Category: HBR Case Study Analysis

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In 2019, General Motors began a new line of electric vehicles that were supposed to start production in 2020. The cars were designed to be 100% electric and offered a range of up to 250 miles on a single charge, with the option to charge the car by plugging it into a regular household outlet. The vehicles were expected to be faster and cheaper than their gasoline-powered counterparts. The cars were highly anticipated by the public and the media, with rumors suggesting that these vehicles

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“In 1994 the world production of aluminum was 162 million metric tons (MMT). The United States alone produced 32.2 MMT of aluminum. China followed with 23.8 MMT (the country that actually makes aluminum) while Europe contributed 22.3 MMT. All of the above is just for the production of aluminum and now in 1999 there is 400 MMT. Now let us take a look at the industry’s efficiency and

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In 1994, there were 22,000 employees in the US aluminum industry, a significant improvement from 20,000 in 1990. Click Here The sector was facing a shortage of skilled workers and increasing domestic and international competition. The market demand also increased as aluminum products were widely used in automotive, aviation, and construction industries. The US aluminum industry produced mainly automotive and commercial alloys. In 1999, the US aluminum industry employed

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The aluminum industry, in 1994, was dominated by the three big global players. 3M, Alcoa and Benson. The price per pound rose steadily from $1.30 in 1980 to $2.13 in 1994, and then fell sharply as prices dropped due to an over-supply, low aluminum production, and increased demand. In 1995, price dropped to $1.44. 3M was able to charge premium

Breadfast International Expansion

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