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Driven by one simple mission - to help teachers teach and students learn - Wiley provides current solutions in flexible formats that seamlessly integrate into your business courses.
Think of Wiley Business when you need core Business School content or need to address hot topics such as Currency, Global Issues, Sustainability, and Learning Outcomes. We focus on what we know best - providing relevant, easy to use, media rich content that promotes student success.
Most importantly, Wiley Business School content and resources represent uncompromising quality and superior service. We conduct extensive research, get student/instructor feedback, and class-test our manuscripts. Once you adopt our student-approved text, Wiley helps you through the adoption process with a dedicated Wiley Sales Representative, online and live training seminars, 24/7 technical support, and opportunities to connect with colleagues through our Wiley Faculty Network.
Backed by over 200 years of publishing history and a breadth of books published on various business topics, Wiley, leads, the way in helping instructors develop, implement, and assess standards within the business classroom.
Experience how the Wiley Difference in Business will help keep your course current and engage your students:
|Pt. I||Managing change and crises||9|
|Ch. 2||McDonald's struggles with maturity||11|
|Ch. 3||Ill-handling the Firestone/Ford Explorer tire disaster||27|
|Ch. 4||Perrier - overresponding to a crisis||41|
|Ch. 5||Al Dunlap Savages Scott Paper and Sunbeam||53|
|Ch. 6||Johnson & Johnson's Tylenol scare : the classic masterpiece in crisis management||67|
|Pt. II||Risks in merger mania||79|
|Ch. 7||Snapple : overspending for an acquisition||81|
|Ch. 8||DaimlerChrysler : blatant misrepresentation||95|
|Ch. 9||Newell Rubbermaid : a sour acquisition||111|
|Ch. 10||Hewlett-Packard's merger with Compaq computer : a model of success?||123|
|Ch. 11||Euro Disney : bungling a successful format||139|
|Ch. 12||Coca Cola versus Pepsi : move and countermove||155|
|Ch. 13||Philip Morris (now Altria) changes an enduring strategy||173|
|Ch. 14||Vanguard : success in taking the road less traveled||189|
|Ch. 15||Boeing loses industry dominance to airbus||203|
|Ch. 16||Harley Davidson : success through a mystique||221|
|Ch. 17||Continental Airlines : executing a recovery||235|
|Ch. 18||Dell computer : rising to dominate the PC market||247|
|Ch. 19||United Way : where were the controls?||263|
|Ch. 20||Maytag : misplaced trust with a foreign subsidiary||277|
|Ch. 21||MetLife : deceptive sales tactics - condoned or poorly controlled?||291|
|Pt. VI||Entrepreneurial adventures||303|
|Ch. 22||Boston Beer - revisited||305|
|Ch. 23||OfficeMax : to the end||319|
|Ch. 24||What can be learned?||333|