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In 1998, the United States Environmental Protection Agency (EPA) and US manufacturers of heavy-duty diesel engines signed a consent decree which included among other things, pulling forward ("pull ahead") by 15 months a new nitrogen oxide (NOx) emission standard. By early 2002, Caterpillar and Detroit Diesel were requesting EPA to delay the "pull ahead". Cummins was being pressured by its competitors to join in this request. On the other side, the Environmental Protection Agency (EPA) and several environmental organizations wanted Cummins to adhere to the requirements of the consent decree. Cummins was navigating through a very difficult economic time and could not afford to make a mistake. Joe Loughrey, Cummins Engine Business President and his team needed to make a strategic decision. Would they a) agree with the competitors' position asking EPA to delay the consent decree which required the company to pull ahead an expensive environment requirement, thus allowing manufacturers to continue using the established engine technology that had customer support, or b) accept the terms of the consent decree and continue to develop a new engine technology against the wishes of many in the industry and thus face possible market retraction. Both strategic decision options had substantial consequences and needed to be carefully evaluated. Not only was the future of Cummins Engine Business in jeopardy, but as we learn later, this decision impacted the future of the whole industry.
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Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. is a Harvard Business (HBR) Case Study on Strategy & Execution , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.
Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Strategy & Execution, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision., is to not only build a competitive position of the organization but also to sustain it over a period of time.
The Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.
In the Texas Business School, Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.
We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision.
The first step to solve HBR Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Cummins Decree is facing right now. Even though the problem statement is essentially – “Strategy & Execution” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Cummins Decree, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.
Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision..
The external environment analysis of Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.
PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. case study. PESTEL analysis of " Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision." can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.
As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. macro-environment and how it impacts the businesses of the firm.
To do comprehensive PESTEL analysis of case study – Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. , we have researched numerous components under the six factors of PESTEL analysis.
Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.
Government policies have significant impact on the business environment of any country. The firm in “ Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.
Data safety laws – The countries in which Cummins Decree is operating, firms are required to store customer data within the premises of the country. Cummins Decree needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.
Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. has numerous instances where the competition regulations aspects can be scrutinized.
Import restrictions on products – Before entering the new market, Cummins Decree in case study Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision." should look into the import restrictions that may be present in the prospective market.
Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Cummins Decree in case study “ Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. ” should look into these export restrictions policies.
Foreign Direct Investment Policies – Government policies favors local companies over international policies, Cummins Decree in case study “ Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.
Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.
Tariffs – Chekout how much tariffs the firm needs to pay in the “ Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Cummins Decree can compete against other competitors.
Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. case study have to assess whether their business can benefit from such government assistance and subsidies.
Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.
Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.
Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.
Corruption level – Cummins Decree needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.
Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.
Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.
PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision. case study. PESTEL analysis of " Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision." can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.
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