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Steve "Sneeze" Wyatt attempts to thwart his parents' plan to have him skip eighth grade, but he has bigger problems when his friends disapprove of his new list and Mrs. "Fierce" Pierce threatens to keep him from the Invention Convention.
This book is the first to present a rich selection of over 30 real-world cases of how leading organizations conduct Business Process Management (BPM). The cases stem from a diverse set of industry sectors and countries on different continents, reporting on best practices and lessons learned. The book showcases how BPM can contribute to both exploitation and exploration in a digital world. All cases are presented using a uniform structure in order to provide valuable insights and essential guidance for students and practitioners.
Best Buy is the largest consumer electronics retailer in the US, accounting for 19% of the market. Globally, it operates around 4,000 stores in the US, Canada, Mexico, China, and Turkey. Its subsidiaries include Geek Squad, Magnolia Audio Video, Pacific Sales, and Future Shop.Best Buy distinguishes itself from competitors by deploying a differentiation strategy rather than a low price strategy. In order to become a service-oriented firm, it changed the compensation structure for sales associates and applied a customer-centric operating model to provide end-to-end services. It also heavily invested in the training of sales professionals so they can better understand products and better assist customers. As a result, the company is widely recognized for its superior service.Best Buy still faces competition, however, from large brick and mortar stores like Wal-Mart, as well as e-commerce stores like Amazon. The economic downturn and technological advances (the frequent introduction of new products) have also put stress on its financial strength and the quality of its customer service. The key challenge for Best Buy is to determine the correct path to improve its differentiation strategy. The main question is: How can Best Buy continue to have innovative products, top-notch employees, and superior customer service while facing increased competition, operational costs, and financial stress?
This comprehensive text offers an engaging look into new and traditional strategic management topics. Its thorough coverage helps students develop an understanding of the wide range of theories and research available in this field-from competitive strategy and industry analysis to environmental trends and ethics. Integration of international, as well as specifically Canadian, issues and examples throughout provides an essential understanding of both Canadian global economics and its impact on business activities in any location.
Target is a US mass-market discount store catered to shoppers seeking high quality products. In a crowded market, Target was eager to grow its business outside the US and online. It expanded to Canada in 2011 by acquiring a failed retailer. A move that seemed prudent actually saddled Target with inconveniently located stores and strained its logistics infrastructure. Closing down its Canadian stores, Target focused on strengthening its online presence. But two massive data breach incidents in 2013 and 2014 affected over 100 million of its customers and weakened Target's sales significantly. In order to keep its market share on a par with competitors such as Walmart and Amazon, Target clearly has challenges to be met.
At Harley Davidson, customers not only purchased a motorcycle, they bought the "rebel" lifestyle Harley signified. This rebel image took a long time to develop and constituted a major competitive advantage for Harley. Nothing promised the same excitement as being on the open road on a Harley, its engine roaring, the wind whipping, the great open spaces of America just down the road. Harley Davidson specifically targeted a narrowly defined market of middle-aged males with disposable income. However, as US baby boomers got older, the company recognized that it had to look to new markets and demographics to expand sales.
For undergraduate and graduate level Strategic Management courses. Get straight to the heart of important strategic management concepts. This brief text offers a concise explanation of the most important concepts and techniques in strategic management. Further, cases and simulations are a perfect supplement to Essentials of Strategic Management, while its brevity also makes it suitable for use in corporate and executive training programs. This edition contains new information to reflect the latest changes in the discipline while remaining brief and to the point.
Tesla Motors, Inc. is in the business of developing, manufacturing, and selling technology for high-performance electric automotives and power train components. Hoping to develop a greater worldwide acceptance of electric vehicles as an alternative to the traditional internal combustion, petroleum based vehicles that dominate the market, Telsa is the first company that commercially produced a federally compliant electric vehicle with the design styling and performance characteristics of a high-end performance automobile. Telsa currently offers one vehicle, the Roadster, for sale, as well as supplying electric power train components to Daimler for use in its Smart EV automobile. Additionally, Tesla has a partnership with Toyota Motors to develop and supply an electric power train for Toyota's Rav4 SUV.