Incorporated: 1868 NAIC: 334518 Watch, Clock, and Part Manufacturing; 339911 Jewelry (except Costume) Manufacturing; 44831 Jewelry Stores SIC: 3873 Watches, Clocks, Watchcases & Parts; 3911 Jewelry & Precious Metal; 5944 Jewelry Stores Founded in 1837, Tiffany & Co. has long been renowned for its luxury goods, especially jewelry, and has sought to market itself as an arbiter of taste and style. Tiffany designs, manufactures, and sells jewelry, watches, and crystal glassware. It also sells other
Tiffany, his eldest son to survive childhood, was an accomplished artist who sometimes made jewelry for Tiffany but was best known for his Art Nouveau stained glass windows and lamps. In 1905 the store had moved into quarters at Fifth Avenue and 37th Street designed by Stanford White in the form of a Venetian palazzo, and two years later John C. Moore, great-grandson of the silversmith, became president. Tiffany's sales volume rose from $7 million in 1914 to $17.7 million in 1919. This figure was
ACC 476/726 – Auditing Discussion Case Questions Fall 2004 General Information The audit discussion cases are real-world examples of problems that auditors face in practice. Each individual case is brief, and every member of the class should read the case prior to class and come prepared to participate in class discussion. Instead of the questions in the casebook, we will discuss specific issues related to the topic currently being discussed in class. The questions can usually be answered
Case 3 Guilty as Charged [pic] 1. Perform a SWOT Analysis for Gilt Groupe. 2. Looking at your SWOT, what is the single greatest threat facing GG? How would you react to this challenge? What strategy would you follow or propose? 3. Looking at your SWOT, what is the single greatest opportunity facing GG? How would you go about taking advantage of this opportunity? What strategy would you follow or propose? 4. Five years from now, where do you see GG? A success? A failure
TOP-TEAM POLITICS…page 90 WHEN YOUR CORE BUSINESS IS DYING…page 66 Y GE SE PA IN DS CK R M WA A 53 www.hbr.org April 2007 58 What Your Leader Expects of You Larry Bossidy 66 Finding Your Next Core Business Chris Zook 78 Promise-Based Management: The Essence of Execution Donald N. Sull and Charles Spinosa 90 The Leadership Team: Complementary Strengths or Conflicting Agendas? Stephen A. Miles and Michael D. Watkins 100 Avoiding Integrity Land Mines Ben