This case describes the difficult times Charles Schwab the company after the dot-com bust of the early 2000s faced. It also describes how Charles Schwab to take the man back in July 2004 to the position of CEO, and the strategic measures it took to resolve the issues and refocusing the company he founded years ago 30 +. The case shows how he is able to draw on the considerable remaining strengths of the company, not at its old established culture that do the right thing, was stressed f … Read more »

This case describes the difficult times Charles Schwab the company after the dot-com bust of the early 2000s faced. It also describes how Charles Schwab to take the man back in July 2004 to the position of CEO, and the strategic measures it took to resolve the issues and refocusing the company he founded years ago 30 +. The case shows how he was not highlighted in a position to draw on the considerable strengths of the company remaining in the least its sedentary culture, do the right thing for customers. Two years after Schwab’s return to the CEO job, the company turned in strong results. Weathered the crisis of recent years, the case focuses on the challenges the company faces in the future, as its strategy, good, consistent, un-conflict pursuing investment advice to an increasing number of smaller investors.
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from
Robert A. Burgelman,
Philip Meza
Source: Stanford Graduate School of Business
24 pages.
Release Date: 3 January 2008. Prod #: SM35C-PDF-ENG
The Charles Schwab Corporation in 2007: fixing and redefining the core business HBR case solution