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KITEA (B): Getting Ready to Face IKEA
by Gamze Yucaoglu Ramon Casadesus-MasanellThe case opens in September 2015, when IKEA is about to open its first store in Morocco. It then chronicles the efforts of KITEA CEO Amine Benkirane and his son Othman between 2013 and 2015 to prepare KITEA for IKEA's entry. After incurring losses for the first time in 2013, KITEA had bounced back and recorded profits and growth in 2014 and 2015. The improvements in supply chain management, product range, and relationships with stakeholders that the duo had been working on tirelessly seemed to be paying off. After an intense preparation period, was KITEA ready to face off against IKEA in Morocco?
KITEA (C): A Surprise Delay
by Gamze Yucaoglu Ramon Casadesus-MasanellThis case describes the delay of IKEA's store opening in Morocco in 2015. After Sweden ordered an internal review of its position on the independence of Western Sahara, a territory Morocco regarded as part of its own, the Moroccan government declared that IKEA did not have proper licensing to open its store in Morocco. The opening of its Zenata store was delayed by at least several months. What additional changes should Amine and Othman Benkirane implement at KITEA in the extra time?
KITEA (D): Further Changes
by Gamze Yucaoglu Ramon Casadesus-MasanellThe case opens in February 2016, when the official date of IKEA's store opening (March 16, 2016) is announced after a five month delay. It reviews the changes that Amine and Othman Benkirane had made to KITEA's workforce in the extra five months afforded by the delay, and asks if KITEA is now ready to compete successfully against IKEA.
KITEA (E): IKEA's Opening Day
by Gamze Yucaoglu Ramon Casadesus-MasanellThe case opens in 2016 as Amine Benkirane, CEO of the furniture retailer KITEA, observes KITEA's dormant sales on the day IKEA opens its first store in Morocco. It then provides information on IKEA's Morocco store, as well as a detailed pricing comparison between IKEA products in Morocco and elsewhere and similar products sold by KITEA. The case then asks whether KITEA had any chance to compete with IKEA under the current circumstances, taking into account its extensive preparation for the competition.
KITEA (F): Expanding in Africa
by Gamze Yucaoglu Ramon Casadesus-MasanellThe case opens in 2018 after KITEA has recorded two years of double-digit sales growth following IKEA's entry into the Moroccan market. It then traces the factors that contributed to KITEA' success and that led Tana Africa Capital Limited to acquire a minority stake in the company. In February 2018, following the acquisition, the partners announced plans to create a presence in North and West African countries through KITEA's stores. The case asks whether, after a number of frightening years, KITEA was ready to expand internationally to Sub-Saharan Africa, and if so, what the optimal structure and pace for this expansion should be.
Kites in a Hurricane: Startups from Cradle to Fame
by Rishi KapalStartups, even the ones started by mature founders, required a lot of investment—both monetary and intellectual—on their entrepreneurial journey in terms of development and collaboration of the ecosystem. There are a million stories out there of successes and failures, of big and small startups, of one-of-a-kind and of every kind of startup. However, one thing is common: the entrepreneurial journey is checkered with highs and lows, difficult decisions, roadblocks, perseverance and lots of advice. Kites in a Hurricane is a book that describes how several startups used technology and entrepreneurial systems in an innovative manner to solve the problems they faced day after day when aspiring to build successful companies. No one understands this world better than Rishi Kapal who spends all his waking hours surrounded by startups. This book is the essence of his experience with over 500 startups—it will help newer startups navigate through the exciting yet onerous entrepreneurial journey. You will feel like an insider in the boardroom discussions and decisions of some of the successful startups.
Kitopi: The Brave New World of Cloud Kitchens
by Antonio Moreno Gamze YucaogluThe case opens in February 2021 as Mohamad Ballout, co-founder and CEO of Kitopi, a Dubai-based managed cloud kitchen platform, is looking over the company's 2020 results. Propelled by the COVID-19 pandemic, delivery orders had been on the rise globally and dine-in restaurants were more than ever focused on profitability. Against this backdrop, Kitopi had seen high traction in its business and the management needed to decide on which growth opportunities to focus. The case provides an overview of the pain points of the various players in the on-demand food ecosystem -the aggregators, the restaurants and the customers- and lays the ground for the nascent cloud kitchen business worldwide complete with the competitive outlook. The case also provides a detailed overview of how Kitopi structured its kitchens, how the company developed proprietary software to track space utilization and efficiency across its operations, and how it built it supply chain capabilities. While the B2B positioning of the company enables Kitopi to help restaurants expand much faster and in a less costly way, the company is mainly invisible to customers who don't know that their food order is coming from a central kitchen. Also, the company has been witnessing the consolidation of aggregators across its markets. The case puts the reader in Ballout's shoes, who wondered if the company could feasibly continue to own the supply side of the business and retain its position as a primarily B2B company without risking being squeezed out by the aggregators, who owned the customer relationship and data. Should the company focus on building on its currently small B2C arms, consider licensing it tech stack, or be squarely focused on its core business?
The Kitty Hawk Venture: A Novel About Continuous Testing in DevOps to Support Continuous Delivery and Business Success
by Jeffrey Scheaffer Aruna Ravichandran Alex MartinsAn airline is supposed to make the experience of booking a flight easy, trouble free, and reliable. But when scheduling software breaks down and flights get canceled, customers will walk, and heads will roll. That’s what Leigh Freemark faces the day she and her team launch a software upgrade that fails spectacularly and hits the media immediately. As Senior Director of Quality Assurance, her job is to make sure that code is market ready. And she’s the one who must face the music when it doesn’t.Tasked by senior management to find and fix the source of the failure, Leigh discovers just how essential it has become to radically improve the process of software development by introducing a concept called continuous testing. She must quickly learn what it means, how it works, and how to build it into her company’s legacy system.But she soon discovers that managing change is much more difficult than it first appears. The airline business is changing fast, yet old traditions and loyalties still dominate. As she fights to convince her team to change or perish, she discovers that obstructions and opportunities come in surprising forms.***In The Kitty Hawk Venture, the authors deliver a sound lesson in the importance of continuous testing while taking the reader inside the world of commercial aviation. Each chapter delivers distinct and vital learning opportunities wrapped inside a fast-moving narrative complete with interesting characters, intriguing situations, and even some humor. The book concludes with a “Flight Plan for Continuous Testing” that stands on its own as a valuable resource guide for digital leaders in their continuous testing journey. The story is immediately relatable to anyone who has worked in software development or for the companies that rely on it.Who This Book Is For C-level executives, VPs of apps and quality, VPs of DevOps, architecture and strategy managers, and SMB and enterprise professionals
Kiwanis Club of Birmingham, The (Images of America)
by James L. Noles Jr.When founded in 1917, the Kiwanis Club of Birmingham, Alabama, embarked on a civic-minded journey that would take it through a century of service and tradition. The club’s membership rolls would ultimately boast some of the most distinguished leaders in Birmingham’s business community. At their weekly lunches, they would be entertained by both local and national speakers and visitors, ranging from Babe Ruth to Tom Brokaw. Equally importantly, the club’s tradition of generosity continues to resonate in Birmingham today as the club celebrates its centennial year in 2017. The club’s endeavors include commissioning a master urban parks plan for Birmingham in 1924, erecting the city’s iconic statue of Vulcan atop Red Mountain, funding the construction of Birmingham’s Boys Club, sponsoring professional football games at Birmingham’s historic Legion Field in the 1960s, and more recently, funding a $4-million project to enhance Vulcan, build the Kiwanis Centennial Park, and establish a key link in Birmingham’s Red Rock Ridge and Valley Trail System.
Kjell and Company: Motivating Salespeople through the Sales-Force Compensation Plan (A)
by Doug J. ChungCase
Kjell and Company: Motivating Salespeople through the Sales-Force Compensation Plan (B)
by Doug J. ChungCase
Kjell and Company: Motivating Salespeople through the Sales-Force Compensation Plan (A)
by Doug J. ChungCase
Kjell and Company: Motivating Salespeople through the Sales-Force Compensation Plan (B)
by Doug J. ChungSupplement
Kjell and Company: Motivating Salespeople with Incentive Compensation (A)
by Doug J. ChungKjell & Company was a Swedish retail electronics chain. The company's products consisted of home electronics and accessories. The company was noted for its excellent customer service and a fair "one-for-all" HR policy. Historically, the salespeople had been compensated by a fixed salary and a variable commission conditional on meeting a monthly sales quota. Anecdotal evidence suggested that the monthly-quota compensation scheme might have demotivated some salespeople toward the end of the month, as those who fell short early in a month simply gave up because they had no chance of meeting quota. Thus, to mitigate this problem, management proposed a shorter-temporal-horizon daily-quota scheme. The (A) case focuses on the decision faced by the CEO on whether to change the sales force compensation plan to a temporally shorter scheme and, if so, how to implement the change. The (B), (C), and (D) cases show the results of various metrics across different types of salespeople after the change in the compensation plan was implemented. The case series explores different ways to analyze data for inference about salespeople's behavior caused by a change in the compensation structure. Also, the case series shows ways to experiment with the compensation plan for causal inference.
Kjell and Company: Motivating Salespeople with Incentive Compensation (B)
by Doug J. ChungKjell & Company was a Swedish retail electronics chain. The company's products consisted of home electronics and accessories. The company was noted for its excellent customer service and a fair "one-for-all" HR policy. Historically, the salespeople had been compensated by a fixed salary and a variable commission conditional on meeting a monthly sales quota. Anecdotal evidence suggested that the monthly-quota compensation scheme might have demotivated some salespeople toward the end of the month, as those who fell short early in a month simply gave up because they had no chance of meeting quota. Thus, to mitigate this problem, management proposed a shorter-temporal-horizon daily-quota scheme. The (A) case focuses on the decision faced by the CEO on whether to change the sales force compensation plan to a temporally shorter scheme and, if so, how to implement the change. The (B), (C), and (D) cases show the results of various metrics across different types of salespeople after the change in the compensation plan was implemented. The case series explores different ways to analyze data for inference about salespeople's behavior caused by a change in the compensation structure. Also, the case series shows ways to experiment with the compensation plan for causal inference.
Kjell and Company: Motivating Salespeople with Incentive Compensation (C)
by Doug J. ChungKjell & Company was a Swedish retail electronics chain founded in 1988 by brothers Marcus, Mikael and Fredrik Dahnelius. The company operated 84 stores, all company-owned, located mainly in the metropolitan areas of Sweden's most popular cities: Stockholm, Gothemburg and Malm . The company's products consisted of home electronics, accessories for home electronics and cellular phones (e.g., networking accessories, headsets and phone cases), and parts for consumer electronics and appliances (e.g., semiconductors and switches). The company was noted for its excellent customer service and a fair "one-for-all" HR policy. The company had a direct sales force of about 350 in-store salespeople. The salespeople historically had been compensated by a fixed salary and a variable commission conditional on meeting a monthly sales quota. Anecdotal evidence suggested that the monthly-quota compensation scheme might have demotivated some salespeople toward the end of the month, as those who fell short early in a month simply gave up because they had no chance of meeting quota. Thus, to mitigate this problem, management proposed a shorter temporal horizon daily-quota scheme. The (A) case focuses on the decision faced by the CEO, Thomas Keifer, on whether to change the sales force compensation plan to a temporally shorter daily-quota scheme and, if so, how to implement the change-that is, whether to run a pilot study with the new plan (implementing it at a few selected stores) or to launch the plan at all stores simultaneously. The (B), (C), and (D) cases show the results of various metrics across different types of salespeople after the change in the compensation plan was implemented. The case series explores different ways to analyze data for inference about salespeople's behavior caused by a change in the compensation plan. Also, the case series shows ways to experiment with the compensation plan for causal inference.
Kjell and Company: Motivating Salespeople with Incentive Compensation (D)
by Doug J. ChungKjell & Company was a Swedish retail electronics chain founded in 1988 by brothers Marcus, Mikael and Fredrik Dahnelius. The company operated 84 stores, all company-owned, located mainly in the metropolitan areas of Sweden's most popular cities: Stockholm, Gothemburg and Malm . The company's products consisted of home electronics, accessories for home electronics and cellular phones (e.g., networking accessories, headsets and phone cases), and parts for consumer electronics and appliances (e.g., semiconductors and switches). The company was noted for its excellent customer service and a fair "one-for-all" HR policy. The company had a direct sales force of about 350 in-store salespeople. The salespeople historically had been compensated by a fixed salary and a variable commission conditional on meeting a monthly sales quota. Anecdotal evidence suggested that the monthly-quota compensation scheme might have demotivated some salespeople toward the end of the month, as those who fell short early in a month simply gave up because they had no chance of meeting quota. Thus, to mitigate this problem, management proposed a shorter temporal horizon daily-quota scheme. The (A) case focuses on the decision faced by the CEO, Thomas Keifer, on whether to change the sales force compensation plan to a temporally shorter daily-quota scheme and, if so, how to implement the change-that is, whether to run a pilot study with the new plan (implementing it at a few selected stores) or to launch the plan at all stores simultaneously. The (B), (C), and (D) cases show the results of various metrics across different types of salespeople after the change in the compensation plan was implemented. The case series explores different ways to analyze data for inference about salespeople's behavior caused by a change in the compensation plan. Also, the case series shows ways to experiment with the compensation plan for causal inference.
Kjell & Company: Electronics Accessories Retail in the Nordics
by Das Narayandas Krishna G. Palepu Kerry HermanSwedish electronics accessories retailer Kjell is considering several issues as it plots its next stage of growth. How should it balance opportunities to expand retail stores into a new market (Oslo, Norway) with additional growth in its home market-Sweden-with decisions about investments to build out its nascent online channel? Simultaneously, the company is piloting a new sales associate performance management system: should store associates be measured by monthly targets, or will daily targets prove to be more useful?
KKR
by Jo Tango Alys FerragamoIn June of 2021, KKR's executive team convened to prepare for an upcoming board meeting. From a small, three-person partnership that started in 1976 and invested only in U.S. LBOs, the firm 45 years later was a public company that employed over 1,600 people and managed $252 billion across 21 offices around the world. As a public company, KKR needed to maintain growth to be competitive, and the executives wanted to envision what KKR would look like in 2025. A target earnings number for that year would give a tangible goal to its employees and Wall Street. What should it be? The executives also wanted to provide the Board of Directors a sense of what drove each of KKR's profit streams. Which profit streams were most attractive and why? As a result, what should be the company's strategic priorities?
KKR, Ringier Digital, and the Acquisition of Scout24 Switzerland
by Josh Lerner Nathaniel BurbankCase
Klang des Erfolgs: Wie Sie mit Flow Work Ihre Teams zur Hochleistung führen
by Olaf GüntherUnternehmen stecken viel Zeit und Ressourcen in die Verbesserung ihrer Prozesse, doch wenn sie ehrlich sind, sind die meisten Führungskräfte insgeheim enttäuscht vom Ergebnis. Sie arbeiten mit Hochdruck, um jeden Schritt in der Wertschöpfungskette zu optimieren und auch noch das letzte Kostenpotenzial zu heben. Und trotzdem erreichen weder sie selbst noch ihr Team die gesteckten Ziele! Im Gegenteil - schon kleine Unstimmigkeiten führen auch bei geschulten Teams plötzlich überraschend oft zu ernsthaften Problemen, die die Teamergebnisse ernsthaft gefährden. Leider erkennen Führungskräfte oft nicht, wo die Schwierigkeiten liegen. Vor allem junge Führungskräfte haben oft die Befürchtung, dass Teamunstimmigkeit ihnen als Mangel an Führungskompetenz ausgelegt wird. Olaf Günther kennt das Problem: Das oft beschworene Lean-Management ist in den meisten Fällen zu kurz gegriffen, weil nur die Wertschöpfungskette an sich, aber nicht das Drumherum und vor allem nicht das Team selbst betrachtet werden. Aus seinen langjährigen Erfahrungen heraus hat er das neue "Flow Work"-Konzept entwickelt. Der passionierte Musiker Günther geht an Teamarbeit heran wie an das Zusammenspiel einer Band. Nur, wenn jedes Teammitglied die Motivation hat, sein Instrument und sein spielerisches Talent in den Dienst der Gruppe zu stellen, entsteht ein Hit: Damit auch karriereorientierte Solisten und frustrierte Background-Sänger sich zu einer begeisternden Band entwickeln, und damit Arbeit groovt. Der Autor beschreibt mit "Flow Work" ein weiterentwickeltes "Lean-Management plus", indem er die Kern-Arbeitsprozesse nachhaltig erfolgreicher Organisationen freilegt und die Erfolgsfaktoren aus Sicht von Führungskräften und ihrer Teams praxisbezogen, leicht nachvollziehbar und umsetzbar aufzeigt.
Klare Ziele, klare Grenzen: Teamorientiert Nein-Sagen und Delegieren in der Arbeitswelt 4.0
by Katja Mierke Elsa Van AmernDieses Sachbuch zeigt, wie Stress im Job auf persönlicher Ebene, im Dialog, und im System entsteht und wie er wirksam reduziert werden kann. Wissenschaftlich fundiert mit praktischen Tipps zur Optimierung greifen die Autorinnen kritische Situationen der digitalen Arbeitswelt auf. Erfahren Sie, wie Sie durch klare Entscheidungen und eindeutige Kommunikation die persönliche Resilienz stärken und den gemeinsamen Erfolg im Unternehmen sicherstellen.Im Zentrum des Buches stehtWie Stress entsteht und welche Rolle Erfahrungen, Erwartungen und andere Kognitionsmuster dabei spielenWie Sie sich in komplexen Situationen gezielt strukturieren und trotz Mehrdeutigkeit einen klaren Standpunkt entwickelnWie Sie Ihren Standpunkt nach außen gut vertreten, ohne in typische Kommunikationsfallen zu tappenWelche weit reichenden Vorteile klare Ziele und klare Grenzen systemisch für das gesamte Team bringenDas Werk wendet sich an alle, die sich den Anforderungen des permanenten Wandels in der VUKA-Welt gegenübersehen. Hier den Überblick zu wahren, Entscheidungen unter Unsicherheit zu fällen und klare Absprachen zu treffen ist eine Herausforderung für Führungskräfte, Mitarbeiter und Selbstständige ebenso wie für Ehrenamtliche. Im Mittelpunkt steht dabei, wie jeder für sich im konkreten Kontext ein klares Ja ebenso wie ein klares Nein ermöglichen kann und damit dauerhaft für alle Beteiligten gesunde Leistungsfähigkeit fördert.
Klarheit und Wertschätzung in der Führung: Ein Leitfaden für Vorgesetzte und Führungskräfte in Unternehmen und Organisationen (essentials)
by Gerald MassiniDieses essential ist leitenden Angestellten und Führungskräften gewidmet – es ist ein Plädoyer für Klarheit und Wertschätzung in der Führung: den Menschen zugewandt. Denn es sind in der heutigen Komplexität im Arbeitsalltag mehr denn je die einzelnen Menschen, die das Unternehmen oder die Organisation ausmachen. Die Führungskraft, die in sich den Wert der Menschlichkeit in Wertschätzung und Klarheit entdeckt hat, wird Menschen wirklich gewinnen können. Dies bedarf der persönlichen Entwicklung, Reifung und Klärung – ein lohnender Einsatz. Dazu gibt das vorliegende essential konkrete Hilfestellung.
Klartext im Vertrieb: Wie Sie mit entwaffnender Ehrlichkeit Vertrauen aufbauen und Kunden gewinnen
by Stephan KoberDieses Buch ist der Befreiungsschlag in Ihrer Kundenkommunikation: keine Worthülsen, Beschönigungen, Lügen und einseitig positiven Darstellungen mehr, stattdessen Ehrlichkeit, die sofort Vertrauen schafft und Kunden positiv verblüfft. Denn Verkaufen wird häufig mit psychologischen Tricks in Verbindung gebracht, und das Misstrauen bei Kunden ist entsprechend groß. Hier erfahren Sie, wie Sie mit der Strahlkraft von klaren Worten Ihre Kundenbeziehungen auf ein neues Level heben und Umsätze steigern können, indem Sie weichgespülte Formulierungen eliminieren und durch ehrliche Aussagen ersetzen. Sie lernen, Ihr Gegenüber bezüglich der Wahrheitsverträglichkeit bestmöglich einzuschätzen, um schnell zu entscheiden, wie viel Ehrlichkeit in der jeweiligen Situation angebracht ist – als Vertriebschef, Verkäufer und Privatperson. Auch Unternehmer können auf diese Weise ihre Anziehungskraft als Arbeitgeber für die besten (Verkaufs-)Talente steigern. Mit anschaulichen Praxisbeispielen, Formulierungsvorschlägen, konkreten Tipps – und einer Prise Humor.
Klassische ganzheitliche Wachstumstheorie: Eine Theorie der Produktion pro Kopf basierend auf der Produktionstheorie nach Adam Smith und der Bevölkerungstheorie nach Thomas Malthus
by Tim LügerTim Lüger zeigt in diesem Buch auf, dass die etwa 200 Jahre alte klassische Wirtschaftswachstumstheorie modernen Theorien in der Darstellung ökonomischer Entwicklung weit voraus war. Zudem beabsichtigt der Autor, der klassischen Interpretation von Wirtschaftsgeschichte wieder zu ihrem rechtmäßigen Platz in der ökonomischen Wissenschaft zu verhelfen.Dr. Tim Lüger hat an den Universitäten Konstanz, Cardiff und Frankfurt Volkswirtschaft mit Schwerpunkt Wirtschaftsgeschichte und Statistik studiert und arbeitet derzeit als wissenschaftlicher Mitarbeiter an der TU Darmstadt am Lehrstuhl für Wirtschaftstheorie.