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1 – 3 of 3Stephen J.J. McGuire, Christine Chueh, Tia Mao and Isela Mercado
Professors of undergraduate, graduate, doctoral or certificate programs can use this case study.
Abstract
Study level/applicability
Professors of undergraduate, graduate, doctoral or certificate programs can use this case study.
Subject area
Human resource management, employee relations, women in business
Case overview
Historically, only men have worked as tourist porters in Peru. The owner of a tour company in Peru wants to hire female porters in their company. Currently, all the porters in the company are male, and they are hesitant to work with women. The entrepreneur wants to build an inclusive organization to improve their company’s branding but is afraid of workplace harassment issues. This case examines the challenges of employee safety and business continuity while building an inclusive workforce. What should the owner do?
Expected learning outcomes
• Evaluate the factors that lead to the bias or discrimination of women or other minority groups in business; •discuss what reasonable accommodations an organization can undertake to become inclusive; and •explore business opportunities and challenges while being inclusive.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 6: Human Resources
Details
Keywords
Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights…
Abstract
Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.
To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.
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