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  • Kleinsmith, N. (Niela)
  • Koene, B.A.S. (Bas)
  • Gautie, J. (Jerome)
  • Perez, C. (Coralie)
Thursday, 1 March 2018
With the introduction of automation and digitalized processes in the warehouse, and the dramatic growth of online shopping resulting in longer operating hours and higher product flows in warehouses, workers in the retail logistics industry are on the one hand, being squeezed out of their jobs, and…
Job Rotation and Multi-Skilling in the Semi-Automated Warehouse cover
  • Kleinsmith, N. (Niela)
  • Koene, B.A.S. (Bas)
  • Jaehrling, K. (Karen)
Thursday, 1 March 2018
Martin Fischer, CEO of Fast Frock Fashion Logistics, was preparing for a tough meeting. Seven years ago, his employees had made significant wage concessions to allow the company to invest in automation and new technologies to build its future. But the company had never made the expected investments,…
Fast Frock Fashion Logistics: the Impact of New Technologies on Warehouse Workers cover
  • Kleinsmith, N. (Niela)
  • Koene, B.A.S. (Bas)
  • Jaehrling, K. (Karen)
Thursday, 1 March 2018
Warehouses are held to performance level standards through service level agreements with their customers. Most warehouse work involves repetitive, low-skilled and low-paid manual work that can sometimes lead to job-related strain. But labour markets, along with competitive and customer constraints,…
Performance Pay Systems in Retail Logistics: Adjusting an Incentive Scheme to Match a Changing Workforce cover
  • Hulsink, W. (Wim)
  • Invernizzi, A. (Alberto)
  • Resego Lucas, E. (Elizabeth)
  • Mavilla, E. (Enrico)
  • Tulsyan, A. (Ayoni)
Friday, 23 February 2018
In 2015, Marco Janmaat, along with his father and two friends, founded VR Owl to sell VR cardboards, VR content and VR-supported corporate events. The business grew exponentially, and within a year, the company had become the major VR solutions provider in the Netherlands. However, Janmaat expected…
VR Owl: From Conception to a Dramatic Challenge, an Investor Dilemma cover
  • Comiteau, L. (Lauren)
  • Zannoni, M. (Marco)
  • Cornelissen, J.P. (Joep)
Monday, 8 January 2018
In September 2015, what has become the world’s largest automotive scandal began to unfold as US regulators charged Volkswagen (VW) with using software in some of its diesel engines that could fool emissions tests into thinking the affected vehicles were within permissible US pollution limits. What…
Volkswagen: Steering a Crisis cover
  • Hoffman, A.N. (Alan)
  • Gold, N. (Natalia)
Monday, 23 October 2017
In 2010, 3G Capital merged Burger King and Tim Hortons to create Restaurant Brands International (RBI). In 2014, RBI acquired Popeyes Louisiana Kitchen. Although RBI's three restaurant chains had strong brand name recognition with extensive franchise networks, none were market leaders in the red…
Restaurant Brands International: Staying Afloat in the Red Ocean of QSR cover
  • Hoffman, A.N. (Alan)
  • Gold, N. (Natalia)
Monday, 23 October 2017
In 2017, after years of restructuring following the US financial crisis, the PulteGroup, a leading homebuilding company, was poised for the future. The PulteGroup barely survived the 2006 downturn, but went on to implement value-creation and cost efficiencies in every sector of its business, merge…
The Pultegroup: Home Buying among Millenials after the Financial Crisis cover
  • Van Oostveen, R. (Rob)
  • Van Dierendonck, D. (Dirk)
  • Yue, T. (Tao)
Monday, 9 October 2017
This case follows the Dutch bank Van Lanschot’s journey through a major restructuring. Hit hard by the financial crisis, Van Lanschot wanted to reduce its loss-making business banking division by half within five years and refocus on the more profitable wealth management services for private…
The Corporate Bank (Part II): Leading the Team cover
  • Van Oostveen, R. (Rob)
  • Van Dierendonck, D. (Dirk)
  • Yue, T. (Tao)
Monday, 9 October 2017
This case follows the Dutch bank Van Lanschot’s journey through a major restructuring. Hit hard by the financial crisis, Van Lanschot wanted to reduce its loss-making business banking division by half within five years and refocus on the more profitable wealth management services for private…
The Corporate Bank (Part I): Establishing The Corporate Bank cover
  • Van Oostveen, R. (Rob)
  • Van Dierendonck, D. (Dirk)
  • Yue, T. (Tao)
Monday, 9 October 2017
This case follows the Dutch bank Van Lanschot’s journey through a major restructuring. Hit hard by the financial crisis, Van Lanschot wanted to reduce its loss-making business banking division by half within five years and refocus on the more profitable wealth management services for private…
The Corporate Bank (Part III): Leading Yourself cover