Management & Strategy
Showing 121–135 of 777 results
-
L’impact des événements d’innovation ouverte: Meilleures pratiques, indicateurs et mesures de succès
0,00 $RAPPORT. Les meilleures pratiques, les indicateurs de succès ainsi que les mesures d’impact des événements d’innovation ouverte sur leurs écosystèmes respectifs.
-
Grandeur et misère de la mesure de la performance : les difficultés d’un cadre intermédiaire dans la mise en œuvre d’un nouvel indicateur
8,00 $ – 50,00 $ÉTUDE DE CAS. Le cas suit Richard, directeur régional pour le Québec, chez l’enseigne canadienne de vêtements Frippe, dans l’implantation d’un nouvel indicateur de performance.
-
Le développement des compétences des gestionnaires aux Restaurants Stella
8,00 $ – 50,00 $ÉTUDE DE CAS. Ce cas suit le Groupe Stella, une entreprise qui souhaite entreprendre un vaste programme de développement des compétences de ces gestionnaires.
-
La crise COVID-19 et les chaînes de restauration rapide : comment l’enseigne Pita Pit fait-elle face à cette crise inédite sur le marché français ?
8,00 $ – 50,00 $ÉTUDE DE CAS. Ce cas expose les défis auxquels l’enseigne de restauration rapide Pita Pit a été confrontée entre mars 2020 et le début d’année 2021 pour faire face à la crise COVID-19 dans le cadre de ses activités en France.
-
La controverse du gaz de schiste au Québec (2007-2012)
8,00 $ – 50,00 $ÉTUDE DE CAS. Ce cas décrit la controverse qui a entouré les débuts de l’industrie du gaz de schiste au Québec, de 2007 à 2012.
-
Dethronement in the Golf Ball Industry
8,00 $ – 50,00 $CASE STUDY. This case looks at the dethronement of Titleist, a dominant player in the golf ball industry.
-
Le projet du Circuit du médicament
8,00 $ – 50,00 $ÉTUDE DE CAS. Ce cas présente le « Circuit du médicament », un projet piloté par l’hôpital de Montréal visant la modernisation de la distribution des médicaments dans l’ensemble de l’établissement.
-
WACSI: Striving for Sustainability
50,00 $CASE STUDY. WACSI had taken steps to diversify its donor base, generate its own income and strengthen internal sustainability. Afadzinu wondered whether WACSI’s strategies to ensure its future sustainability would succeed.
-
PTiP: A Bumpy Road to Solar Success
50,00 $CASE STUDY. Alberts had yet to sign his first deal to license and build a turnkey solar module factory. He was unwavering in his belief that PTiP had something the country needed, but he was also aware that if it didn’t take off fairly soon, the commercial window of opportunity would close. What was the solution?
-
SolarTurtle: Searching for the Game Changer
50,00 $CASE STUDY. Van der Walt wondered whether the introduction of the BabyTurtle and the MiniTurtle, the company’s newest products, would improve the growth rate of the company.
-
Hartmann Southern Africa: Keeping Healthcare Moving Forward
50,00 $CASE STUDY. How to develop an innovation strategy that aligned with global goals and values, while considering the unique context of operating in sub-Saharan Africa.
-
The South African Post Office: On the Brink
50,00 $CASE STUDY. Barnes had hoped to turn SAPO around and that the organisation would achieve financial self-sufficiency and be able to raise its own capital within five years. However, he and his team were already three months behind in their plan to change the Post Office’s fortunes. Barnes wondered if he needed to revise his strategy.
-
Gouritz Cluster Biosphere Reserve: Towards Sustainability
50,00 $CASE STUDY. The board had established Gouritz Enterprises as a social enterprise that would be responsible for profit-driven activities which would fund the NPC’s core costs. The enterprise had not yet started work in any formal way, and Crane was not sure if establishing a separate profit-driven entity was the best way of achieving the self-financing goal.
-
Exel Petroleum: Fuel for Black Economic Empowerment
50,00 $CASE STUDY. Radebe wondered how to ensure the success of a new venture that would have to compete against the major global oil brands.
-
East Meets West in the LPGA
8,00 $ – 50,00 $CASE STUDY. Despite major achievements due largely to the internationalization process launched in the late 1990s that had helped transform the LPGA from a U.S.-based to an international tour, in 2019, the LPGA faced important challenges.
Showing 121–135 of 777 results