A recent case study written by professor David Bell and Agribusiness Program director Mary Shelman reveals how the chicken giant adapted its famous fast-food formula for the local market.
KFC’s strategy was to be part of the local community, not be seen as a foreign presence. – China division chairman and CEO Sam Su combined the best ideas from the US fast-food model and adapted them to serve the needs of the Chinese consumer. Read More..
The CEO of Satyam Computer Services Limited (SAY) has acknowledged that the accounting books for the entire company was a complete sham for several years. The tide has gone out and caught Satyam with its pants down. Actually, Satyam hasn’t been wearing any pants for many years.
Pre-market, the shares are down over 90% with bankruptcy certainly to follow.
Mr Raju admitted that the September quarter accounts for last year included a non-existent cash and bank balances of Rs50.40bn ($1bn), non-existent accrued interest of Rs3.76bn and other irregularities. Read more on Satyam…
Introduction: Splash Technology Holdings, Inc., began as an operating division of Radius, a publicly traded graphics and video subsystems developer. The Splash division developed software-based color servers that connected digital color laser copiers to local area networks. After a merger with its principal competitor, Radius began exploring the sale of its noncore but profitable Splash division, first to corporate buyers and then to private equity investors.
Challenges: The head of the Splash color server division, Kevin Macgillivray, who would later serve as CEO of Splash Technology, led the management team’s discussions with potential acquirers, seeking to balance the interests of Radius and the new company. “Radius wanted to obtain the best price. The management team that would head Splash Technology wanted the best strategic partner,” he explains.
Abstract: This case study details the predicament faced by Nand Kumar, who worked as a Marketing Manager in a consumer packaged goods company.
Aggrieved at the cost-cutting measures introduced at the company, Kumar shot off an email to the CEO of the company. Now, after receiving the response from the CEO, he wondered whether he had approached the issue in the right way…
Click here to read more on Business Communication: Orient Marketing Pvt. Ltd
Challenges: By late 2002, more than 90 percent of WebSideStory’s revenues came from its new subscription model, but board members felt the company still was not fully capitalizing on opportunities. They began looking for a CEO who could take WebSideStory to the next level, broadening its product line from web-based analytics to a comprehensive suite of digital marketing tools—including search, web content, and keyword management modules.
Solutions: With Summit’s guidance, the board recruited industry veteran Jeff Lunsford as CEO in 2003. Under his leadership, WebSideStory continued to grow, generating $16.4 million in revenues in 2003, and $22.6 million the following year. Lunsford began preparing the company for an initial public offering (IPO).. Read more..
Abstract: James Mwangi, the CEO of Equity Bank, a microfinance services provider, settled behind the wheel of his car and began the long drive back to Nairobi, Kenya. He had just hosted a dinner for 2,000 people in a rural village three hours from the city. The event was designed to educate attendees on financial services in general as well as on Equity Bank (Equity or EB) in particular. The vast majority of Kenyans had historically been excluded form formal sources of capital, such as banks, building societies and other regulated financial institutions. Click here to read more…
“We’ve seen a significant expansion in our business, and Optimal Payments has played an instrumental role in helping us drive that growth.” – Yona Shtern, CEO, Beyond the Rack
Introduction: Fast growing online retailer Beyond the Rack has standardized the processing of all of its consumer payments using Optimal Payments and their NETBANX services. NETBANX delivers a complete online processing and fraud detection solution and has easily scaled to manage Beyond the Rack’s accelerating transaction volumes. The NETBANX solution also includes processing of local currency payments from customers in the U.S. and Canada without cross border surcharges, ensuring Beyond the Rack can outcompete other U.S. domestic e-tailers.
Managing Rapid growth: Such rapid growth creates challenges for a business. For Beyond the Rack, one issue was how to reliably and efficiently process payments for its customers. As a start-up, it believed that it was not necessarily going to be able to get the attention and flexibility it needed from a bank or other payment service providers.Beyond the Rack selected Optimal Payments’ NETBANX payment processing service because it provided everything in the payment-through-settlement chain for the retailer and had a rock solid reputation.Click here to read more on Beyond the Rack: NETBANX
Challenge: AMEC was undertaking a CEO-mandated, global ‘Operational Excellence’ initiative to establish process efficiencies and cost savings across its enterprise. Twelve focus groups were formed to represent various aspects of its global operations, including an IT focus group that was tasked with introducing Business Process Management (BPM) technology into the company. The goal of implementing BPM technology across AMEC was to ultimately achieve global transformation through the automation of key business processes..Click here to read more…
Abstract: American Apparel, Inc, which was once the fastest growing retailer of America, is now striving to save its bleeding bottom line. With the possible bankruptcy looming on the American Apparel heads and huge pile of loans to pay, it is battling to get on the operating profits necessary for its ery existence.
The present case depicts the struggle of founder and CEO Dov Charney to revive the company with his recovery mechanism, inventory management, strengthening online & offline sales and crushing operating expenses to fight against the quarter by quarter losses,negative EPS and decreasing margins. Click here to read more…
The Challenege: A major U.S. multinational with roughly 30,000 employees in more than 100 countries was facing higher premiums for insured employee benefits year after year. The company was working with a wide range of local brokerage firms around the world, and lacked the internal resources to properly oversee the benefits programs in each country.
While the firm had three multinational pools in place, the pools were not being actively managed and failed to produce any significant financial benefits for the company in recent years. The CEO of the company had initiated expense reductions throughout the organization and asked the global benefits department to assess their program worldwide and reduce the cost. Click here to read more…