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Schilling: Strategic Management of Technological Innovation, Third Edition
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 Front Matter
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| 3 pp.
| Preface
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| 11 pp.
| 1. Introduction
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| I. Industry Dynamics of Technological Innovation
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| 2 pp.
| Introduction
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| 27 pp.
| 2. Sources of Innovation
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| 24 pp.
| Case — Corporate New Ventures at Procter & Gamble
Author(s): Amabile, Teresa; Whitney, Dean
Publication Date: 01/23/1997 Revision Date: 06/20/1997
Product Type: Case (Field)
Product Description: Consumer products giant Procter & Gamble is faced with an urgent need to revitalize new product innovation, given its recent focus on incremental product improvements and its aggressive growth goals. As part of this effort, the company’s top executives form a small, autonomous, cross-functional Corporate New Ventures team led by a young former brand manager. Operating within a conducive work environment, the team invents a systematic approach to gathering information and producing creative ideas for radically new product categories. Teaching Purpose: To illustrate approaches to creativity and innovation in a large, successful, well-established firm; analyze the feasibility of systematic methods for creative thinking; consider the role of the work environment in fostering creativity; examine the possibility of entrepreneurial activity within a large, well-established firm; demonstrate the role of broad-based information gathering in commercially successful radical innovation.
HBS Number: 9-897-088
Geographic Setting: Cincinnati, OH Industry Setting: consumer products Number of Employees: 103,000 Gross Revenues: $33 billion revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Consumer goods; Creativity; Cross functional management; Entrepreneurship; Innovation; Teams
Academic Discipline: Entrepreneurship
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| 8 pp.
| Case — SAATCHI AND SAATCHI
Knight RM
Saatchi and Saatchi was a large British advertising firm, headquartered in London, with subsidiaries around the world, including New Zealand. It had a reputation for creative staff and creative advertising campaigns, having won many internationalawards for its commercials. The manager of the New Zealand subsidiary wants to build an environment of creativity and motivation, while continuing to manage the creative process. Managing the process is important, as it is essential to the deliveryof high quality products to clients with demanding time lines. However, given the importance of creativity, an intensely structured process would only take away from Saatchi and Saatchi’s core competence. How can you provide the right environmentand incentives to make your people creative while meeting customer needs?
Ivey Number: 9A91F008
Publication Date: 1/1/1991 Revision Date: 26/03/2002
Geographic Setting: New Zealand Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 1990
Subjects: Innovation, International Business, Entrepreneurship
Functional Area: General Management
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| 26 pp.
| 3. Types of Patterns of Innovation
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| 18 pp.
| Case — Continuous Casting Investments at USX Corp.
Christensen, Clayton M.
Focuses on the difficulty established companies face when confronted with disruptive technological innovations. The power that their prior asset investments, their cost structures, and their customers have in constraining their investment and innovation decisions are clearly illustrated. Rewritten version of an earlier case.
HBS Number: 9-697-020 Type: Case (Field)
Publication Date: 7/17/1996 Revision Date: 3/9/2000
Geographic Setting: United States Industry Setting: steel
Company Size: Fortune 500 Gross Revenues: $10 billion revenues
Event Year Start: 1987 Event Year End: 1989
Subjects: Innovation; Operations management; Securities analysis; Technological change; Technology
Supplementary Materials: Teaching Note, (5-697-066), 10p, by Clayton M. Christensen, Bret Baird
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| 20 pp.
| 4. Standards Battles and Design Dominance
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| 16 pp.
| Case — Introduction of FM Radio (A): Finally, A “Staticless” Radio
Dhebar, Anirudh
Describes the evolution of radio technology and business from the initial days of wireless telegraphy to the advent, growth, and establishment of amplitude-modulated (AM) radio manufacturing and broadcasting. Begins and ends with a description of a decision the Radio Corp. of America (RCA) has to make with respect to the introduction of a new, incompatible frequency-modulation (FM) technology. Illustrates the full spectrum of interests and obstacles a new and incompatible technology and/or product concept has to overcome before it can be accepted. Also useful for discussing how product concepts get established, how patent law works, how industries develop, and the role played by individuals with differing visions, tenacity, and ambitions.
HBS Number: 9-592-092 Type: Case (Library)
Publication Date: 03/26/1992 Revision Date: 06/13/1995
Geographic Setting: New York, NY Industry Setting: radio
Company Size: large
Event Year Start: 1894 Event Year End: 1933
Subjects: Communications equipment; Electronics; Innovation; New product marketing; Product lines; Product planning & policy; Technological change
Supplementary Materials: Supplement (Library), (9-592-093), 3p, by Anirudh Dhebar; Supplement (Library), (9-592-094), 3p, by Anirudh Dhebar; Teaching Note, (5-594-072), 15p, by Anirudh Dhebar
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| 16 pp.
| Case — Iridium
Melissa Schilling; Min Ye Ji; Steven Angga-Prana
This case is about Iridium’s efforts to develop and market aaglobal satellite telecommunication system that would enable individuals to call from anywhere on earth, at any time. The project?s price tag would be $5 billion. The potential customers that stood to gain the most from the service were those that worked in remote locations such as those employed in mining, oil exploration, etc. However Motorola was counting on also attracting the mass market to the product (particularly business travelers) in order to generate enough volume to make the service viable.
Courses: Business Policy/Strategy; Technological Innovation Management
Topics: Telecommunications; Competition;a Industry analysis; New product development;a Technology; Network externalities; Technology standards
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| 18 pp.
| 5. Timing of Entry
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| 26 pp.
| Case — Palm Economy
Melissa Schilling; Pamella Tjahyadikarta
This caseais about the effort of Palm, Inc. (Palm) to make its Palm Operating System (Palm OS) the industry standard operating system for personal digital assistants (PDAs). Palm had shifted its focus twice. It started out as an applications software maker for the handwriting recognition software, Graffiti. It then became a PDA hardware maker before shifting its primary focus to winning the operating system standards battle. As of March 2000, Palm?s primary businesses were making hardware, designing the operating system, and providing Internet services for Palm users. The case centers around whether and how Palm can win the operating system standards battle against Microsoft’s Windows CE. Students may also question what role Palm‘s involvement in hardware sales contributes to or hinders its performance in the operating systems market.
Courses: Business Policy/Strategy; Technological Innovation Management
Topics: Network externalities; Corporate strategy; Competition;a Industry analysis; New product development;a Technology
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| 17 pp.
| Case — Zoll Medical Corp. (A)
Teisberg, Elizabeth O.; Leonard, James
When is a product ready for the market? In this case, engineers present a prototype medical device product to the CEO for approval. The product, developed under a tight deadline, is essentially identical to the main competitor’s product, but that competitor is temporarily off the market due to regulatory problems. The CEO must decide whether to take the product quickly to market to take advantage of the window of opportunity, or to send the engineers back to the lab to develop a more distinctive product that could differentiate Zoll more in the long term. Teaching Purpose: Examines issues in managing innovation and new product development. Addresses the questions of: When is a new product ready for market? When should the engineers be asked to do more? How is value to the customer factored into these decisions?
HBS Number: 9-795-053 Type: Case (Field)
Publication Date: 12/16/1994 Revision Date: 1/20/1995
Geographic Setting: Massachusetts Industry Setting: medical devices Number of Employees: 125 Gross Revenues: $14 million revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Innovation; Medical supplies; Product development; R&D; Technology
Supplementary Materials: Supplement (Field), (9-795-054), 1p, by Elizabeth O. Teisberg, James Leonard; Supplement (Field), (9-795-055), 3p, by Elizabeth O. Teisberg, James Leonard; Supplement (Field), (9-796-078), 2p, by Elizabeth O. Teisberg, James Leonard
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| II. Formulating Technological Innovation Strategy
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| 2 pp.
| Introduction
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| 23 pp.
| 6. Defining the Organization’s Strategic Direction
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| 24 pp.
| Case — MONSANTO
Melissa Schilling; Seth Brooks; John Scrofani
This case is about Monsanto and its primary product, Roundup, a herbicide that worked with genetically engineered crops to dramatically increase yields. Roundup had been an enormous success, and accounted for a substantial portion of Monsanto’s sales and profits. However the patents on Roundup had begun to expire in several countries in 1991, and expired in the U.S. in 2000, leading several competitors to offer Roundup substitutes. Compounding Monsanto‘s problems, concerns were being raised both about the safety of Roundup's primary ingredient (glyphosate) and about the safety and ethical considerations of genetically engineered food.
Courses: Business and Society; Business Policy/Strategy; Technological Innovation Management; Marketing strategy
Topics: Ethics; Natural environment; Biotechnology; Corporate strategy; Marketing strategy; New product development
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| 29 pp.
| Case — E.I. du Pont de Nemours and Co. (A)
West, Jonathan
Du Pont’s chief executive must decide what steps to take as his company expands from commodity and specialized chemicals into biotechnology. Teaching Purpose: Leading technological change. May be used with: (9-600-051) E.I. du Pont de Nemours and Co. (B).
HBS Number: 9-699-037 Type: Case (Field)
Publication Date: 11/16/1998 Revision Date: 10/26/1999
Geographic Setting: United States Industry Setting: biotechnology
Company Size: Fortune 500 Number of Employees: 98,000 Gross Revenues: $46 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Agribusiness; Biotechnology; Chemicals; Genetic engineering; Innovation; Technological change
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| 33 pp.
| Case — Patagonia
Author(s): Reinhardt, Forest; Casadesus-Masanell, Ramon; Freier, Debbie
Publication Date: 03/18/2003 Revision Date: 12/14/2004
Product Type: Case (Field)
Product Description: Patagonia was deeply committed to the environment. This commitment, at times, conflicted with the company’s goal to create the most innovative products in its industry. Patagonia‘s founder and executives welcomed imitation of both its environmental commitment and its culture. The question remained whether Patagonia's model would work well for a wide range of companies. In 2003, Patagonia executives were considering which products and markets would fit best into their portfolio of product lines, which included alpine, skiing, snowboarding, fishing, paddling, rock climbing, surfing, kayaking, and mountain biking. There was a tradeoff between alienating their core customers and achieving growth via entry into new product markets. Teaching Purpose: To engage students in discussion over private/market provision of public goods and questions related to product scope.
HBS Number: 9-703-035
Geographic Setting: United States, GlobalIndustry Setting: outdoor apparelNumber of Employees: 1,000Gross Revenues: $223 million revenues
Event Year Start: 2003Event Year End: 2003
Subjects: Corporate culture; Corporate strategy; Environmental protection; Growth strategy; Innovation; Models; Product differentiation; Product lines; Vertical integration
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-705-028), 21p, by Forest Reinhardt, Ramon Casadesus-Masanell
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| 23 pp.
| 7. Choosing Innovation Projects
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| 22 pp.
| Case — Le Petit Chef
Author(s): MacCormack, Alan; Sucher, Sandra; Rangasha
Publication Date: 10/03/2001 Revision Date: 11/13/2002
Product Type: Case (Gen Exp)
Product Description: Brigitte Gagne, Le Petit Chef’s director of microwave R&D, is deciding on the product development agenda for next year. She has to decide which of the available projects to fund, as well as to evaluate the overall portfolio of projects currently under development. The recent poor performance of the firm overall prompts Brigitte to think about reassessing the way projects are generated, evaluated, and selected at Le Petit Chef. However, Brigitte has a pressing deadline to meet — the executive team is due to review the next year‘s agenda at a meeting in Paris tomorrow. Teaching Purpose: Examines the issue of project planning, product line planning, and aggregate resource planning in an R&D department. Allows students to explore the link between competitive performance of the firm and product line choices. Generates insights on the typical problems firms encounter in their product planning activities: too many projects overall, too many derivative projects (versus platform projects), over-committed resources, inappropriate skill mix in R&D, little top-down input to project generation (the focus being on bottom-up suggestions), and dealing with potentially radical (disruptive) technological trends.
HBS Number: 9-602-080
Geographic Setting: Paris, France Industry Setting: consumer electronics (microwave ovens) Number of Employees: 600
Event Year Start: 1999 Event Year End: 1999
Subjects: Consumer electronics; Innovation; Portfolio management; Product development; Research & development; Strategic planning
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-117), 25p, by Alan MacCormack, Sandra Sucher
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| 15 pp.
| Case — Hospital Equipment Corp.
Christensen, Clayton M.
Hospital Equipment Corp. is a very successful maker of hospital beds. Due to outstanding performance in new product development, it grew to dominate its primary market and is searching for new opportunities to grow through new product development. It finds that its internal system for identifying new, high-growth markets actually screens out some exciting growth possibilities. Teaching Purpose: For courses in managing new product development and managing technological innovation.
HBS Number: 9-697-086 Type: Case (Gen Exp)
Publication Date: 3/10/1997
Geographic Setting: United States Industry Setting: health care Number of Employees: 500 Gross Revenues: $250 million revenues
Event Year Start: 1980 Event Year End: 1991
Subjects: Innovation; Market analysis; Medical supplies; Product development
Supplementary Materials: Teaching Note, (5-698-019), 14p, by Clayton M. Christensen
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| 18 pp.
| Case — We’ve Got Rhythm! Medtronic Corp.‘s Cardiac Pacemaker Business
Author(s): Christensen, Clayton M.
Publication Date: 07/08/1997
Product Type: Case (Field)
Product Description: Illustrates how a new management team at Medtronic’s Cardiac Pacemaker business reversed a steep decline in market share through adoption of certain management principles for new product development: clarity of strategy, aggregate project planning, reducing the number of projects to match development capacity, a platform/derivative product architecture, and others. Teaching Purpose: A good summary case for use in MBA courses on managing innovation, managing new product development, and managing change. Also useful in executive programs.
HBS Number: 9-698-004
Geographic Setting: United States Industry Setting: health care Number of Employees: 10,000 Gross Revenues: $2 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Innovation; Management of change; Medical supplies; Product development; Product planning & policy; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-698-056), 12p, by Clayton M. Christensen
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| 25 pp.
| 8. Collaboration Strategies
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| 26 pp.
| Case — Corning, Inc.: A Network of Alliances
Author(s): Bartlett, Christopher A.; Nanda, Ashish
Publication Date: 11/16/1990 Revision Date: 08/12/1992
Product Type: Case (Field)
Product Description: Describes James Houghton’s actions in assuming the role of CEO at Corning in the midst of a recession. Not only must he turnaround operating performance, he must also revitalize a demoralized organization and set a new, clear strategic direction. In doing so, the case focuses on the changing role of alliances and partnerships in Corning operations. Increasingly, they are moving from a peripheral role in providing market access interchange for technology, to a more central role at the core of Corning‘s business. The strategic and organizational challenges this presents are highlighted through some specific decision issues facing Houghton. May be used with: (9-393-029) Note on the Use of Alliances.
HBS Number: 9-391-102
Geographic Setting: United States Industry Setting: glass
Company Size: Fortune 500 Gross Revenues: $2.3 billion revenues
Event Year Start: 1988 Event Year End: 1988
Subjects: Business policy; Glass & glassware industry; Joint ventures; Leadership; Organizational change; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-394-018), 34p, by Christopher A. Bartlett, Ashish Nanda
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| 14 pp.
| Case — WAVERIDER COMMUNICATIONS, INC.: THE WIRELESS LAST MILE
Schneberger SL; Mark K
WaveRider Communications, Inc. was a Toronto-based company with a mission to become the leader in global wireless technology by developing, selling and supporting products that enabled wireless Internet service providers. It recently launched marketits “Last Mile Solution,” offering Internet service providers the opportunity to provide wireless Internet access at broadband speeds in the unlicensed 2.4 gigahertz spectrum. The wireless Internet access industry was relatively untapped andWaveRider’s vice-president of marketing wondered whether the company, as it started its growth phase, should seek an alliance with a competing technology company. To determine the feasibility of this idea, he needed to classify the competition,review the customer barriers and evaluate which technology was the best fit.
Ivey Number: 9B01E008
Publication Date: 6/3/2001
Geographic Setting: United States, Canada Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 2000
Subjects: Technological Change, Innovation, Information Systems, Action Planning and Implementation
Functional Area: Management Science & Information Systems
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| 26 pp.
| 9. Protecting Innovation
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| 20 pp.
| Case — Browser Wars — 1994-98
Author(s): Yoffie, David B.; Kwak, Mary
Publication Date: 06/18/1998 Revision Date: 01/22/2001
Product Type: Case (Library)
Product Description: Analyzes the competition between Netscape and Microsoft in the market for Web browsers and related products. Despite its first mover advantage, Netscape sees its market share fall once Microsoft becomes “hard-core” about the Internet. By the spring of 1998, the future of both companies is on the line.
HBS Number: 9-798-094
Geographic Setting: United States Industry Setting: software Number of Employees: 2,300 Gross Revenues: $500 million revenues
Event Year Start: 1994 Event Year End: 1998
Subjects: Competition; Internet; Intranets; Software industry; World Wide Web
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-700-046), 7p, by David B. Yoffie, Mary Kwak
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| 31 pp.
| Case — Outrage in Cyberspace: CompuServe and the GIF Patent
Lerner, Joshua; Conway, Benjamin
CompuServe, an on-line services vendor, announces to its software developers that they must enter into a licensing agreement to use the popular GIF compression. CompuServe claims that it is forced to do so because Unisys is enforcing its patent rights in this area. Others argue that CompuServe’s move is a response to the growing competitive challenge posed by the Internet. Teaching Purpose: To illustrate intellectual property issues in software in both theory and practice.
HBS Number: 9-296-057 Type: Case (Library)
Publication Date: 1/26/1996
Geographic Setting: Unspecified Industry Setting: Internet/on-line services
Event Year Start: 1995 Event Year End: 1995
Subjects: Information services; Information technology; Innovation; Online information services; Patents; Software
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| III. Implementing Technological Innovation Strategy
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| 2 pp.
| Introduction
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| 24 pp.
| 10. Organizing for Innovation
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| 18 pp.
| Case — USA TODAY: Pursuing the Network Strategy (A)
Author(s): Tushman, Michael L.; Roberts, Michael J.; Kiron, David
Publication Date: 07/11/2001 Revision Date: 09/19/2005
Product Type: Case (Field)
Product Description: Describes the evolution of USA TODAY Online, the electronic version of the newspaper, within the organizational structure of the newspaper. Describes the tensions and issues that develop and the pressure from the Online division to be spun off. At the same time, CEO Tom Curley sees a greater strategic need for integration. Poses the question of what degree or type of strategic integration is required, what degree of organizational integration this implies, and how it can be achieved.
HBS Number: 9-402-010
Geographic Setting: Virginia Industry Setting: Newspaper Number of Employees: 3,000 Gross Revenues: $700 million revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Leadership; Newspapers; Organizational change; Organizational design; Teams
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-402-011), 5p, by Michael L. Tushman, Michael J. Roberts, David Kiron; Teaching Note, (5-802-229), 5p, by Michael J. Roberts, Michael L. Tushman
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| 18 pp.
| Case — Intel Labs (A): Photolithography Strategy in Crisis
Chesbrough, Henry W.
Intel has evolved a new approach to managing its industrial research, the distributed labs model. The benefits and limits of this model are explored. Teaching Purpose: Illustrates a new approach to managing industrial research, the distributed labs model. May be used with: (9-600-033) Intel Labs (B): A New Business Model for Commercializing Research in Photolithography.
HBS Number: 9-600-032 Type: Case (Field)
Publication Date: 10/13/1999
Geographic Setting: Silicon Valley, CA Industry Setting: semiconductors
Company Size: Fortune 500 Number of Employees: 60,000 Gross Revenues: $20 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: California Research Center; Innovation; R&D; Semiconductors; Silicon Valley; Technological planning; Technology
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| 14 pp.
| Case — Managing Innovation at Nypro, Inc. (A)
Author(s): Christensen, Clayton M.; Voorheis, Rebecca
Publication Date: 09/22/1995 Revision Date: 12/18/1998
Product Type: Case (Field)
HBS Number: 9-696-061
Geographic Setting: Clinton, MA Industry Setting: Plastics industry; Injection mold Gross Revenues: $166 million revenues
Event Year Start: 1990 Event Year End: 1995
Subjects: Innovation; International operations; Manufacturing policy; Manufacturing strategy; Process innovation; Technological change
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-697-057), 2p, by Clayton M. Christensen; Teaching Note, (5-698-077), 10p, by Clayton M. Christensen
Product Description: Nypro is the world’s leading injection molder of precision plastic parts, operating a global network of 21 plants. Nypro‘s strategy is for each plant to offer identical capabilities, because its customers are global companies with worldwide sourcing needs. The case describes the way Nypro manages product and process innovation across the global plant network. May be used with: (R00202) Meeting the Challenge of Disruptive Change.
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| 21 pp.
| Case — NEC: A New R&D Site in Princeton
Author(s): Kuemmerle, Walter; Kobayashi, Kiichiro
Publication Date: 04/03/1998 Revision Date: 04/28/2004
Product Type: Case (Field)
Product Description: In 1992, Daizburo Shinoda, a senior R&D manager at NEC, has to deal with a succession issue regarding the leadership of NEC’s R&D site in Princeton, NJ. In his decision of whom to appoint as the next leader of NEC‘s most important R&D site abroad, Shinoda has to consider a number of factors: NEC's overall company strategy, the history of the Princeton site, and human resource constraints faced by NEC. Teaching Purpose: The case brings up several critical issues revolving around global R&D management and technology strategy. How should a company establish a global R&D network? How should locations for new R&D sites be chosen? How should the process of innovation be managed in a cross-border setting?
HBS Number: 9-898-027
Geographic Setting: United States & Japan Industry Setting: electronics Number of Employees: 40,000 Gross Revenues: $25 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Corporate strategy; Electronics; Innovation; International business; Japan; Research & development; Succession planning; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-800-392), 10p, by Walter Kuemmerle
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| 26 pp.
| 11. Managing the New Product Development Process
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| 27 pp.
| Case — New Product Development at Canon: The Contact Sensor Project
Bower, Joseph L.; Partington, Michael
Canon is one of the leading innovators in the world. This case describes the processes by which Canon manages the flow of ideas from basic science to new products, and how it harnesses product innovation to a strategy of diversification. Teaching Purpose: Examines a very unusual new product development process.
HBS Number: 9-396-247 Type: Case (Field)
Publication Date: 3/25/1996
Geographic Setting: Japan Industry Setting: office products
Subjects: Diversification; Japan; Office equipment; Product development
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| 21 pp.
| Case — WingspanBank.com
Sucher, Sandra; Galvin, Daniel
Describes the new product development process for WingspanBank.com, an Internet-only financial services infomediary created by a team from Bank One’s First USA division. The creation of the bank is described from concept development to pre-launch decision-making. Rich detail is provided for analysis about the processes and managerial decisions that allowed the bank to be created in roughly 120 days through a team of 30 vendors. In addition, the concept of an ‘infomediary' is introduced. The case's decision point requires students to make trade-offs between speed (the desire to achieve first-mover advantage in on-line banking), and reliability and completeness of concept. Teaching Purpose: Teaches students about very rapid development of an Internet start-up in the context of an established firm with a particular focus on the details of implementation.
HBS Number: 9-600-035 Type: Case (Field)
Publication Date: 10/14/1999 Revision Date: 12/6/1999
Geographic Setting: Wilmington, DE Industry Setting: financial services
Event Year Start: 1999 Event Year End: 1999
Subjects: Banking; Financial services; Internet
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| 19 pp.
| 12. Managing New Product Development Teams
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| 26 pp.
| Case — Business Teams at Rubbermaid, Inc.
Amabile, Teresa; Whitney, Dean
Rubbermaid, a consumer products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within
HBS Number: 9-897-165 Type: Case (Field)
Publication Date: 3/10/1997 Revision Date: 3/25/1997
Geographic Setting: Wooster, OH Industry Setting: consumer products/plastics manufacturer Number of Employees: 14,500 Gross Revenues: $2.3 billion revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Consumer goods; Creativity; Cross functional management; Entrepreneurship; Innovation; Teams
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| 27 pp.
| Case — New Product Development at Canon: The Contact Sensor Project
Bower, Joseph L.; Partington, Michael
Canon is one of the leading innovators in the world. This case describes the processes by which Canon manages the flow of ideas from basic science to new products, and how it harnesses product innovation to a strategy of diversification. Teaching Purpose: Examines a very unusual new product development process.
HBS Number: 9-396-247 Type: Case (Field)
Publication Date: 3/25/1996
Geographic Setting: Japan Industry Setting: office products
Subjects: Diversification; Japan; Office equipment; Product development
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| 26 pp.
| 13. Crafting a Deployment Strategy
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| 21 pp.
| Case — Microsoft’s Xbox
Kittner, Joshua J.; Schilling, Melissa A.; Karl, Stephen
Can Microsoft overtake Sony in the video game console industry, and if so, what investments need to be made to succeed? Does Microsoft have a winning strategy? The case provides all the information to conduct a complete assessment of the external environment and Microsoft’s resource strengths and weaknesses. A good case for the middle or second half of your business strategy module.
Publication Date: 2004
Geographic Setting: International Industry Setting: Video Games
Event Year Start: 1999 Event Year End: 2001
Courses: Business Policy Course Sequence: Business Strategy
Subjects: Business Policy; Industry Analysis
Supplementary Material: Teaching Note
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| 20 pp.
| Case — Digital Angel
Author(s): Moon, Youngme; Herman, Kerry
Publication Date: 11/09/2001 Revision Date: 03/21/2002
Product Type: Case (Field)
Product Description: Digital Angel is considering the appropriate marketing plan for the launch of its new locator device. The device, a watch and pager worn in combination, provides GPS location information and monitors heart rate and body temperature via body sensors. Parents of young children and caregivers of Alzheimer’s patients are the initial target markets for the device, but at least 26 potential markets have been identified for the product. Building a brand and generating positive word of mouth are central to the marketing plan decision. But the technology also raises concerns over privacy issues, and the benefits of the product are complex and challenging to communicate. Teaching Purpose: To illustrate the challenges associated with bringing a new, untested, high-risk product to the consumer market.
HBS Number: 9-502-021
Geographic Setting: Palm Beach, FL Industry Setting: technology
Event Year Start: 2001 Event Year End: 2001
Subjects: Advertising strategy; Consumer marketing; Innovation; Marketing planning; New product marketing; Product development; Product introduction; Technology
Academic Discipline: Marketing
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| 25 pp.
| Case — NTT DoCoMo: Marketing i-mode
Author(s): Moon, Youngme
Publication Date: 06/07/2002 Revision Date: 07/17/2002
Product Type: Other
Product Description: i-mode is a wireless Internet service offered in Japan by NTT DoCoMo. In just 3 years, the service has won over 30 million subscribers and achieved a 60% share of Japan’s mobile Internet market, making it the most successful mobile data service in the world. It is now early 2002 and Keiichi Enoki, managing director of NTT DoCoMo‘s i-mode service, faces two challenges. On the domestic front, i-mode must fend off two strong competitors while managing the migration of i-mode's existing customer base to DoCoMo's new 3G (third-generation) wireless service. On the international front, the company must figure out a way to bring the i-mode model to U.S. and European markets, where consumers appear reluctant to adopt the mobile Internet. Teaching Purpose: Allows for an examination of the factors that contribute to the successful launch and rapid diffusion of a radical innovation. The discussion is made compelling by the fact that many of the key decisions behind the i-mode launch—including decisions about target market selection, pricing, promotion, content provision, and technology standards--completely belied conventional industry wisdom at the time.
HBS Number: 9-502-031
Geographic Setting: Japan Industry Setting: telecom Number of Employees: 18,000 Gross Revenues: $37 billion revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Brands; Consumers; Innovation; Internet; Japan; Pricing; Product introduction; Product life cycle; Telecommunications industry
Academic Discipline: Marketing
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| Back Matter
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| 12 pp.
| Index
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