美國商學院必教的15個案例

1、美國商學院必教的15個經(jīng)典案例愛思英語編者按：如果你是商學院的學生，那么你會接觸到大量的案例，這些案例大都是一些比較大型的公司真實發(fā)生過的事情。如果你要從中學到真本事，那么有15個經(jīng)典的案例你必須要了解。15LessonsEveryoneLearnsAtBusinessSchoolIfyouattendbusinessschool,youcanexpecttoreadalotofcasestudies.Professorslovethembecausetheyofferreal-worldexamplesofwhybusinessessucceedandfail.Therearesomecla

2、ssiccasesthateverybusinessstudentshouldknow,likewhyApplechangeditsnameandhowRyanairbeattwoindustrygiants.We'vecompiledthemostinfluentialcaseshere,withrecommendationsfrombusinessschoolprofessorsacrossthenationandabroad.WhyApplechangeditsnameCase:AppleInc.,2008Keytakeaway:Sometimesyoucan'ttake

3、arivalheadon.Whathappened?ApplechangeditsnamefromAppleComputerstoAppleInc.in2007.Thatreflectedafundamentalshiftinitsbusiness,awayfromitsiconicMaccomputersandtowardsnewlinesliketheiPodandnewiPhone,whichmadeupmorethanhalfofthecompany'srevenuebythen.Thoughstillanimportantpartofthecompany,Apple'

4、samazingsuccesscamefromcompletelychangingtheworldofdigitaldevicesratherthanfrombeatingWintelforshareofthecomputermarket.Itreinventeditself,anddidsoverysuccessfully.HowLululemonkeptitscultCase:Leadership,Culture,andTransitionatlululemonKeytakeaway:Figureouthowtobringthefoundersintoastrategyratherthan

5、alienatingthem.Whathappened?Inmid-2008newCEOChristineDaytookoverfromfounderDennisChipWilson.Thedecisioncameasthecompanywantedtoexpandandbecomemorecorporate.Atthesametime,Wilsonwasconcernedaboutmaintainingthecultureandvaluesofthecompany.Dayfacedentrenchedproblemslikeoutperformingstores,apoorrealestat

6、estrategy,andbarriersbetweenvariouspartsofthecompany.SheusedherexperiencefromhelpingexpandStarbucksworldwidetoalignthewholecompanywithastrategicplan.SheevenconvincedthefounderstoattendadvancedmanagementprogramsatHarvardandStanfordsotheycouldbetterunderstandhowthecompanymustchange.Wortharound$350mill

7、ionatthestartofhertenure,Lululemonisnowa$10.59billiondollarcompany.HowCiscobouncedbackCase:CiscoSystems:DevelopingAHumanCapitalStrategyKeytakeaway:Greathomegrowntalentandaculturethatvaluesitareahugeadvantagesinatoughenvironment.Whathappened?:Ciscogrewrapidlyduringthetechbubble,acquiring70companiesan

8、dmorethandoublingitsworkforce.Afterthebubbleburst,thecompanyhadtochangethewayitgrewanddevelopedtalent,tobuildmorefromwithinratherthangoingoutandbuyingit.ThecompanycreatedateamtodevelopandleverageCisco'stalentandbeganthe'CiscoUniversity'initiativetopromoteanagileandversatileworkforce.With

9、inthreeyears,thecompanyhadturnedaroundandwaslistedasoneofthetopcompaniestobecomealeader.HowUSATodayreinventeditselfCase:USAToday:PursuingTheNetworkStrategyKeytakeaway:Sometimestheoldguardcan'thandleanewreality.Whathappened?Facingfallingcirculationofthedailynewspaperandtheriseofdigitalnews,USATod

10、ayCEOTomCurleysawtheneedtobetterintegratehisbusinesses,toleverageandsharecontentacrossthecompany'sinternet,televisionandprintplatforms.Hismanagementteamandstaffwereresistant,claiminginsurmountabledividesincultureandworkstyle.Curleyhadtomakethecasethatthiswasessentialforthefutureofthebusiness,and

11、eventuallyreplaced5of7seniormanagersaspartofthechange.HowDreyer'ssurvivedadisasterCase:Dreyer'sGrandIceCreamKeytakeaway:Don'ttrytospinbadnewsormisleadworkers.Whathappened?Avarietyofproblemsatthecompany,includinghighinputprices,acollapseinsalesofalowfatproductline,andtheendofadistribution

12、contractwithBenJerry'sforcedrestructuringonthecompany.Duringtherestructuring,thecompany'sexecutivesflewalloverthecountryandmetwitheveryemployeetodiscusstheplan,preservingthecompany'scultureofopennessandaccountability.Thecompanycontinuedinvestmentinaleadershipprogram.Thisculturalconsisten

13、cyandemployeefaithinleadershiphelpedthembouncebackwithinacoupleofyears.HowMicrosoftchallengedGoogleonitshometurfCase:Microsoft'sSearchKeytakeaway:There'snomagicsolution.Ittakesanentireorganization'sexperienceandtalent.Whathappened?10yearsafteritsfounding,Googlehadmanagedtobecomedominanti

14、nsearchandsearchadvertising.Microsoftwasadistantthird,andadealtobuyYahoohadfallenthrough.Thoughalreadyinaverystrongfinancialposition,itwantedabiggerpieceofarapidly-growingbusiness.ThecasetracksGoogle'srise,Microsoft'sinitialsearchefforts,andMicrosoft'spushforrealinnovationin2008,whichled

15、toBing!in2009.Microsoftdecidedtofocusonhowitmetsuchchallengesinthepast,focusingonuserexperience,thebusinessmodel,andtheecosystemoftheindustryinquestion,alongwithasignificantmarketingeffort.HowRyanairbeattwogiantsoftheindustryCase:DogfightOverEurope:RyanairKeytakeaway:Leanorganizationsfocusedonasingl

16、ebusinesscanleadoncostandchallengeestablishedcompetitors.Whathappened?:In1986,thetwoRyanbrothersannouncedthattheiryoungairlinewilltakeongiantslikeBritishAirwaysandAerLingusforthefirsttimeontheroutebetweenDublinandLondon.Itsignificantlyundercutthosetwoairlinesonprice,bringinginpeoplewhohadpreviouslyp

17、referredrailorferrytickets.HowethicaldecisionsaredifferentabroadCase:MerckSharpDohmeArgentina,Inc.Keytakeaway:Ethicaldecisionsaren'talwayscutanddry.Whathappened?ThenewmanagingdirectoroftheArgentiniansubsidiaryofMerckwastaskedwithchangingitintoamoremodernandprofessionalbusinessorganization.Ashort

18、timeintohistermhewasconfrontedwithanethicaldilemma.Acandidateforahighlycompetitiveinternship,whomissedthecut,wasthesonofahighrankingofficialinthegovernment'shealthcaresystem.ItwasimpliedthathiringthestudentwouldensurethatMerck'sdrugswouldbeincludedonthegovernment'shealthcareroster,increa

19、singsales.ItwasaconflictbetweenMosquera'sdesiretoreform,andtherealitiesofdoingbusinessinachangingcountry.WhyCirqueduSoleilmovedoutsideitscomfortzoneCase:CirqueduSoleil-TheHigh-WireActOfBuildingSustainablePartnershipsKeytakeaway:Sometimesyouhavetomovepastanoldpartnershipinordertogrow.Whathappened

20、?CirqueduSoleilhadamutually-beneficialandveryprofitablepartnershipwiththeMGMMiragecasinos.Thecasinomadecapitalinvestmentsintheatersforthecompany'suniqueshows,andtheshowsbroughtinhigh-spendingclients.FacedwithopportunitiesinAsiaandtheMiddleEast,CEODanielLamarrehadtofigureouthowtocreatedifferentpa

21、rtnerships.WhyAirborneExpresslostthedeliveryraceCase:AirborneExpressKeytakeaway:Specializationcancompetewitheconomiesofscale,butonlyuptoacertainpoint.Whathappened?AsmallercompetitortogiantslikeFedExandUPS,AirborneExpresshadmanagedtosignificantlygrowrevenuesdespiteitssize.Partofthathadcomeontheheelso

22、fastrikeatUPS,andthecompanyhadtotakeadvantageofthat.SinceFedExandUPSweresolarge,thecompanyhadtofindawaytospecializetosurvive.Theytargetedhighvolumebusinesscustomers,shippedprimarilytolargemetropolitanareas,aggressivelycutcosts,andadoptednewtechnologyafterFedExandUPS.Ultimately,thatstrategywasn't

23、sustainable,andthecompanywasacquiredbyDHL.HowbadcommunicationnearlyruinedamanagerCase:ErikPetersonKeytakeaway:Playingpoliticscanbeunavoidable.Whathappened?ThecasefollowsarecentMBAgraduatewhohadbecomethegeneralmanageratasubsidiaryofalargecellphonecompanyinthelate80s.Peterson'sgroupwasintheprocess

24、ofbuildinguptooffercellphoneserviceinpartsofNewHampshireandVermont.Theprojectwasbehindschedule,andPetersonhadofferedaplantomeetarevisedtarget,tobereviewedbyheadquarters.Thoughhardworkingandcompetent,Petersonhadtroublewithhisimmediatesuperior.Hedidnotknowwhoexactlyhehadtoreportto,whichcreatedproblems

25、onbothendswhilehewasattemptingtocompleteasignificantreorganizationandhadproblemswithhischiefengineer.Becauseofthelackofsupport,Petersonhadtogoitaloneinmanyways.Eventually,thecompanywasrestructuredandPeterson'srolebecamemoreclear.HowWilliamAveryfilledtheshoesofalegendCase:CrownCorkSealin1989Keyta

26、keaway:Don'tbeafraidtothinkforyourself.Whathappened?WilliamAverysucceededthemanwhohadsavedthecompany,theagingJohnConnellyasCEOin1989.AveryhadtoreevaluateConnelly'slongstandingstrategy,ascostefficiencycouldn'tworkalone.Newcompetitorshademerged,marginsweredecreasing,amajorrivalwasforsale,a

27、ndtheircoremetalcanbusinessdidn'tlooklikeitwouldgrowsignificantlyincomingyears.Hehadtodecidewhethertoattempttogrowthroughacquisition,whichhadn'talwaysworkedintheindustry,orexpandtonewanddifferentproductslikeplastics.Thecompanyendedupdoingboth,andmanufacturesoneinfivebeveragecansusedworldwide

28、.WhyCiscostartedhuntingbiggergameCase:NewMillennium,NewAcquisitionStrategy?CiscoSystemsKeytakeaway:Companiesneeddifferentthingsatdifferenttimes.Whathappened?Around2006,severalyearsaftertheperioddescribedinDevelopingAHumanCapitalStrategyCiscobegantomoveawayfromitslongstandingacquisitionstrategyofbuyi

29、ngsmallinnovativestartupsandtowardslargerplatformdeals.Theinitialstrategycameaboutastheinternetwasgrowingrapidly,andcustomerslookedtoCiscoforawidevarietyofsolutions.ThecaseoutlineshowCisco'sacquisitionstrategydeveloped,thenchangedasthecompanyandmarketdid.HowLincolnElectricsucceededwithawildlyunc

30、onventionalstrategyCase:LincolnElectricCo.Keytakeaway:Keepitsimple.Whathappened?:OneofHarvard'sclassiccases,withover200,000copiessold,examinestheuniquecultureandstrategyofwhatwasthelargestmanufacturerofarc-weldingproductsin1975.Thecompanyprovidednobenefitsanddidn'thaveaunion.Italsoprovidedgu

31、aranteedemployment,employeeequity,andgavemanagementresponsibilitytoworkers.Particularlyuniquewasthewayitpaiditsworkers,inapieceworkfashionwithbonusesbasedonthecompany'srevenues.Workersgenerallyearnedsignificantlymorethanthoseatsimilarcompanies,butthecompanywasstillproductiveatlowcost.Lincoln'

32、;sstrategywasunusual,butveryclear,veryconsistent,andverysuccessfulinmotivatingitsworkers.WhyNucorSteeltookacompanysizedgambleCase:NucorataCrossroadsKeytakeaway:Operationsexpertisehaslimits,newinvestmentdeterminesitsscale.Whathappened?In1986,Nucor'sCEOKennethIversonhadtomakeacriticaldecisiononwhe

33、therornottoadoptanewsteelcastingtechnology.Thetechnologywouldallowthecompanytogainsignificantfirstmoveradvantageandreducecostsinthelongrun.Thecompanywouldhavetomakeahugeinvestment,however,andtechnologywasunprovenanditcouldbeleapfroggedincomingyears.Nucorendedupbuildingthefirstplantwiththenewtechnolo

34、gyin1989,andremainsoneofthelargeststeelmakersintheUnitedStates.愛思英語編者按：如果你是商學院的學生，那么你會接觸到大量的案例，這些案例大都是一些比較大型的公司真實發(fā)生過的事情。如果你要從中學到真本事，那么有15個經(jīng)典的案例你必須要了解。15LessonsEveryoneLearnsAtBusinessSchoolIfyouattendbusinessschool,youcanexpecttoreadalotofcasestudies.Professorslovethembecausetheyofferreal-worldexamp

35、lesofwhybusinessessucceedandfail.Therearesomeclassiccasesthateverybusinessstudentshouldknow,likewhyApplechangeditsnameandhowRyanairbeattwoindustrygiants.We'vecompiledthemostinfluentialcaseshere,withrecommendationsfrombusinessschoolprofessorsacrossthenationandabroad.WhyApplechangeditsnameCase:App

36、leInc.,2008Keytakeaway:Sometimesyoucan'ttakearivalheadon.Whathappened?ApplechangeditsnamefromAppleComputerstoAppleInc.in2007.Thatreflectedafundamentalshiftinitsbusiness,awayfromitsiconicMaccomputersandtowardsnewlinesliketheiPodandnewiPhone,whichmadeupmorethanhalfofthecompany'srevenuebythen.T

37、houghstillanimportantpartofthecompany,Apple'samazingsuccesscamefromcompletelychangingtheworldofdigitaldevicesratherthanfrombeatingWintelforshareofthecomputermarket.Itreinventeditself,anddidsoverysuccessfully.HowLululemonkeptitscultCase:Leadership,Culture,andTransitionatlululemonKeytakeaway:Figur

38、eouthowtobringthefoundersintoastrategyratherthanalienatingthem.Whathappened?Inmid-2008newCEOChristineDaytookoverfromfounderDennisChipWilson.Thedecisioncameasthecompanywantedtoexpandandbecomemorecorporate.Atthesametime,Wilsonwasconcernedaboutmaintainingthecultureandvaluesofthecompany.Dayfacedentrench

39、edproblemslikeoutperformingstores,apoorrealestatestrategy,andbarriersbetweenvariouspartsofthecompany.SheusedherexperiencefromhelpingexpandStarbucksworldwidetoalignthewholecompanywithastrategicplan.SheevenconvincedthefounderstoattendadvancedmanagementprogramsatHarvardandStanfordsotheycouldbetterunder

40、standhowthecompanymustchange.Wortharound$350millionatthestartofhertenure,Lululemonisnowa$10.59billiondollarcompany.HowCiscobouncedbackCase:CiscoSystems:DevelopingAHumanCapitalStrategyKeytakeaway:Greathomegrowntalentandaculturethatvaluesitareahugeadvantagesinatoughenvironment.Whathappened?:Ciscogrewr

41、apidlyduringthetechbubble,acquiring70companiesandmorethandoublingitsworkforce.Afterthebubbleburst,thecompanyhadtochangethewayitgrewanddevelopedtalent,tobuildmorefromwithinratherthangoingoutandbuyingit.ThecompanycreatedateamtodevelopandleverageCisco'stalentandbeganthe'CiscoUniversity'init

42、iativetopromoteanagileandversatileworkforce.Withinthreeyears,thecompanyhadturnedaroundandwaslistedasoneofthetopcompaniestobecomealeader.HowUSATodayreinventeditselfCase:USAToday:PursuingTheNetworkStrategyKeytakeaway:Sometimestheoldguardcan'thandleanewreality.Whathappened?Facingfallingcirculationo

43、fthedailynewspaperandtheriseofdigitalnews,USATodayCEOTomCurleysawtheneedtobetterintegratehisbusinesses,toleverageandsharecontentacrossthecompany'sinternet,televisionandprintplatforms.Hismanagementteamandstaffwereresistant,claiminginsurmountabledividesincultureandworkstyle.Curleyhadtomakethecaset

44、hatthiswasessentialforthefutureofthebusiness,andeventuallyreplaced5of7seniormanagersaspartofthechange.HowDreyer'ssurvivedadisasterCase:Dreyer'sGrandIceCreamKeytakeaway:Don'ttrytospinbadnewsormisleadworkers.Whathappened?Avarietyofproblemsatthecompany,includinghighinputprices,acollapseinsa

45、lesofalowfatproductline,andtheendofadistributioncontractwithBenJerry'sforcedrestructuringonthecompany.Duringtherestructuring,thecompany'sexecutivesflewalloverthecountryandmetwitheveryemployeetodiscusstheplan,preservingthecompany'scultureofopennessandaccountability.Thecompanycontinuedinve

46、stmentinaleadershipprogram.Thisculturalconsistencyandemployeefaithinleadershiphelpedthembouncebackwithinacoupleofyears.HowMicrosoftchallengedGoogleonitshometurfCase:Microsoft'sSearchKeytakeaway:There'snomagicsolution.Ittakesanentireorganization'sexperienceandtalent.Whathappened?10yearsaf

47、teritsfounding,Googlehadmanagedtobecomedominantinsearchandsearchadvertising.Microsoftwasadistantthird,andadealtobuyYahoohadfallenthrough.Thoughalreadyinaverystrongfinancialposition,itwantedabiggerpieceofarapidly-growingbusiness.ThecasetracksGoogle'srise,Microsoft'sinitialsearchefforts,andMic

48、rosoft'spushforrealinnovationin2008,whichledtoBing!in2009.Microsoftdecidedtofocusonhowitmetsuchchallengesinthepast,focusingonuserexperience,thebusinessmodel,andtheecosystemoftheindustryinquestion,alongwithasignificantmarketingeffort.HowRyanairbeattwogiantsoftheindustryCase:DogfightOverEurope:Rya

49、nairKeytakeaway:Leanorganizationsfocusedonasinglebusinesscanleadoncostandchallengeestablishedcompetitors.Whathappened?:In1986,thetwoRyanbrothersannouncedthattheiryoungairlinewilltakeongiantslikeBritishAirwaysandAerLingusforthefirsttimeontheroutebetweenDublinandLondon.Itsignificantlyundercutthosetwoa

50、irlinesonprice,bringinginpeoplewhohadpreviouslypreferredrailorferrytickets.HowethicaldecisionsaredifferentabroadCase:MerckSharpDohmeArgentina,Inc.Keytakeaway:Ethicaldecisionsaren'talwayscutanddry.Whathappened?ThenewmanagingdirectoroftheArgentiniansubsidiaryofMerckwastaskedwithchangingitintoamore

51、modernandprofessionalbusinessorganization.Ashorttimeintohistermhewasconfrontedwithanethicaldilemma.Acandidateforahighlycompetitiveinternship,whomissedthecut,wasthesonofahighrankingofficialinthegovernment'shealthcaresystem.ItwasimpliedthathiringthestudentwouldensurethatMerck'sdrugswouldbeincl

52、udedonthegovernment'shealthcareroster,increasingsales.ItwasaconflictbetweenMosquera'sdesiretoreform,andtherealitiesofdoingbusinessinachangingcountry.WhyCirqueduSoleilmovedoutsideitscomfortzoneCase:CirqueduSoleil-TheHigh-WireActOfBuildingSustainablePartnershipsKeytakeaway:Sometimesyouhavetomo

53、vepastanoldpartnershipinordertogrow.Whathappened?CirqueduSoleilhadamutually-beneficialandveryprofitablepartnershipwiththeMGMMiragecasinos.Thecasinomadecapitalinvestmentsintheatersforthecompany'suniqueshows,andtheshowsbroughtinhigh-spendingclients.FacedwithopportunitiesinAsiaandtheMiddleEast,CEOD

54、anielLamarrehadtofigureouthowtocreatedifferentpartnerships.WhyAirborneExpresslostthedeliveryraceCase:AirborneExpressKeytakeaway:Specializationcancompetewitheconomiesofscale,butonlyuptoacertainpoint.Whathappened?AsmallercompetitortogiantslikeFedExandUPS,AirborneExpresshadmanagedtosignificantlygrowrev

55、enuesdespiteitssize.PartofthathadcomeontheheelsofastrikeatUPS,andthecompanyhadtotakeadvantageofthat.SinceFedExandUPSweresolarge,thecompanyhadtofindawaytospecializetosurvive.Theytargetedhighvolumebusinesscustomers,shippedprimarilytolargemetropolitanareas,aggressivelycutcosts,andadoptednewtechnologyaf

56、terFedExandUPS.Ultimately,thatstrategywasn'tsustainable,andthecompanywasacquiredbyDHL.HowbadcommunicationnearlyruinedamanagerCase:ErikPetersonKeytakeaway:Playingpoliticscanbeunavoidable.Whathappened?ThecasefollowsarecentMBAgraduatewhohadbecomethegeneralmanageratasubsidiaryofalargecellphonecompan

57、yinthelate80s.Peterson'sgroupwasintheprocessofbuildinguptooffercellphoneserviceinpartsofNewHampshireandVermont.Theprojectwasbehindschedule,andPetersonhadofferedaplantomeetarevisedtarget,tobereviewedbyheadquarters.Thoughhardworkingandcompetent,Petersonhadtroublewithhisimmediatesuperior.Hedidnotkn

58、owwhoexactlyhehadtoreportto,whichcreatedproblemsonbothendswhilehewasattemptingtocompleteasignificantreorganizationandhadproblemswithhischiefengineer.Becauseofthelackofsupport,Petersonhadtogoitaloneinmanyways.Eventually,thecompanywasrestructuredandPeterson'srolebecamemoreclear.HowWilliamAveryfill

59、edtheshoesofalegendCase:CrownCorkSealin1989Keytakeaway:Don'tbeafraidtothinkforyourself.Whathappened?WilliamAverysucceededthemanwhohadsavedthecompany,theagingJohnConnellyasCEOin1989.AveryhadtoreevaluateConnelly'slongstandingstrategy,ascostefficiencycouldn'tworkalone.Newcompetitorshademerged,marginsweredecreasing,amajorrivalwasforsale,andtheircoremetalcanbusinessdidn'tlooklikeitwouldgrowsignificantlyincomingyears.Hehadtodecidewhethertoattempttogrowthroughacquisition,whichhadn'talwaysworkedintheind