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YOUR SEARCH PRODUCED 475 MATCHES.      PAGE 6 of 48    Items 51-60 of 475    2 3 4 5 6 7 8 9 10 NEXT »
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Commonwealth Edison: The Use of Social Media in Disaster Response

Authors: Diermeier, Daniel; Petrella, Daniel
Product Type: Cases
Source: Kellogg School of Management
Publication Year: 2013

[This document has not yet been rated] 1072 views

After a massive storm hit the northern Illinois service area of electric utility Commonwealth Edison on July 11, 2011, more than 900,000 customers were left without power during a hot, humid summer. At a time when the company faced public debate and criticism over its plan to raise electricity rates, in part to invest in smart-grid upgrades, engaging directly through social media was a way to strengthen relationships with customers and the general public, consistent with an important corporate goal: "Keep the lights on and information flowing."

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Tianlong Company and the Toxic Capsule Scandal

Authors: Dong, Lili; Beamish, Paul W.
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2012

[This document has not yet been rated] 667 views

On April 15, 2012, China Central Television disclosed that several capsule producers in Ru’ao had illegally used industrial-grade gelatin to produce medical capsules. The capsules were found to contain excessive chromium, a heavy metal harmful to human health. The director of Tianlong must decide how to address customers’ concerns and keep Tianlong’s good reputation from being damaged as a result of the current scandal.

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Sony PlayStation: Security Breach

Authors: Seijts, Jana; Bigus, Paul
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2012

[This document has not yet been rated] 881 views

In April 2011, Sony’s PlayStation and Qriocity services were attacked by an illegal and unauthorized intrusion into the company network, compromising user account information. Although brief statements about the issue were posted on the PlayStation blog site, Sony did not publicly disclose the full extent of the security breach or the expected date when network services might return to normal, leaving many people speculating if personal or financial information had been illegally obtained...

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o.b.: The Case of the Missing Tampons

Authors: Weil, Mary; Seijts, Jana; Bigus, Paul
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2012

[This document has not yet been rated] 762 views

The chief executive officer of a large consumer health conglomerate faces a controversial situation. Loyal consumers of a feminine hygiene product are outraged when they learn that a highly coveted product has been permanently discontinued...

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Enbridge Michigan Oil Spill: Patrick Daniel's Challenge (A, B)

Authors: Seijts, Gerard; Watson, Thomas
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2012

[This document has not yet been rated] 681 views

In 2010, approximately 20,000 barrels of oil being shipped south by Enbridge spilled into Michigan’s Talmadge Creek, contaminating wetlands around Battle Creek and the nearby county seat of Marshall, including a stretch of the Kalamazoo River. The CEO of Enbridge faced an almost impossible challenge. He needed to prove to American citizens — and to industry regulators, market watchers, company shareholders and Enbridge employees — that his company deserved to be judged on its own merits, not as a Canadian version of BP.

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The Christchurch Earthquake and Crusaders Rugby (A, B)

Author: Bryant, Murray J.
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2012

[This document has not yet been rated] 724 views

On February 2011, a large earthquake hit Christchurch, New Zealand, causing loss of life. The Crusaders, a major sports franchise headquartered in Christchurch, must plan for the season, given that its facility has been extensively damaged and the season has already commenced. The franchisee board, managers, coaches and players have to deal with this catastrophe and build morale in the community by deciding what to do.

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Disney Crisis Exercise

Author: Feddersen, Timothy
Product Type: Exercises
Source: Kellogg School of Management
Publication Year: 2012

[This document has not yet been rated] 877 views

In this real-time exercise, student teams will advise Disney how to respond to a crisis precipitated by vocal and well-organized influence groups that threaten its brand as part of their advocacy on behalf of social causes...

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A Strategic Perspective on Bankruptcy

Authors: George, Bill; McLean, Andrew N.
Product Type: Notes
Source: Harvard Business School
Publication Year: 2012

[This document has not yet been rated] 1665 views

This case suggests that among certain stakeholders, bankruptcy has come to be viewed as merely a vehicle for corporations to circumvent their obligations.

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At Ford, Turnaround Is Job One

Authors: Bell, Matt; Shein, James B.
Product Type: Cases
Source: Kellogg School of Management
Publication Year: 2012

[This document has not yet been rated] 690 views

The case opens with the Ford Motor Company seemingly on the path toward bankruptcy. As the case begins, CEO Bill Ford has taken the unusual step of hiring an auto industry outsider as his replacement. Alan Mulally, a thirty-seven-year Boeing veteran and principal architect of the venerable airplane manufacturer's own massive and successful turnaround, wasted little time in getting about the business of remaking Ford...

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The Big 3 Roar Back

Author: George, William W.
Product Type: Cases
Source: Harvard Business School
Publication Year: 2012

[This document has not yet been rated] 831 views

The "Big 3" - Ford Motor Company, General Motors, and Chrysler - were all headquartered in Detroit, Michigan. By 2008 they were teetering, and two required federal government assistance to stay afloat. Within three years, remarkably, the Big 3 had turned around by improving competitiveness in quality, design and cost. Many saw the "Big 3" turnaround as proof that a unionized manufacturing industry could be revived through strong, decisive leadership on multiple fronts and improved union relations.

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