Darden Case: Strategy (Topic) Pub Date : 2008-10-21 DOI: 10.2139/ssrn.912145

Ming-Jer Chen, Jason Anderson, Jeff Tolonen

引用次数: 0

Telework at At&T: Strategy and Systems Thinking At&T的远程办公:战略和系统思考

Darden Case: Strategy (Topic) Pub Date : 1900-01-01 DOI: 10.2139/ssrn.1278405

Andrea L. Larson, Octovio Avila

{"title":"Telework at At&T: Strategy and Systems Thinking","authors":"Andrea L. Larson, Octovio Avila","doi":"10.2139/ssrn.1278405","DOIUrl":"https://doi.org/10.2139/ssrn.1278405","url":null,"abstract":"This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase discusses AT&T's adoption of telework before it was commonly done as an example of implementing sustainable business practices. Excerpt UVA-ENT-0091 TELEWORK AT AT&T: STRATEGY AND SYSTEMS THINKING AT&T was an early adopter of the now well-accepted telework option. Yet even in 2007 the value of telework is underappreciated as a sustainability strategy that makes positive contributions to a company's bottom line simultaneously with benefits to environmental and community health. AT&T's pioneering decision in 1989 to allow a small number of employees to telework, the company's ongoing promotion of the program, and the program's productive use by employees were the products of a combination of “intrapreneurial” elements within the company. By the early 2000s, the annual business benefits of the program had grown to more than $ 180 million. In addition to substantial financial benefits telework at AT&T provided a range of employee and environmental benefits. Furthermore, as they cope with weather-related disasters such as Hurricane Katrina, which hit the coast of Louisiana in 2005, the business community may find operating and strategic advantages of engaging in a well-conceived telework policy. History of Telework “Teleworking” is defined as performing work at any location other than the conventional work location. Work goes to the worker rather than the worker going to work in the traditional sense. “Telecommuting,” a more familiar and related term, is that portion of telework in which work is conducted from home so as to avoid a daily trip to and from work. Desktop and laptop computers, wireless technology, pagers, and advanced voicemail systems are among the technological innovations that enable telework. The International Telework Association and Council (ITAC) cited 1972 as the first significant date in the history of telework. In that year Jack Nilles, a researcher at the University of Southern California, examined the telecommunications–transportation trade-off of teleworking that he experienced as a consulting rocket scientist in the U.S. Air Force Space Program in the early 1960s. As a result of his subsequent influential research, publications and other professional activities, he became known as “the Father of Telecommuting/Telework.” . . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116486744","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

What is Strategic Management? 什么是战略管理?

Darden Case: Strategy (Topic) Pub Date : 1900-01-01 DOI: 10.2139/ssrn.1585670

R. Freeman, G. Fairchild, S. Venkataraman, Jenny Mead, Ming-Jer Chen

引用次数: 13

Levy Restaurants 利维餐馆

Darden Case: Strategy (Topic) Pub Date : 1900-01-01 DOI: 10.2139/ssrn.1423321

Edward D. Hess, Shizuka Modica

{"title":"Levy Restaurants","authors":"Edward D. Hess, Shizuka Modica","doi":"10.2139/ssrn.1423321","DOIUrl":"https://doi.org/10.2139/ssrn.1423321","url":null,"abstract":"Growing from a passive investment in a Chicago delicatessen in 1978, into a national foodservice company by 2007, Levy Restaurants (Levy) served approximately 63 million customers a year at more than 85 different restaurants and sporting and entertainment venues. Then Levy expanded its fine-dining restaurant business into sports and entertainment venues and such unexpected places as Disney World. Levy grew at greater than 20% compounded growth rates between 1999 and 2007 because of a plethora of newly constructed baseball, football, basketball, and hockey arenas and stadiums. When construction growth leveled off, Levy responded by expanding into entertainment venues. How could Levy maintain its stellar growth rate? Levy's answer to this question depended, in part, on how it defined its core competencies; it needed to decide whether it was a fine-dining company or a foodservice company and how its customer-value proposition differed from its competitors. Levy had to determine which new customer segments to expand and whether to grow, maintain, or shrink its restaurant business. Excerpt UVA-S-0155 March 6, 2009 LEVY RESTAURANTS Levy Restaurants (Levy) was an accidental entrepreneurial success story. Growing from a passive investment in a Chicago delicatessen in 1978 into a national foodservice company by 2007, it served approximately 63 million customers a year at more than 85 different restaurants and sporting and entertainment venues, employed approximately 20,000 employees, and generated more than $ 800 million in revenue. Levy's business model had evolved iteratively and serendipitously over the years from 1978 to 2007. From its restaurant roots, Levy branched into the sporting world after agreeing to a good friend's repeated requests to cater the luxury boxes at the baseball games of his team, the Chicago White Sox. This led to a similar request from the Chicago Cubs. Then Levy expanded its fine-dining restaurant business in Chicago into sports and entertainment venues and such unexpected places as Disney World, Churchill Downs, and local zoos. Levy subsequently took a big risk when it expanded into general concessions at the ballpark—a move from filet mignons to hot dogs. This move had the potential of diluting Levy's reputation as fine dining company and what differentiated it from its competition. Levy had grown at greater than 20% compounded growth rates between 1999 and 2007 (Exhibit 1) because of a plethora of newly constructed baseball, football, basketball, and hockey arenas and stadiums. When construction growth leveled off, Levy responded by expanding into entertainment venues. Another major change occurred in 2006 when Levy became a wholly owned subsidiary of the London-based public company, Compass Group (Compass). . . .","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"104 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124820535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0