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Mba Case Study Presentation Template

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Case Study Template

Transcript: Reflections Brief description of the case Use an engaging presentation method PowerPoint Prezi Nearpod Any other presentation method that has been approved by me Why did you pick this case for this case study? Presentation Method Title What is the title of your case? ex: 1989 San Diego, CA Evidence ex. Savoy at Dayton Station Apartment Complex, 11 pm What was the legal outcome? Sentencing? When and Where Relation to Focal Point Grade Year, geographic location Outcome Keep it simple! These are guidelines for the information you should include in your case study What Forensic Evidence Witness testimony How did the suspect become a suspect? Did the suspect have the means, motive, and opportunity? (MMO) Physical location/time of day Use note format that focuses on key points No long sentences Each case study will have a specific focal point Keep it short and to the point Do not present by standing at the front of the room reading sentences!! Is this a famous or well known case? If so, why? Famous Case? Case Study Template How does this case relate to the assignment focal point? Your grade will be based on Content Presentation Effort Effective use of class time

Westjet Case Study Template

Transcript: More than 80 destinations Maintaining WestJet Culture Create new Mission Statement Expansion Revenue exceeds $2.5 Billion Income of $178 Million 6 Core Values (15) Endnotes: (1)Ken Mark. Westjet: Building A High-Engagement Culture. Ivey Management Services, 2009. Page 2. (2)Ken Mark. Westjet: Building A High-Engagement Culture. Page 3-4. (3)Ken Mark. Westjet: Building A High-Engagement Culture. Page 3-4. (4)"About WestJet." WestJet, WestJet Vacations | Airline Tickets, Seat Sales, Flight Deals . N.p., n.d. (Accessed Web. 19 Nov. 2012). <http://www.westjet.com/guest/en/about/index.shtml> (5)"About WestJet." WestJet. http://www.westjet.com/guest/en/about/index.shtml> (6)"2011 Responsible Growth Review."WestJet, WestJet Vacations | Airline Tickets, Seat Sales, Flight Deals. N.p., n.d. Web. (Accessed 12 Oct. 2012). <www.westjet.com/pdf/responsible-growth-en.pdf>. (7)Langton, Nancy, Stephen P. Robbins, and Timothy A. Judge. Organizational Behaviour: Concepts, Controversies, Applications. 6th Canadian ed. Toronto: Pearson Canada, 2013. Page 396. (8)Ken Mark. Westjet: Building A High-Engagement Culture. Page 7 (9)Ken Mark. Westjet: Building A High-Engagement Culture. Page 5-6 (10)Ken Mark. Westjet: Building A High-Engagement Culture. Page 10 (11)Langton. Organizational Behaviour: Concepts, Controversies, Applications. Page 84 (12)Langton. Organizational Behaviour: Concepts, Controversies, Applications. Page 132 (13)Langton. Organizational Behaviour: Concepts, Controversies, Applications. Page 364 (14)Ken Mark. Westjet: Building A High-Engagement Culture. Page 5 (15)"About WestJet." WestJet. http://www.westjet.com/guest/en/about/index.shtml> (16)Pugliese, Ferio . Interview by Angela Scappatura. Canadian HR Reporter TV. CSTD/IFTDO World Conference, November 11, 2009. (17)"Canada's Top 100 Employers: National Competition." Canada's Top 100 Employers. http://canadastop100.com/national/ (accessed November 19, 2012). (18)"10 Most Admired Corporate Cultures 2005-2011 | Waterstone Human Capital." Waterstone Human Capital. http://www.waterstonehc.com/cmac/about-canadas-10/10-most-admired-corporate-cultures-2005-2011 (accessed November 19, 2012). (19)"aircanada.com - About Air Canada." Air Canada - Official Site | Site Officiel - Flights, Airline Tickets | Vols, Billets d'avion. http://www.aircanada.com/en/about/index.html (accessed November 19, 2012). (20)"About Us." CanJet. http://www.canjet.com/en/home/aboutus/default.aspx (accessed November 19, 2012). "A system of shared meaning held by members that distinguishes the organization from other organizations." (13) Recognition and Rewards By 2016, WestJet will be one of the five most successful international airlines in the world, providing guests with a friendly caring experience that will change air travel forever. (4) Recommendations 55 Destinations 1400 Employees (approx.) (3) Factors Contributing to WestJet's Success Goal Setting CARE Group and WHY Survey "What most airlines are missing is the people component." -Ken McKenzie, Executive Vice-President Of Operations at WestJet. (14) Today's Statistics Vision Statement Summary Canada's Top 100 Employers: 2002, 2005, 2012, 2013 (17) Canada's Most Admired Corporate Culture: 2005, 2006, 2007, 2008, 2011 (18) Works Cited Pugliese, Ferio . Interview by Angela Scappatura. Personal interview. CSTD/IFTDO World Conference, November 11, 2009. "10 Most Admired Corporate Cultures 2005-2011 | Waterstone Human Capital." Waterstone Human Capital. http://www.waterstonehc.com/cmac/about-canadas-10/10-most-admired-corporate-cultures-2005-2011 (accessed November 19, 2012). "2011 Responsible Growth Review." WestJet, WestJet Vacations | Airline Tickets, Seat Sales, Flight Deals. www.westjet.com/pdf/responsible-growth-en.pdf (accessed October 12, 2012). "About Us." CanJet. http://www.canjet.com/en/home/aboutus/default.aspx (accessed November 19, 2012). "About WestJet." WestJet, WestJet Vacations | Airline Tickets, Seat Sales, Flight Deals . http://www.westjet.com/guest/en/about/index.shtml (accessed November 19, 2012). "Canada's Top 100 Employers: National Competition." Canada's Top 100 Employers. http://canadastop100.com/national/ (accessed November 19, 2012). "aircanada.com - About Air Canada." Air Canada - Official Site | Site Officiel - Flights, Airline Tickets | Vols, Billets d'avion. http://www.aircanada.com/en/about/index.html (accessed November 19, 2012). Ken Mark. Westjet: Building A High-Engagement Culture. Ivey Management Services, 2009. Langton, Nancy, Stephen P. Robbins, and Timothy A. Judge. Organizational Behaviour: Concepts, Controversies, Applications. 6th Canadian ed. Toronto: Pearson Canada, 2013. Leadership Early History Values Thank You! Create unity within a group by establishing a "vision of the future" for the group, then impressing this vision on others and inspiring new followers. (7) Job Satisfaction Organizational Commitment Cultural Intelligence Further Expansion (2) 2000-2007 2011 Responsible Growth Review ...and

Template Case Study Tilia

Transcript: TECH SALES PITCH history history 2016 2017 2015 2018 testimonials testimonials story 1 story 1 Name Title story 2 story 2 Name Title Name Title story 3 story 3 products & services products & services product 1 product 1 product 2 product 2 product 3 product 3 title title

Case study MBA

Transcript: Contemporary Management Case Study 1 : Trader Joe`s Arab Academy for Science, Technology & Maritime Transport, Smart Village Campus Couse Code : (MNG914) Under the supervision of Dr. Cherine Soliman Overview Trader Joe is an American chain Grocery stores. founded by Joe coulombe in Pasadena in 1967. Overview Trader Joe`s History Joe Coulombe (Founder) “Pronto Markets” Small stores chain of 7-Eleven Acquired by Albrecht family German billionaires and owners “Aldi markets” in US, Europe & Aust. 530 Stores in 42 US states Annual Revenue $16.5 billion Forbes: “America’s Best Large Employers 1ST “Trader Joe’s” Targeted Segment: “overeducated and underpaid people” Competitive Advantage: New things for consumers on vacations 365 Stores across the US Annual Revenue $9 billion Factors of Success 1- Search out tasty, unusual goods 2- Contract Directly with manufacturers 3- Label Product under one of several catchy house brands. 4- Maintain a small stock, each product fight for its place on the shelf Factors of Success Trader Joe`s Business Model Bussines Model Business Model Discussion Points Question 1 In what way does Trader Joe's demonstrate the importance of each responsibility in the management process? Discussion Points Question 2 :What are the bigger risks that international ownership and global events pose for Trader Joe's performance effectiveness and performance efficiency? Question 1 In what way does Trader Joe's demonstrate the importance of each responsibility in the management process? Question 1 Planning Planning Maintaing their vision (Trader Joe’s believes every customer should have access to the best prices ) . Planning maintaining their vision (Trader Joe’s believes every customer should have access to the best prices on the best products every day) Trader Joe’s Staff Organzing Organizing Extraordinary shopping experience by finding unusual foods from around the world Extraordinary shopping experience by finding unusual foods from around the world brought directly from the manufacturer’s bought in volume and contracted early to get the best prices, labeling their products with catch phereses Leading Leading Capitalizing on their employee’s intellectual capital and hire people with a high level of human skills who can be considered multitaskers and be evaluated on a quarterly based an skills who can be considered multitaskers Controling Controlling They measure their performance by the “one in, one out” strategy by getting rid of any product that doesn’t satisfy their customer Question 2 What are the bigger risks that international ownership and global events pose for Trader Joe's performance effectiveness and performance efficiency? Question 2 Comminication Lack in communcation between owners and managers: Since the owners are from Germany, which is so far from America, they have to run the company and solve the problem that they have encountered through their managers. Lanuguage & culture The Difference in Language & Culture When shifting a location to another country, some of Trader Joe's renowned methods may be lost. Linguistic constraints may prevent a company from thriving and developing to its full potential Govermentental issues Action from the US government Any statutory laws that are put in place by the US government in the dependency will adversely affect the plans of the company. Economical Effect Economical Effect: Different Exchange Rate Salaries Different Exchange Rate: The change in the exchange rate in America will inevitably affect any future plans of the company. Salaries: Increase in labor costs between Germany and US, the increasing in labor costs can hugely affect the profit margins Problem Solving Example : Hazel Plan in Trader Joe`s Problem Solving Hazel Streatgy At the age of 22 and newly graduated from college, Hazel has just accepted a job with Trader Joe’s as a shift leader. She’ll be supervising 4 team members who fill part-time jobs in the produce section. Given Trader Joe’s casual and nontraditional work environment, what should she do? 1) Focus to imbue her part timers team with the customer-focused attitude shoppers have come to expect. 2)Encourage team to taste and learn about the products and to engage customers to share what they’ve experienced 3) Learn her team that most shoppers recall instances when helpful crew members took the time to locate or recommend particular items 4) Foster in them the loyalty necessary to run stores according to both company and customers expectations what should she avoid doing in the first few days of work to establish herself as a skillful manager of this team? Avoid applying new procedures or policies rather than the ones recommended by Trader Joe’s university Further Research Further Research SWOT Analysis Trade Joe`s SWOT Analysis Strength Strength Robust domestic market Competitive prices Trader Joe’s Staff Loyal customer base Strong brand presence Weakness Weakness Extraordinary shopping experience by finding unusual foods from

McKesson MBA Template

Transcript: McKesson Business Analytics Trevor Compton, McKesson Area Sales Manager Dylan Sutton, McKesson Corporate Account Director Brian Gillett, McKesson Account Executive THANK YOU! Introduction and Agenda McKesson Team Introduction & State of the Business Trevor Compton, ASM Dylan Sutton, Corp. Accts Brian Gillett, AE Nicole Compton, McK Brands Agenda Spend Analytics Spend Analytics (insert time frame) How are we performing? How are we doing? Opportunities Opportunities Next Steps Next Steps

AirBnB Case Study Template

Transcript: AirBnB Case Study - Group 9 Challenges & Recommendations Shareholders Stakeholders Employees ---- Covered by: Brad Kreider We will be walking you through our AirBnB company action plan that we have built in response to the Covid 19 Pandemic. Our framework addresses our 5 key Stakeholders: Hosts ---- Covered by: Vanessa Rives Shareholders ---- Covered by: John David Guests ---- Covered by: Abigail McMoran Community ---- Covered by: Julia Obregon Shareholders Shareholders Defend (Risk/Rewards): - Maintain: Fight to keep our positions in the market despite its overall decline. Be consistent. - Budget: Every line item on the financials will need to be defended, otherwise it will need to go. - Hold: Reset expectation of going public, shareholders will not be sold short. Seize (Risk/Reward): - Adapt: Be ready to fill spaces where others are lagging, offer what others cannot. - Campaign: Learn to market within a covid atmosphere. Airbnb= safe, distanced, and clean - Envision: Accept the bleak reality, pursue the future. Hosts Hosts Our backbone Host Align (Risks/Rewards): Airbnb is asking for hosts to offer their homes as quarantine sites for families that have been exposed to COVID . We are also introducing an RV hosting option. Understand: Any host that agrees to become an official COVIDaid home will immediately receive Super Host recognition as well as receive the COVIDaid digital badge on your listing. Envisage: This status strengthens your algorithm when searching for places to stay. Engage (Risks/Rewards) Motivate: The host will align with CDC disinfecting guidelines to keep all guests safe. It is also recommended to partner with local housekeeping companies that may need the business during this economic crisis. Conclusion: Joining together now to create a COVIDaid platform will help ensure it's existence in the future - this will help us continue to prosper and be better than before, even post-pandemic. Guests Guests Customer First Guests Understand: As Airbnb moves into this new era, needs and wants of guests must be a top priority. The company must continue to offer services and drive bookings to survive, while also providing a safe environment for guests. Enlist: Enlist employees and hosts to carry out the COVID safe messaging and stays. Envisage: Offer safe and easier stays(despite the pandemic circumstances), and New Virtual Experiences Clean Stays Guaranteed - Airbnb offers clean environments - Emphasize the safe away from home experiences - Provide High level disinfectant homes for COVID weary travelers COVID AID Homes - Safe “Work From Home” experiences - Appeal to people who are “remote work travelers”, people needing a getaway, or city escapees/change of scenery, etc. - Make traveling during remote work easier – Airbnb offers amenities like kitchen, separate living areas, private outdoor areas, etc. - For people escaping city life, Airbnb offers a safe and affordable stays in Country/Suburban areas - Van life/RV Hookup Spots - New Virtual Experiences - For Adventurers - Virtual Tours of Popular Tourist Destinations - Classes & How tos, Virtual Tastings - Virtual community to discuss travel & recommendations with guests and hosts Communicate & Act: Motivate the corporate employees to drive and implement this new strategy. Clearly message the opportunities and guarantees for guests, and the role hosts will play in this strategy. Conclusion: As we implement this plan guests will be pleased and continue their business with Airbnb, driving growth for the company. Employees Employees Driving Results Employees Align (Risks/Rewards): Understand- Recognize COVID environment, remote tech, embrace the pivot instead of being victimized- awareness is key, surveys Enlist- Establish core COVIDaid team to communicate critical updates, motivate others to support guest/host experience pivot to COVIDaid Envisage- Explain new COVIDaid vision, “what’s in it for me”, flexibility, narrow focus, remote work as guests, simple strategy Engage (Risks/Rewards): Motivate- Sense of urgency- guests/hosts and the evolving COVID threat, remote town halls, communicate potential risks of status quo Communicate- Continue town halls, remote work indefinitely, seek feedback from guests/hosts through COVIDaid Act- Incentives for more bookings via COVIDaid, Integrate new booking methods, continue training Consolidate- Celebrate stages of COVIDaid bookings in intervals (100th/1,000th, etc) Conclusion- COVIDaid embodies Airbnb philosophy of “airfam”- North Star for how people in our community should treat each other Community Community Our Moral Compass Community Gone Virtual Utilize existing Airbnb app & dedicate expansion of current platform - prepare to be a COVIDaid platform & be a forerunner for Community Support. 1. Community Support - Partner and feature local businesses -Restaurants - - Takeout - Experiential - Activities - - Safe distribution of community connection - Cleaning services - - Utilize local house cleaning companies 2.

Case Study Template Example

Transcript: Continuous Listening to Drive Success The Approach The Engagement The Impact The Client About Sana Sano What is Sana Sano? Sana Sano comes from the Latin phrase Mens Sana in Corpore Sano– a sound mind in a sound body. The company was founded on the core principle of alignment. An organization with the best purpose, vision, mission, and strategy— what we call the mind, or sana— will fail without having perfect alignment with its people— what we call the body, or sano. An organization with a sound mind in alignment with its sound body produces high performance! We are a great team of strategists, leaders, and below-average golfers. Our incredibly diverse backgrounds create the ideal team to help you drive meaningful change and lasting results. Ken Wilkins, Strategy Thought Leader & Co-Founder Robby Riggs, Transformation Thought Leader & Co-Founder The Client Vision: The company aspires to be the best in the pet products distribution business Industry: Pet Food & Supplies Size: ~$1B Revenue History: The thirty-year-old company has grown substantially over the past five years, primarily through the acquisition of small, regional distribution companies The Engagement Challenge: Growth in scale, operational efficiency, capabilities, and human capital talent Constraints: We engaged leaders through a rigorous Leadership Development Program and measured the effectiveness of all changes through six pulse checks throughout the year. Desired Outcome: Build and communicate an actionable Vision, Mission, Values, and a five-year Strategy The Approach Contributions: We developed a cross-functional, un-biased view of the challenges the client was facing with our proprietary Org Health Check and Employee Engagement Survey. Experience: We leveraged our more than 30 years experience running projects of all shapes and sizes to create structure and consistency for the client in how they were evaluating their organizational health. Expertise: Our proprietary assessment tools provided a quantitative and qualitative view of the client and transformed feedback into actionable information to fuel transformation. Methodology: We engaged leaders through a rigorous Leadership Development Program and measured the effectiveness of all changes through six pulse checks throughout the year. The Impact Outcome: For the first time, the company was aligned around an inspiring Vision and Mission, with a strong foundation of shared Values and a path forward with a compelling Strategy Impact: Internal experience Champion Networks were created and primed to lead the company’s transformation to One Company as they catapulted forward on their new foundation External experience Leadership perception drastically improved, as well as people’s attitude towards and commitment to the company Growth Engagement scores increased more than 40% year over year Subscribing to Prezi Compare Plans: Why Invest in Prezi?

Blue Apron MBA Case Study

Transcript: Industry Analysis Limited Expansion of Options While Keeping Simplicity -Vegan Only Option -Expanded Quantity Selections Expansion of Complimentary Beverage Options -Expand Wine Options -Craft Beer Options From Local Breweries -Non-Alcoholic Drink Delivery -Iced Tea -Sparkling Water Corporate Advantage? Value Chain Analysis Shipping/Distribution Integration In The Future Who Are We? Competitive Advantage Future Food and Beverage Recommendations Corporate Advantage & Future Strategy Questions? -Who Are We? -Industry Analysis -Pricing Strategy -Value Chain -Competitive Advantage -Corporate Strategy and Vertical Integration -Future Recommendations Blue Apron Created a "Blue Ocean" Market to Provide a Convenient Service To Our Customers Value: Strategic Pricing ($9.99/meal) and Convenience of Delivery is Blue Apron's Value Proposition To Customers Rare: First Mover Advantage and Blue Apron's Leadership Team Are Rare Commodities Imitable: Due To The Nature Of This Business, There Is Nothing Proprietary Involved, Thus Market Share Must Be Maintained Through Quality of Service and Continued Innovation Substitutable: Blue Apron Will Need To Continue To Demonstrate Their Value In The Future To Keep Their Competive Advantage. There Are No Switching Costs And Numerous Competitors In This Space Vying For Market Share Increase The Number of Source Farms And Vineyards To Drive Competition As Economy of Scale Grows Further Acquisition Of Shipping And Distribution Centers To Cut Down On Shipping Costs And Maximize Freshness Both Initiatives Above Also Leverage Additional Advantages That Customers Value By Increasing The Availability and Price of Locally Sourced and Fresh Ingredients We Target Very DIVERSE Customers -Single Professionals -Couples -Families That All Have The SAME Thing In Common: They Enjoy The Activity And Experience Of Cooking And Enjoy The Convenience Of Delivery To Your Door Table of Contents Industry Analysis Differentiation From Competitors Company Introduction Paul Morris Ben Evans Ryan Schulze Srinivas Korrapati Adrian Baudy Pricing Strategy Blue Apron Brings Together The Experience of Cooking With The Convenience of Delivery Competitors That Have Entered The Market Have Bypassed Cooking and Chosen To Deliver Pre-Cooked Meals For Pure Convenience Minded Customers Established Competition Grocery Stores Restaurants New Competition Plated HelloFresh Munchery Blue Apron Was First to Market for Meal-In-A-Box Subscription Food Plans, A Space That Now Has Fierce Competition So How Does Blue Apron Differentiate Themselves? Blue Apron Operates In Only One Industry At This Time, Therefore Does Not Leverage Any Corporate Advantage Incorporating Other Businesses Into Blue Apron Is Not Feasible At This Time, Due To The Company's Youth As They Expand, Future Targets Could Include Industries That Would Be Vertical Integration Targets (Food Production, Vineyards, Food Supply Sales, or Shipping/Distribution) Internal Culinary Talent for Menu Selection Location Dependent Food Sourcing Relationships With Wineries For Wine Pairings Command Centers Inside Distribution Centers To Manage Order Demand and Logistics Heavily Insulated Packaging To Ensure Food Quality For Delivery To Customers' Doorsteps Blue Apron's Pricing Strategy Is It's Main Differentiator Against New Competition Blue Apron Is Able To Leverage Economies of Scale Through Their Market Leading Position To Deliver High Quality Ingredients At A Lower Price Than Their Competitors Blue Apron Has Demonstrated Further Differentiation By Expanding Into Wine Delivery Plans with Pairing Recommendations Coinciding With Their Delivered Recipes Blue Apron Centers on the ACTIVITY Of Cooking To Combine The Fresh Food Of A Grocery Store With The Convenience Of Delivery Saves You The Time Of The Trip To The Store As Well As the Time To Think About And Find A Recipe Plans for Individuals As Well As Families Have Recently Expanded To Include Food Supply Delivery As Well As Wine Delivery, All Paired To The Recipes Delivered That Week Integrated Cooking Tutorials Through Their Website That Coincide With The Recipes They Deliver Fresh Ingredients, Original Recipes, Delivered To You

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