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By the end of 2011, Bodytech, a Colombian chain of sports medical clubs, had set its sights on becoming the leader in the Latin American fitness industry. To accomplish this goal, the firm, which had a successful history of organic growth, would need to expand throughout the region beyond its 45 fitness centers in Colombia and Peru. But where should they go next? How should they manage their growth? And what would be the most beneficial way of financing their expansion plans?
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What should a small jewelry store with declining sales and low cash reserves do to get back into the game?
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How do you identify limits in the production process and mitigate its effects to your production capacity?
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What kinds of data should a sales manager seek and how should this data be analyzed to best track the progress of his sales force?
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What role did ineffective leadership at BP Oil—both at the CEO and board level—play in the 2010 Gulf of Mexico oil spill?
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How does one settle inter-party differences in order to achieve the most desirable outcome for one's team?
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What should you say (and not say) when your firm's image is in crisis?