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Robin Hood
 
 
Appendix
In the Robin Hood case, we can easily apply the principles of a  business organization. Robin was the CEO of the Merrymen. He made all important decisions. Will Scarlett was in charge of intelligence and scouting. John kept discipline among the men. Scurlock took care of the finances. Those were their top management in the organization. Their first goal was to expand the size of their own organization. Then they wanted to help the poor citizens by stealing from the rich. Also, they wanted to grow with allies and new recruits to become a very large organization. Finally, they wanted to destroy the Sheriff’s policy and control. The Sheriff was Merrymen’s largest competitor. The Sheriff has gained the money and men, and is beginning to cause problems for the Merrymen. During these times, the Merrymen had both internal and external problems. Robin and the Merrymen were respected by the poor, and theBarons needed assistance to return King Richard to the throne. Meanwhile, the Sheriff failed to collect taxes. Those brought up strength in Merrymen organization. However, in their internal operation, the rapidly growing team lost discipline and suffered from reduced vigilance.
 Game became scarce. Lieutenants opposed the tax transit plan. Revenues decreased, but food costs increased. Also, they had to face other problems in the external environment.The Sherriff of Nottingham gained strength and momentum. Rich merchants avoided the forest so they couldn’t be robbed, and Prince John had spies everywhere. Even so, Robin and the Merrymen still had an opportunity to solve their problems. The Barons needed the services of Robin and Merrymen, and by adding more Merrymen, discipline might be improved.. In order to gain even more support, they might  to Kin ...
 
 
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Classic Airlines

This paper will cover an in-depth look and analysis of Classic Airlines, a twenty five-year-old passenger airline. Classic Airlines commands a fleet of more 375 jets that serve 240 cities with more than 2300 daily flights making it the fifth largest airline in the world (University of Phoenix, 2007). Classic has grown to an organization of 32,000 employees, and last year, it earned $10 million on $8.7 billion in sales (University of Phoenix, 2007).
The paper will give the reader background information concerning the current situation the company faces, determine the key issues in the situation, opportunities the company has to address, who this will affect, and the desired end-state goals of the company.
Situation Background : "Increased uncertainty about flying has affected industry stock prices across the board, and Classic has seen a 10% decrease in share prices in the past year. With a concerned investment community on the watch, the airline industry operates under a microscope, subject to scrutiny from all sectors. Not surprisingly, the negativity from Wall Street to the media to the public has affected employee morale, which is the lowest its ever been. Consumer confidence also appears to be waning. By January 2005, Classic's declining Classic Rewards program measured a 19 percent decrease in the number of Classic Rewards members, and 21 percent decrease in flights per remaining member. Clearly, loyal customers were jumping ship and the ones still aboard seemed to be flying less frequently -- or at least less frequently with Classic Airlines....

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