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	<title>Business &amp; Management Case Studies</title>
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		<title>Operational Secrecy &#8211; Innovating in “secret”</title>
		<link>https://www.casestudyinc.com/operational-secrecy-innovating-in-secret/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Mon, 17 Jun 2013 15:06:26 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=434</guid>

					<description><![CDATA[<p>A growing trend among companies is innovating in secret or maintaining operational secrecy. Reputed companies like Apple, Nike and Google foster an internal culture of secrecy and even leak information strategically to fuel public excitement before a product launch.</p>
<p>The post <a href="https://www.casestudyinc.com/operational-secrecy-innovating-in-secret/">Operational Secrecy &#8211; Innovating in “secret”</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
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		<title>Boomerang CEOs aka Founder Recall</title>
		<link>https://www.casestudyinc.com/boomerang-ceos-aka-founder-recall/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Wed, 05 Jun 2013 10:35:34 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=431</guid>

					<description><![CDATA[<p>Lately, planned CEO successions wherein many companies have replaced CEOs with their predecessor or founders are on the rise. These returning CEOs or founders are preferred as they are insiders with previous CEO-level experience and charisma.</p>
<p>The post <a href="https://www.casestudyinc.com/boomerang-ceos-aka-founder-recall/">Boomerang CEOs aka Founder Recall</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
]]></description>
		
		
		
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		<title>How companies listen to their customers</title>
		<link>https://www.casestudyinc.com/how-companies-listen-to-their-customers/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Mon, 03 Jun 2013 10:52:06 +0000</pubDate>
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		<guid isPermaLink="false">http://www.casestudyinc.com/?p=430</guid>

					<description><![CDATA[<p>Customer insight matters to every company. But how does a company listen to its customers? A few examples on how some companies - Apple, HP and Xerox listen to their customers.</p>
<p>The post <a href="https://www.casestudyinc.com/how-companies-listen-to-their-customers/">How companies listen to their customers</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
]]></description>
		
		
		
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		<title>Developers as Happiness Engineers</title>
		<link>https://www.casestudyinc.com/developers-as-happiness-engineers/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Thu, 30 May 2013 14:07:14 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=428</guid>

					<description><![CDATA[<p>Developers avoid being in a support role and make a big mistake. By communicating with customers, developers can make sure that their creation has met the end user’s needs and gain vital feedback on improving the software or application.</p>
<p>The post <a href="https://www.casestudyinc.com/developers-as-happiness-engineers/">Developers as Happiness Engineers</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
]]></description>
		
		
		
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		<title>Management Gurus and what they are known for</title>
		<link>https://www.casestudyinc.com/strategy-gurus-management-concept/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Sun, 20 Jan 2013 07:15:10 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Leadership and Entrepreneurship]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=395</guid>

					<description><![CDATA[<p>There are many business leaders and management thinkers who have contributed and introduced various management theories or terms over the years. Here is a partial list of Business Strategy gurus or Management leaders and the term they coined or the strategy/management concept they are known for.</p>
<p>The post <a href="https://www.casestudyinc.com/strategy-gurus-management-concept/">Management Gurus and what they are known for</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
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		<title>Ticket pricing strategy at the London 2012 Olympic Games</title>
		<link>https://www.casestudyinc.com/ticket-pricing-strategy-london-olympics/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Tue, 10 Jul 2012 12:39:52 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=377</guid>

					<description><![CDATA[<p>The London Olympics Organizing committee had to price over 8.8 million tickets for 26 sporting events. It was termed as the the daddy of all ticket strategies. This article highlights some important elements of the ticket pricing strategy.</p>
<p>The post <a href="https://www.casestudyinc.com/ticket-pricing-strategy-london-olympics/">Ticket pricing strategy at the London 2012 Olympic Games</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
]]></description>
		
		
		
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		<title>Pricing Strategy &#8211; A few pointers</title>
		<link>https://www.casestudyinc.com/pricing-strategy-a-few-pointers/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Wed, 30 May 2012 12:26:37 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=373</guid>

					<description><![CDATA[<p>This article highlights a few pointers on pricing strategy used by companies like P&#038;G, American Airlines, Starbucks and jcpenney. Some got it right and some wrong.</p>
<p>The post <a href="https://www.casestudyinc.com/pricing-strategy-a-few-pointers/">Pricing Strategy &#8211; A few pointers</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
]]></description>
		
		
		
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		<title>The Business Model A/B Test</title>
		<link>https://www.casestudyinc.com/business-model-split-testing/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Wed, 25 Apr 2012 07:10:09 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=371</guid>

					<description><![CDATA[<p>Many successful businesses have demonstrated how you can test your business model before you take the plunge in the real world. This article highlights various examples and gives insights into building a successful business model.</p>
<p>The post <a href="https://www.casestudyinc.com/business-model-split-testing/">The Business Model A/B Test</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
]]></description>
		
		
		
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		<title>The TOP program at Philips</title>
		<link>https://www.casestudyinc.com/towards-one-philips/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Thu, 05 Apr 2012 07:52:29 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Business Restructuring]]></category>
		<category><![CDATA[Organization Culture]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=367</guid>

					<description><![CDATA[<p>Philips undertook various restructuring moves to improve the poor performance of the company in 2001. This article highlights the 'Towards One Philips' and ‘Strategic Conversations’ initiatives aimed at company-wide efficiency, integration and synergy-creation.</p>
<p>The post <a href="https://www.casestudyinc.com/towards-one-philips/">The TOP program at Philips</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
]]></description>
		
		
		
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		<item>
		<title>Best Buy&#8217;s radical experiment (ROWE) in workplace flexibility</title>
		<link>https://www.casestudyinc.com/best-buy-rowe-initiative/</link>
		
		<dc:creator><![CDATA[Case_User]]></dc:creator>
		<pubDate>Mon, 02 Apr 2012 12:09:51 +0000</pubDate>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[HR Practices]]></category>
		<category><![CDATA[Organization Culture]]></category>
		<guid isPermaLink="false">http://www.casestudyinc.com/?p=365</guid>

					<description><![CDATA[<p>This HR article talks about Best Buy's radical experiment, a corporate culture initiative in workplace flexibility called ROWE. ROWE stands for “results-only work environment” and judges employees on output than the number of hours they spend in office.</p>
<p>The post <a href="https://www.casestudyinc.com/best-buy-rowe-initiative/">Best Buy&#8217;s radical experiment (ROWE) in workplace flexibility</a> appeared first on <a href="https://www.casestudyinc.com">Business &amp; Management Case Studies</a>.</p>
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