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 Business Case Studies The Windsor Smith Marketing and Communication Case Study This program focuses on the '4 Ps' - product, price, place and promotion - as used in Windsor Smith's overall marketing strategy. Marketing objectives, market research, the target market and marketing channels are also considered.
A Case Study in RetailThis case study approach features a small business management expert looking at two retail businesses run by two brothers, selling similar products but operating from two very different locations.
 Released - MAR-2009 Learn real-world strategies as six seasoned CEO’s of small to mid-sized businesses share their insight, knowledge, and experience. Your hosts walk you through all stages of starting a business-from initial decision-making through the setting of long-term goals. Learn about leadership and employees relations. Our experts discuss marketing ideas, the importance of branding and the development of a mission statement. Total Running Time: 2 hours and 12 minutes. In this video you will learn:
 In this lively and informative presentation, Bill Gates gives you his perspective on where technology is headed. Expanding on his belief that we're "really just at the beginning," he shares his goals for the current decade—advances in networking and application interactivity; increases in reliability and ease of use; and improvements in productivity, as information sharing becomes more and more efficient. Program Highlights
During a candid question and answer session fielded by Stanford President John Hennessy, Gates responds to issues ranging from privacy to security concerns; and from intellectual property protection to current limitations on broadband access. Duration:57 minutes (2002)
Bill Gates is Chairman and Chief Software Architect of Microsoft Corporation, the world's leading provider of software for personal computers. He began programming at age 13, and by 1974, while an undergraduate at Harvard, he had developed a version of BASIC for the first microcomputer. He formed Microsoft with Paul Allen in 1975. Today, Microsoft employs more than 40,000 people in 60 countries.
 Duration: 62 Minutes (2008) Most companies that attempt fundamental transformation fail. From a ten-year study of over 500 firms, Professor Tabrizi found the successful ones share common practices: from creating an initial sense of urgency and top-down alignment, to building cross-functional teams with the stamina to “reassemble a flying plane,” to committing to ruthless operational execution and dramatic cultural change. Hewlett-Packard and Oracle had unique transformation goals yet shared common practices. H-P’s top management set goals, timetables, and performance expectations for a multi-pronged overhaul of its operating model, capital structure, R&D investment, and IT infrastructure. Oracle’s transformation from an amalgam of seventy “little companies” to an integrated, cost-efficient structure was launched with a top-down sense of urgency, coupled with changes in performance incentives to get employees on board. Dr. Tabrizi is a Professor of Management Science & Engineering, Stanford University, and the author of “Rapid Transformation.” He received his MS and PhD from Stanford University. Ann Livermore is Executive Vice President, Technology Solutions Group, Hewlett-Packard Co. She holds an MBA from Stanford University, and she serves on the board of UPS. Safra Catz is President of Oracle Corp, and has been a board member since 2001. She earned a JD from University of Pennsylvania Law School. $129.99 [Add to Cart] Corporate Culture is an important and well debated topic in the modern business arena. Led by three prominent businesses, this program not only discusses how cultures can differ, but also demonstrates how each different style remains fundamentally important to each business. The program provides an excellent understanding of this important concept in the management of large organizations.
 We as consumers all love a bargain, but when you are paying only $5 for a t-shirt, maybe it's time to ask some questions. What can you do to ensure you make informed and ethical consumer choices? How does globalization impact on our consumer decisions? In a free market consumers are not completely powerless as they have the right to choose and the power to withdraw their business.
 How well is your business running? Evaluating Business Performance helps us to answer this question and make decisions that will improve future performance. In this program the owners of three businesses talk frankly about profitability, liquidity, efficiency and stability. Key concepts are explained and students will gain an understanding of the accounting processes required to evaluate the business performance.
Image Marketing and PR at the Bendigo BankUsing the transformation of the Bendigo Building Society into a bank, this program examines the role that management plays in creating and maintaining the image of a business. Focusing on marketing, public relations, and advertising strategies the topics for discussion include the role of business communications in marketing change, the communications tools available and the best way to deliver a message, communications planning, the role of public relations, devising communications campaigns and the role of management in employee relations.
Length: 20 minutes In this course Dr. Marianne Jennings teaches the importance of the example that all employees are setting from the bottom to the top. Dr. Jennings uses the analysis of pressure, communication, personal complacency, and indifference to educate that the "tone" of ethics resonates with each and every employee.
Duration: 59 Minutes When employees have the freedom and ability to act in the best interests of the company, performance improves. But does more freedom mean even better performance? Dr. Getz shares examples of phenomenal business results from companies whose leaders built total freedom-of-initiative organizations. These leaders understand that three universal human needs—intrinsic equality, opportunity for growth, and self-direction—must be met for all employees. To nurture and sustain the freedom culture, these leaders share their vision of the company so that employees can “own” it. Among his examples: the president of Finland’s successful cleaning services company, SOL, ensures intrinsic equality by having employees determine the office space design, furnishings, company logo, work schedules, job titles and job responsibilities. Insurance leader USAA provides growth opportunities for 21,000 employees through robust onsite training and support for college courses or business degrees. And manufacturing leader W.L. Gore champions self-direction in a unique and innovative culture built on individualized job responsibilities and fluid, situational leadership.
Isaac Getz, coauthor of Freedom, Inc., is a professor at the ESCP Europe Business School French campus, and was a visiting professor at Cornell and Stanford Universities and at the University of Massachusetts. He graduated in Computer Science, obtained an MS in Management Science, and PhDs in Psychology and in Management.
 Planning, Organizing, Leading and Controlling This program provides a behind-the-scenes look at the staging of a significant series of events from the Eureka 150 held in Ballarat, Australia in 2005. This historic event incorporated activities and entertainment targeted at many groups, with much community involvement. This program explores the stages of organizing a large event, the planning, leading and controlling required, finishing up with the criteria to successfully evaluate an event.
Phil McKinney, VP and CTO of HP’s Personal Systems Group, oversees long-range technical strategy and research and development. He is also general manager of the group’s gaming business unit.
FIRE is a four-step process for bringing creative ideas to life. Focus on what you’re going to pursue rather than wait for inspiration to strike. Ideate by brainstorming and asking the “killer questions.” Rank ideas to ensure they meet specific goals of the organization. Execute on the ideas with a staged rollout for validation. PO, or perspective and observation, bring the big picture to the process. When we broaden our perspective by knocking down ingrained blinders, and get in the field to directly observe problems or opportunities, truly creative ideas emerge.
 The ‘green’ approach to life started as a grass-roots, community-based movement. It has now permeated the mainstream to the point where businesses across the globe realize that adopting an environmentally sound philosophy is essential – not only to maintain credibility and protect the bottom line, but also to attract the best employees. People expect business to be at the fore with regard to sustainability – to lead changes in thinking and behaviour. This program discusses the benefits of ‘green’ workplaces. The lead must come from the top - managers and business owners find themselves needing to be increasingly in tune with sustainable and ecological thinking. We hear from leading business people and sustainability experts about environmental corporate culture and practices and gain an insight into how to effectively implement a policy and strategy.
 Ecommerce in Action This innovative program examines an information system from the perspective of both the user and provider. The first section introduces the company and gives a general description of the Greengrocer operation, contrasting the business to the more familiar purchase of green grocery from a supermarket or grocery store. This includes a broad overview of purchasing from a home PC, orders being assembled, buying at the market, organizing orders and delivery. We then look at the operation from the operator's point of view. How did the business start? What are the advantages and disadvantages of e-commerce for this type of business? Finally, we look at the advantages and disadvantages for the users and what changes may be necessary to maximize usage.
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