Steinway and sons case analyis (shubham goswami)Sameer Mathur
This presentation is based on a Harvard Business School Case and explores the managerial challenges faced by two young investment bankers who have bought one of the greatest names in all of music.
It is 1995 and Steinway & Sons has just been purchased by two young entrepreneurs. For 140 years, Steinway has held the reputation for making the finest quality grand pianos in the world. The past 25 years have proven to be a challenge, however. First, the company has changed hands several times and product quality has become a concern. Second, the worldwide market for pianos has been in a steady decline, and competition for high-end grand pianos has increased. Finally in 1992, Steinway took the questionable steps of introducing a mid-priced line of grand pianos under the brand name "Boston." Designed by Steinway, but manufactured by a Japanese piano maker, the Boston line represented a major shift in strategy for the company. Within this context, what do two young entrepreneurs (with little or no experience in the piano industry) hope to accomplish in buying Steinway? In particular, what value do they bring to the company and what decisions should they make?
These slides were created by Maulshri Pathak from UIT RGPV as part of an internship done under the guidance of Prof. Sameer Mathur (www.IIMInternship.com
it is based on case study of harvard business school.
These slides were created by sanket badhe, as part of an internship done under the guidance of Prof. Sameer Mathur (www.IIMInternship.com)".
Steinway and sons case analyis (shubham goswami)Sameer Mathur
This presentation is based on a Harvard Business School Case and explores the managerial challenges faced by two young investment bankers who have bought one of the greatest names in all of music.
It is 1995 and Steinway & Sons has just been purchased by two young entrepreneurs. For 140 years, Steinway has held the reputation for making the finest quality grand pianos in the world. The past 25 years have proven to be a challenge, however. First, the company has changed hands several times and product quality has become a concern. Second, the worldwide market for pianos has been in a steady decline, and competition for high-end grand pianos has increased. Finally in 1992, Steinway took the questionable steps of introducing a mid-priced line of grand pianos under the brand name "Boston." Designed by Steinway, but manufactured by a Japanese piano maker, the Boston line represented a major shift in strategy for the company. Within this context, what do two young entrepreneurs (with little or no experience in the piano industry) hope to accomplish in buying Steinway? In particular, what value do they bring to the company and what decisions should they make?
These slides were created by Maulshri Pathak from UIT RGPV as part of an internship done under the guidance of Prof. Sameer Mathur (www.IIMInternship.com
it is based on case study of harvard business school.
These slides were created by sanket badhe, as part of an internship done under the guidance of Prof. Sameer Mathur (www.IIMInternship.com)".
Harvard Business School Case Study
This marketing case study was analysed by Harsh Raj Chauhan under the guidance of Prof. Sameer Mathur, IIM Lucknow as a marketing internship.
Steinway & Sons, also known as Steinway, is an American-German piano company, founded in 1853 in Manhattan, New York City, by German immigrant Heinrich Engelhard Steinweg (later known as Henry E. Steinway). The company's growth led to the opening of a factory in Queens, New York City, and a factory in Hamburg, Germany. The factory in Queens supplies the Americas and the factory in Hamburg supplies the rest of the world.Steinway has been described as a prominent piano company known for making pianos of high quality and for inventions within the area of piano development. Steinway has been granted 126 patents in piano making; the first in 1857.The company's share of the high-end grand piano market consistently exceeds 80 percent. The company's dominant position in the high-end piano market has been criticized, with some musicians and writers arguing that it has blocked innovation and led to a homogenization of the sound favored by pianists.
Case Study - Steinway & Sons (Buying A Legend)
This particular presentation is one in a series of presentations I had worked on during my Marketing Internship under Prof. Sameer Mathur, IIM Lucknow, in June, 2015.
Harvard Business School Case Study
This marketing case study was analysed by Harsh Raj Chauhan under the guidance of Prof. Sameer Mathur, IIM Lucknow as a marketing internship.
Steinway & Sons, also known as Steinway, is an American-German piano company, founded in 1853 in Manhattan, New York City, by German immigrant Heinrich Engelhard Steinweg (later known as Henry E. Steinway). The company's growth led to the opening of a factory in Queens, New York City, and a factory in Hamburg, Germany. The factory in Queens supplies the Americas and the factory in Hamburg supplies the rest of the world.Steinway has been described as a prominent piano company known for making pianos of high quality and for inventions within the area of piano development. Steinway has been granted 126 patents in piano making; the first in 1857.The company's share of the high-end grand piano market consistently exceeds 80 percent. The company's dominant position in the high-end piano market has been criticized, with some musicians and writers arguing that it has blocked innovation and led to a homogenization of the sound favored by pianists.
Case Study - Steinway & Sons (Buying A Legend)
This particular presentation is one in a series of presentations I had worked on during my Marketing Internship under Prof. Sameer Mathur, IIM Lucknow, in June, 2015.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
10. Challenges:
• Stabilise the dripping down sales of Grand Piano
• Capture the markets
• Developing a brand new strategy to reconquer the
leadership in the world market
16. The world piano sales have been dropped down by
40%
from
1980 to 1994
Number of units sold in United States
1980
1994
0 60000 120000 180000 240000
233000
100000
21. Weakness:
Core/Highest margin products are focused on old technology
& designs
Not keeping pace with competitors such as Gibson USA
yamaha etc.. at bringing new technologies to the marketplace.
30. Disclaimer:
This Harvard Business School Case was analysed by
Naga Srimouli B ,VCE Hyd as part of internship under
Prof .Sameer Mathur of IIM Lucknow