Regine Slagmulder

Sainsbury's (A): Transforming the Supply Chain (Japanese)

By  Regine Slagmulder,  Daniel Corsten
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Case A: In 2000, under increasing competitive pressure from other major UK retailers J. Sainsbury's Supermarkets embarked on a radical transformation of its supply chain.

    Published 03 Aug 2009

    Reference 5166

    Topic Operations

    Region Europe

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    Sainsbury's (A): Transforming the Supply Chain (Japanese)

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    Case A: In 2000, under increasing competitive pressure from other major UK retailers J. Sainsbury's Supermarkets embarked on a radical transformation of its supply chain.
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      Sainsbury's (B): Transforming the Supply Chain (Japanese)

      By  Regine Slagmulder,  Daniel Corsten
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      Case A: In 2000, under increasing competitive pressure from other major UK retailers J. Sainsbury's Supermarkets embarked on a radical transformation of its supply chain.

        Published 03 Aug 2009

        Reference 5166

        Topic Operations

        Region Europe

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        Sainsbury's (B): Transforming the Supply Chain (Japanese)

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        Case A: In 2000, under increasing competitive pressure from other major UK retailers J. Sainsbury's Supermarkets embarked on a radical transformation of its supply chain.
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          Sodexho HC: Creating Strategic Alignment with the Balanced Scorecard

          By  Regine Slagmulder,  Luk Van Wassenhove,  Olivier Beix,  Michael Pinto
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          The case puts the students in the role of a member of a management team trying to create a strategy map and balanced scorecard, in an attempt to ensure alignment of strategic objectives and how to reach them.

            Published 29 Oct 2007

            Reference 5437

            Topic Economics & Finance

            Industry Consumer Goods

            Region Europe

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            Sodexho HC: Creating Strategic Alignment with the Balanced Scorecard

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            The case puts the students in the role of a member of a management team trying to create a strategy map and balanced scorecard, in an attempt to ensure alignment of strategic objectives and how to reach them.
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              The Scotts Company: What Happened in 2002-2003 - Supplement to Case (A)

              By  Luk Van Wassenhove,  Regine Slagmulder,  Nikolaj G. Mortensen
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                Published 29 Oct 2007

                Reference 5062

                Topic Operations

                Industry Agriculture,  Chemicals

                Region Europe

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                The Scotts Company: What Happened in 2002-2003 - Supplement to Case (A)

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                  Royal Bank of Canada: Creating Profitable Relations with Small Business Clients

                  By  Regine Slagmulder
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                  Royal Bank of Canada or RBC, Canada's largest financial services group, is at the forefront of customer profitability analysis. The case illustrates how RBC uses customer profitability data to identify profit opportunities and make strategic decisions about its customer mix.

                    Published 31 May 2005

                    Reference 5287

                    Topic Economics & Finance

                    Region Other Regions

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                    Royal Bank of Canada: Creating Profitable Relations with Small Business Clients

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                    Royal Bank of Canada or RBC, Canada's largest financial services group, is at the forefront of customer profitability analysis. The case illustrates how RBC uses customer profitability data to identify profit opportunities and make strategic decisions about its customer mix.
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                      Hewlett Packard: Performance Measurement in the Supply Chain (Condensed Version)

                      By  Regine Slagmulder,  Luk Van Wassenhove
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                        Published 07 Jan 2005

                        Reference 5192

                        Topic Operations

                        Industry Information Technology and Services

                        Region Global

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                        Hewlett Packard: Performance Measurement in the Supply Chain (Condensed Version)

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                          Hewlett Packard: Performance Measurement in the Supply Chain

                          By  Regine Slagmulder,  Luk Van Wassenhove
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                          In a maturing market, HP’s attention moved from Return on Sales to Return on Net Assets. Mismatches between demand and supply, aggrevated by a long supply chain, were a burden on profit. HP realized that conventional logistics costs (warehousing, inventories, transport) were only the tip of the iceberg.

                            Published 16 Jun 2004

                            Reference 5192

                            Topic Operations

                            Industry Information Technology and Services

                            Region Global

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                            Hewlett Packard: Performance Measurement in the Supply Chain

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                            In a maturing market, HP’s attention moved from Return on Sales to Return on Net Assets. Mismatches between demand and supply, aggrevated by a long supply chain, were a burden on profit. HP realized that conventional logistics costs (warehousing, inventories, transport) were only the tip of the iceberg.
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                              Customer Profitability Analysis and Value Based Management at Barclays Bank

                              By  Regine Slagmulder,  Jaeita Mukherjee
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                              In response to the intensified competition in the banking industry, Barclays adopted a Value Based Management (VBM) program to align decision making at all levels in the organization with the interests of its shareholders. Under the umbrella of this VBM program the Bank introduced a new approach to identifying and effectively managing its high-value customers.

                                Published 12 Jan 2004

                                Reference 5215

                                Topic Economics & Finance

                                Region Europe

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                                Customer Profitability Analysis and Value Based Management at Barclays Bank

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                                In response to the intensified competition in the banking industry, Barclays adopted a Value Based Management (VBM) program to align decision making at all levels in the organization with the interests of its shareholders. Under the umbrella of this VBM program the Bank introduced a new approach to identifying and effectively managing its high-value customers.
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                                  Strategy and Performance Management at DSM

                                  By  Philippe Haspeslagh,  Regine Slagmulder
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                                  The case describes the strategic planning process and performance management system implemented at DSM, a global chemical company. In particular, it describes how the company's Value Based Business Steering system is designed to create alignment between strategy formulation and execution through strategic value contracts.

                                    Published 01 Jan 2004

                                    Reference 5165

                                    Topic Strategy

                                    Region Europe

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                                    Strategy and Performance Management at DSM

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                                    The case describes the strategic planning process and performance management system implemented at DSM, a global chemical company. In particular, it describes how the company's Value Based Business Steering system is designed to create alignment between strategy formulation and execution through strategic value contracts.
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                                      Pine Products Inc.: Value Drivers and Balanced Scorecard

                                      By  S. David Young,  Regine Slagmulder
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                                      This case describes how Pine Products, a formerly state-owned company in the chemicals industry, transformed itself into a high-performance organization following its privatization. It highlights the need for the company to redesign its performance measurement and reward systems in line with the Value-Based Management philosophy implemented by the holding company.

                                        Published 01 Jan 2004

                                        Reference 5190

                                        Topic Economics & Finance

                                        Industry Chemicals

                                        Region Europe

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                                        Pine Products Inc.: Value Drivers and Balanced Scorecard

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                                        This case describes how Pine Products, a formerly state-owned company in the chemicals industry, transformed itself into a high-performance organization following its privatization. It highlights the need for the company to redesign its performance measurement and reward systems in line with the Value-Based Management philosophy implemented by the holding company.
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                                          Link between Performance Management Systems and Business Strategy