This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
This series of cases follows the changing relationship between Verbeek's Industrial Packaging Division with TotPet, a major French oil company, after TotPet launched a supply chain rationalization effort.
In 2004, the CRM software industry is going through significant transition. Industry mergers and acquisitions are narrowing the market segments where smaller software developers and service providers may operate profitably.
In 2004, the CRM software industry is going through significant transition. Industry mergers and acquisitions are narrowing the market segments where smaller software developers and service providers may operate profitably.
Nissan Motors Ltd. went through a spectacular turnaround led by Carlos Ghosn. Nevertheless, in spite of strong growth in new car sales, "After Sales" of automobile parts in Japan did not keep up, hurting dealer profitability.
Nissan Motors Ltd. went through a spectacular turnaround led by Carlos Ghosn. Nevertheless, in spite of strong growth in new car sales, "After Sales" of automobile parts in Japan did not keep up, hurting dealer profitability.
Nissan Motors Ltd. went through a spectacular turnaround led by Carlos Ghosn. Nevertheless, in spite of strong growth in new car sales, "After Sales" of automobile parts in Japan did not keep up, hurting dealer profitability.
Nissan Motors Ltd. went through a spectacular turnaround led by Carlos Ghosn. Nevertheless, in spite of strong growth in new car sales, "After Sales" of automobile parts in Japan did not keep up, hurting dealer profitability.
ABN’s world wide strategy is to serve the largest multinational companies. However it has become unprofitable. This pressure sends the branches looking for more risky loans. The case provides a description of ABN’s credit approval process details of servicing their different segments of credit customers and the dilemmas that ensue.
ABN’s world wide strategy is to serve the largest multinational companies. However it has become unprofitable. This pressure sends the branches looking for more risky loans. The case provides a description of ABN’s credit approval process details of servicing their different segments of credit customers and the dilemmas that ensue.
AMRO Handelsbank is facing a dilemma. Some managers would like to grow the private banking business while others deem the strategy unfeasible. The question focuses on the bank’s ability to lure net worth individuals away from Germany’s leading private banks.
AMRO Handelsbank is facing a dilemma. Some managers would like to grow the private banking business while others deem the strategy unfeasible. The question focuses on the bank’s ability to lure net worth individuals away from Germany’s leading private banks.
