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Can Virgin America, an airline with stellar marks in customer satisfaction, achieve solid profitability without compromising its “hip, forward-looking approach” to airline travel?
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In a bidding war for the largest US publicly held office REIT, what strategies and financial analyses drove the two rival potential acquirers as well as their target?
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How might the new CEO of a European automaker stimulate sales and restore profits?
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What is the best way for a volunteer to address the gaps in service delivery and governance that she identifies at the organization?
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Can Casper wake up—and shake up—the mattress industry?
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What are the investment risks associated with Wal-Mart in light of new research on the impact of automation in the retail sector?
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In February 2009, was 10% annual growth an achievable goal for Wal-Mart?
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In 2015 Wal-Mart Stores, Inc., the world’s largest retailer, faced several strategic challenges. The company had just been ranked number one on the Fortune 500 list, but same-store sales in the United States had barely been growing for the past six years. International expansion had turned out to yield uneven results, and Wal-Mart lagged in online sales. To foster continued growth, the company was considering a strategic shift: looking outside the store's traditional customer base to attract more upscale consumers. Wal-Mart's past efforts to move upscale had not been successful.
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When the leading national drugstore chain forecasts accumulating over $1 billion in excess cash, should it maintain or revamp its dividend policy? Repurchase any common stock?