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O'Brien-Marakas: Management Information Systems, Ninth Edition
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 I. Foundation Concepts
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| 1 pp.
| Introduction
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| 40 pp.
| 1. Foundations of Information Systems in Business
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| 31 pp.
| Case — Information Technology Management from 1960-2000
Author(s): Nolan, Richard L.
Publication Date: 06/07/2001
Product Type: Note
Product Description: Covers the history of IT management from 1960 to the present. Applies the Stages Theory as a basis to trace the evolution of the three dominant IT designs (mainframes, microcomputers, networks) and how companies used and managed IT in each era.
HBS Number: 9-301-147
Subjects: Information age; Information technology; Internet; Management philosophy
Academic Discipline: Management of information systems
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| 30 pp.
| 2. Competing With Information Technology
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| 19 pp.
| Case — Note on the Structural Analysis of Industries
Author(s): Porter, Michael E.
Publication Date: 09/01/1975 Revision Date: 06/30/1983
Product Type: Note
HBS Number: 9-376-054
Subjects: Business policy; Industry analysis; Industry structure; Strategy formulation
Academic Discipline: Competitive strategy
Product Description: Provides a framework for the analysis of industry structure. Identifies the major structural features that influence the profit potential in industries and some illustrative implications of these for strategy formulation. Can be used as a reference note for business policy courses and/or as the background for a lecture on industry analysis.
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| 28 pp.
| Case — Online Market Makers
Author(s): Eisenmann, Thomas; Hackett, Christopher J
Publication Date: 12/21/2000
Product Type: Note
Product Description: Describes the business model for online market makers, firms that use the Internet to organize a marketplace, providing participants with a virtual "place" to trade, rules to govern their exchanges, and infrastructure to support trading. First it proposes a definition of market making and presents different ways to categorize online market makers. Next it describes how online market makers create value for market participants. Then it examines the economics of market making, focusing on revenue and cost drivers, using both online and offline examples. Building on that analysis, the final section examines the risks and potential payoffs to online market makers from pursuing aggressive growth strategies. Teaching Purpose: To help students understand the online market maker business model, and to provide a framework to help them analyze the strategic decisions made by these companies. Explores the value proposition offered by these companies and the economic imperatives they face. Finally, seeks to provide a framework for evaluating whether the adoption of aggressive growth strategies is prudent for online market makers.
HBS Number: 9-801-308
Subjects: Entrepreneurship; Internet; Market analysis; Market definition; New economy; Online information services; Strategy formulation; World Wide Web
Academic Discipline: Entrepreneurship
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| 15 pp.
| Case — IntellectExchange, Inc.
Author(s): Cash, James I., Jr.; Gogan, Janis L.
Publication Date: 12/07/2001
Product Type: Case (Field)
Product Description: A start-up intellect exchange initially offered a public expertise exchange, connecting experts with clients. Now management wonders whether a new, more focused strategy will succeed.
HBS Number: 9-802-113
Geographic Setting: Boston, MAIndustry Setting: consultingCompany Size: start-upNumber of Employees: 15
Event Year Start: 2001Event Year End: 2001
Subjects: Consulting; Electronic commerce; Knowledge management
Academic Discipline: Management of information systems
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| 20 pp.
| Case — Note on Knowledge Management
Author(s): Garvin, David A.; March, Artemis
Publication Date: 11/26/1997
Product Type: Note
Product Description: Provides an overview of knowledge management, including descriptions of knowledge management strategies, processes, organization, infrastructure, systems, and challenges. Describes the approaches at two leading consulting firms, Arthur Andersen and Ernst & Young, who have been pioneers in applying the approach to their own internal operations. Teaching Purpose: To expose students to the elements of knowledge management and contrast the approaches that two leading firms have taken.
HBS Number: 9-398-031
Geographic Setting: Industry Setting:
Subjects: Consulting; Information systems; Knowledge management
Academic Discipline: General management
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| II. Information Technologies
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| 1 pp.
| Introduction
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| 50 pp.
| 3. Computer Hardware
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| 33 pp.
| Case — National Innovation Systems and Comparative Industry Evolution
Author(s): Chesbrough, Henry W.; Morris, Gillian
Publication Date: 02/14/2001
Product Type: Note
Product Description: Discusses U.S. and Japanese innovation systems. Illustrates these with comparative studies of computer and pharmaceutical industries. Probes effects of labor, capital, and customer market institutions on these sectors in the United States and Japan. Teaching Purpose: To motivate students to consider innovation effects outside the United States.
HBS Number: 9-601-049
Subjects: Computer industry; Innovation; Japan; National competitiveness; Pharmaceuticals industry; Technology
Academic Discipline: Operations management
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| 20 pp.
| Case — Sun Microsystems and the N-tier Architecture
Author(s): Nolan, Richard L.; Porter, Kelley
Publication Date: 09/17/1998 Revision Date: 03/04/1999
Product Type: Case (Field)
Product Description: Sun Microsystems is a pioneer in networking computing. Sun’s servers maintain a large market share and are considered highly scaleable. The case describes the n-tier architecture for building and managing large networks in which thousands of workers and customers are connected to enterprise servers. Teaching Purpose: To analyze and assess network architectures in structure and cost for building enterprise-wide intranets.
HBS Number: 9-399-037
Geographic Setting: Silicon Valley, CA Industry Setting: hi-tech Number of Employees: 22,500 Gross Revenues: $9.8 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: California Research Center; Computer industry; Computer systems; Implementation; Information technology; Intranets; Networks; Silicon Valley; Technological change
Academic Discipline: Management of information systems
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| 67 pp.
| Case — Intel Corp.: The Evolution of an Adaptive Organization
Author(s): Burgelman, Robert A.; Carter, Dennis L.; Bamford, Raymond S.
Publication Date: 07/22/1999
Product Type: Case (Field)
Publisher: Stanford University
Product Description: Reviews the challenges facing the Intel Corp. as it moves beyond its successes in semiconductors.
HBS Number: SM65
Geographic Setting: GlobalIndustry Setting: semiconductors
Event Year Start: 1999Event Year End: 1999
Subjects: Computer systems; Corporate strategy; Semiconductors
Academic Discipline: Competitive strategy
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| 44 pp.
| 4. Computer Software
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| 23 pp.
| Case — Microsoft in 2002
Author(s): Rukstad, Michael G.; Yoffie, David B.; Johnston, Carl; Levine, Tyrrell
Publication Date: 09/26/2001 Revision Date: 08/30/2005
Product Type: Case (Library)
Product Description: Examines Microsoft’s strategy and competitive position as it prepares to launch Windows XP. The discussion explores how Microsoft builds and sustains its competitive edge. May be used with: (9-700-071) Microsoft — 2000.
HBS Number: 9-702-411
Geographic Setting: Global Industry Setting: Software industry Number of Employees: 30,000 Gross Revenues: $30 billion revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Competitive advantage; Software; Technology
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-702-459), 8p, by David B. Yoffie
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| 13 pp.
| Case — Microsoft: An Inside Look
Burgelman, Robert A.
Discusses how Microsoft came to dominate the computer software industry by 1996. Microsoft’s domination was not inevitable or guaranteed. Discusses the battle between Windows and IBM‘s OS/2 in the early 1990s, while offering a glimpse at the personal battles between Microsoft's Bill Gates and IBM's James Cannavino. Also discusses Microsoft's response, in 1995 and 1996, to the threats and opportunities posed by the Internet. Provides the context for discussing Microsoft's ability to recognize strategic threats and opportunities, and to assess and respond effectively to their strategic options.
HBS Number: SM32 Type: Case (Pub Mat)
Publication Date: 8/1/1997
Geographic Setting: Seattle, WA Industry Setting: computer software
Event Year Start: 1993 Event Year End: 1996
Subjects: Competition; Corporate strategy; Operating systems; Software; Strategy formulation; Technological change
Publisher: Stanford University
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| 26 pp.
| Case — Documentum, Inc.
Author(s): Lal, Rajiv; Lanagan, Sean
Publication Date: 09/18/2001 Revision Date: 04/10/2002
Product Type: Case (Field)
Product Description: Describes Jeff Miller’s attempt to implement Geoffrey Moore‘s crossing the chasm ideas at enterprise software vendor, Documentum. Teaching Purpose: Illustrates marketing strategy tradeoffs and a market selection process.
HBS Number: 9-502-026
Geographic Setting: Silicon Valley, CA Industry Setting: enterprise software
Company Size: start-up Number of Employees: 20 Gross Revenues: $2 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Entrepreneurial management; Growth strategy; Information technology; Market selection; Marketing strategy; New product marketing; Sales strategy; Silicon Valley; Software
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-503-035), 9p, by Rajiv Lal
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| 21 pp.
| Case — Measurement and Management at CitySoft
Narayanan, V.G.; Pothen, Sanjay T.
CitySoft is a very small software developer that is grappling with issues of cost measurement and management. Students must decide what reports should be generated and how to use these reports. Teaching Purpose: Introductory case for a course in cost and performance measurement.
HBS Number: 9-100-056 Type: Case (Field)
Publication Date: 1/21/2000
Geographic Setting: Cambridge, MA Industry Setting: software Number of Employees: 25 Gross Revenues: $1 million revenues
Event Year Start: 1999 Event Year End: 2000
Subjects: Cost accounting; Growth management; Information systems; Performance measurement; Profitability analysis; Small business; Software
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| 21 pp.
| Case — Timberjack Parts: Packaged Software Selection Project
Author(s): McFarlan, F. Warren; Romanow, Darryl S.; K
Publication Date: 01/26/1998 Revision Date: 02/25/1998
Product Type: Case (Field)
Product Description: Focuses on the selection of packaged software to serve multiple sites within the context of a multinational company. Describes the creation of an RFP and the selection of a software vendor. Centers around two competing proposals with the decision point being which one to choose. With the growth of enterprise-wide software solutions, the case provides a realistic, current, and detailed view of software procurement in an international business environment. Teaching Purpose: To give students the opportunity to critique a company’s software selection process including RFP creation and proposal evaluation.
HBS Number: 9-398-085
Geographic Setting: United States and Scandinavia Industry Setting: forestry Number of Employees: 1,600 Gross Revenues: $627 million revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Computer systems; Data processing; Forest products; Information systems; Information technology; International operations; Materials management; Multinational corporations; Software
Academic Discipline: Management of information systems
Supplementary Materials: Case Video, (9-399-510), 16 min, by Mark Keil
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| 39 pp.
| 5. Data Resource Management
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| 12 pp.
| Case — Alibris (A)
Author(s): McAfee, Andrew; Herman, Kerry
Publication Date: 06/05/2001 Revision Date: 03/13/2003
Product Type: Case (Field)
HBS Number: 9-601-111
Geographic Setting: Emeryville, CA Industry Setting: used books Number of Employees: 14
Event Year Start: 1998 Event Year End: 1998
Subjects: Customer service; Data bases; Information technology; Internet; Publishing industry; Supply chain
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-054), 14p, by Andrew McAfee, Sarah Macgregor
Product Description: Alibris is an Internet-era company providing search and fulfillment services for hard-to-find (rare, used, and out-of-print) books. At the time of the case, the company previously made decisions to change its revenue model, to become involved in the fulfillment process for each book it sells by establishing a cross-dock facility, and to purchase Oracle’s Internet commerce software. However, the implementation of this software has been very difficult, delaying the launch of the new fulfillment business and costing large amounts of money at a time when cash is scarce. The company‘s leaders, who are not IT professionals, must decide whether to continue with Oracle or begin anew with another product. Teaching Purpose: Used to discuss the elements of a viable Internet-era business. Alibris has made a number of decisions that move it far from the business of its predecessor, a company called Interloc that acted as a simple listing service for hard-to-find books. Interloc was a profitable and, perhaps, sustainable business, and it is not immediately clear why Alibris has decided to take on substantial additional cost, risk, and complexity. Can be used to surface the reasons for this change and their legitimacy. Examines how a company that bought off-the-shelf software from a leading vendor to accomplish tasks that
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| 16 pp.
| Case — DOUBLECLICK INC.: GATHERING CUSTOMER INTELLIGENCE
Schneberger SL; Mark K
DoubleClick Inc., with global headquarters in New York City and over 30 offices around the world, was a leading provider of comprehensive Internet advertising solutions for marketers and Web publishers. It combined technology, media and dataexpertise to centralize planning, execution, control, tracking and reporting for online media companies. DoubleClick was able to track Internet-users’ surfing habits (but not the surfers‘ identities) allowing it to personalize ads for specificmarket groups. When DoubleClick announced it was merging with Abacus Direct, a direct marketing company with a database of consumer names, addresses and retail purchasing habits of 90 per cent of American households, it raised many privacy-relatedquestions and concerns. Several Internet privacy activists had filed a formal complaint with the Federal Trade Commission after being informed by media sources that DoubleClick had the ability to divulge a person's identity by merging the databases of the two companies and matching the information in “cookies” with a surfer's profile. The president of DoubleClick was confident that its internal practices were sound, but he wondered if they would placate advertising clients afraid of consumer backlash, the concerns of Internet surfers and the company's investors.
Ivey Number: 9B01E005
Publication Date: 5/3/2001
Geographic Setting: United States Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 2000
Subjects: E-Commerce, Privacy Issues, Risk Management, High Technology Products
Functional Area: Management Science & Information Systems
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| 51 pp.
| 6. Telecommunications and Networks
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| 26 pp.
| Case — Netonomy
Author(s): Hallowell, Roger; Clement, Helen
Publication Date: 06/28/2001 Revision Date: 10/26/2001
Product Type: Case (Field)
Product Description: A new software product enables wireless telcos to offer a self-service customer service solution, lowering costs and improving service levels. What is good self-service? How should the company prioritize its growth opportunities, and what should its capabilities be? How will these decisions affect its shareholders? Teaching Purpose: To illustrate the importance of the service component of self-service. To facilitate a discussion of a global growth strategy for a service firm/software developer and the tradeoffs it must make between growth and profitability.
HBS Number: 9-801-462
Geographic Setting: United States and EuropeIndustry Setting: telecommunications softwareCompany Size: start-up
Event Year Start: 2001Event Year End: 2001
Subjects: Globalization; Information technology; Internet; Service management; Software; Telecommunications
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-802-150), 11p, by Roger Hallowell
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| 19 pp.
| Case — Jamcracker
Author(s): Austin, Robert D.
Publication Date: 07/26/2001 Revision Date: 08/27/2002
Product Type: Case (Field)
Product Description: Describes the efforts of a well-financed, young company attempting to transform how IT services are delivered during a period of high-tech pessimism. Jamcracker is attempting to popularize an “application service provider” (ASP) model of service delivery that will, if successful, take the industry to a new level of vertically disintegrated maturity. But it is a bold concept that they are selling to a cautious group of prospective buyers. Poses questions about how to operationalize and sell the company’s new service concept. Teaching Purpose: Introduces students to a new service delivery model and to the complexities involved in operationalzing the new model.
HBS Number: 9-602-007
Geographic Setting: Cupertino, CA Industry Setting: information technology Number of Employees: 250
Event Year Start: 2001 Event Year End: 2001
Subjects: Information management; Information technology; Operations management; Outsourcing; Service management; Telecommunications
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-603-040), 14p, by Robert D. Austin
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| 25 pp.
| Case — Akamai Technologies
Author(s): Eisenmann, Thomas
Publication Date: 02/11/2002 Revision Date: 03/01/2002
Product Type: Case (Field)
Product Description: As the leading content delivery network, Akamai helps Internet companies deliver web site content to end users with fewer delays and lower costs. This case describes strategic management challenges facing Akamai in late 2001, as the three-year old firm’s growth slows due to the failure of many dot-com customers. Akamai has launched a new product, EdgeSuite, which promises significant cost savings for large enterprise customers—a new market for Akamai. Describes several decisions facing management as they accelerate efforts to penetrate enterprise customers. For example: Should they employ a separate sales force for enterprise accounts (which require more consultative selling than Akamia‘s earlier products)? Should sales efforts be organized by vertical market? To what extent should Akamai rely on resellers versus direct sales reps? Teaching Purpose: 1) To explain how the Internet's network of networks architecture can lead to data delivery delays and solutions to improve performance and 2) to illustrate the challenges confronting a network infrastructure company as it shifts its target customer focus to include enterprise customers, in particular, sales and channel management priorities.
HBS Number: 9-802-132
Geographic Setting: GlobalIndustry Setting: InternetNumber of Employees: 800Gross Revenues: $175 million revenues
Event Year Start: 2001Event Year End: 2001
Subjects: Business policy; Entrepreneurship; Information technology; Internet; Networks; New economy; Strategy formulation; Telecommunications
Academic Discipline: Competitive strategy
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| 32 pp.
| Case — WWWW — Who Will Win Wireless?
Author(s): Hallowell, Roger; Whitley, Sherry; Giulian
Publication Date: 07/20/2001 Revision Date: 05/01/2002
Product Type: Case (Library)
Product Description: The wireless Internet may offer opportunities for managers and investors. This case discusses different players in the wireless Internet industry and asks readers to evaluate the likelihood that they will create and capture value. Teaching Purpose: Explores the potential of the wireless Internet, focusing participants on a rigorous examination of which players are likely to create and capture value and why.
HBS Number: 9-802-012
Geographic Setting: United StatesIndustry Setting: wireless communications
Subjects: Internet; Service management; Telecommunications
Academic Discipline: Service management
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| 26 pp.
| Case — Atheros Communications
Author(s): Eisenmann, Thomas; Tempest, Nicole
Publication Date: 12/04/2001
Product Type: Case (Field)
Product Description: Atheros Communications is a Silicon Valley start-up that has designed a chipset for wireless local area network (WLAN) products that conform to the 802.11a standard. This offers significant performance advantages over rapidly proliferating 802.11b (WiFi) products, including a 5-fold increase in data transmission rate with fewer interference problems. Atheros has a 6- to 12-month lead over competitors developing similar chipsets. This case examines strategic challenges confronting Atheros: How can it best exploit its lead? How can it promote customer adoption of products that provide performance breakthroughs but lack backward compatibility? As a start-up with limited credibility and resources, how can it influence standards-setting processes dominated by large companies? Given short product life cycles, how should it focus future R&D efforts? Teaching Purpose: To explore barriers to customer adoption for a new product with strong network effects, to analyze competitive dynamics in an industry where standards are important, and to explore strategic challenges facing a start-up under these circumstances.
HBS Number: 9-802-073
Geographic Setting: San Jose, CA Industry Setting: semiconductors
Company Size: start-up Number of Employees: 140 Gross Revenues: $20 million revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Business policy; Entrepreneurship; Internet; Networks; New economy; Semiconductors; Silicon Valley; Standardization; Strategy formulation
Academic Discipline: Entrepreneurship
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| 13 pp.
| Case — Networked Utility Providers
Author(s): Eisenmann, Thomas; Brown, Alastair
Publication Date: 12/21/2000
Product Type: Note
Product Description: Defines and describes ways to categorize networked utilities, software "applets" such as RealNetwork’s RealPlayer, Macromedia‘s Shockwave, and AOL's ICQ that are downloaded via the Internet. Networked utilities extend basic web browser capability to allow users to complete specialized tasks, such as accessing "rich" media files (audio, video, animations) or chatting in real time with other users. Discusses the economic model for networked utility providers, focusing on their revenue and cost drivers. Examines some of the challenges they encounter in establishing a technical standard, and describes tactics that they can employ to improve their odds of success. Building on that analysis, the final section examines the payoff to networked utility providers from aggressive growth strategies. Teaching Purpose: To help students understand the Networked Utility Providers business model and the strategic issues that confront companies pursuing this model—most notably, the challenge of establishing a dominant technical standard. Examines tactics employed to win a standards battle and provides a framework for assessing the payoff from aggressive growth strategies.
HBS Number: 9-801-309
Subjects: Entrepreneurship; Growth strategy; Internet; Standardization; Strategy formulation; Telecommunications; Telecommunications industry; World Wide Web
Academic Discipline: Competitive strategy
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| III. Business Applications
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| 1 pp.
| Introduction
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| 35 pp.
| 7. e-Business Systems
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| 8 pp.
| Case — Enterprise Resource Planning (ERP), Technology Note
Author(s): Austin, Robert D.; Escalle, Cedric X.; Cot
Publication Date: 02/11/1999 Revision Date: 03/14/2003
Product Type: Note
Product Description: Introduces students to the concepts and issues related to Enterprise Resource Planning (ERP) technology. Begins with a stylized example of ERP in action. Following this introduction, a brief history of the ERP industry is provided with reference to major events and players. Additional case examples of successful and unsuccessful implementations are offered to enhance students’ understanding of the impact ERP can have on the organization and to illuminate ERP issues. Teaching Purpose: Introduces students to the definitions, concepts, and issues surrounding ERP technologies. May be used with: (9-699-022) Cisco Systems, Inc.: Implementing ERP; (9-699-043) Tektronix, Inc.: Global ERP Implementation; (9-398-127) Cisco Systems, Inc.
HBS Number: 9-699-020
Subjects: Enterprise systems; ERP; Information systems; Information technology; Operations management; Software
Academic Discipline: Operations management
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| 22 pp.
| Case — Tektronix, Inc.: Global ERP Implementation
Author(s): Austin, Robert D.; Nolan, Richard L.; West
Publication Date: 02/02/1999
Product Type: Case (Field)
Product Description: Reviews Tektronix’s implementation of an Enterprise Resource Planning (ERP) solution in all three of its global business divisions. This case tells the story of three implementations, each with its own character and requirements. Tektronix managers needed to synchronize the requirements of each division with the company‘s overall need to standardize business practices and its desire to adhere to a common business model across the enterprise. Details the difficulty of major business change in a mature business and technical environment. May be used with: (9-699-022) Cisco Systems, Inc.: Implementing ERP; (9-699-020) Enterprise Resource Planning, Technology Note.
HBS Number: 9-699-043
Geographic Setting: Pacific Northwest Industry Setting: electronics Gross Revenues: $2 billion revenues
Event Year Start: 1993 Event Year End: 1998
Subjects: Electronics; Enterprise systems; ERP; Implementation; Information technology; Reengineering
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-078), 11p, by Robert D. Austin
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| 21 pp.
| Case — Moore Medical Corp.
Author(s): McAfee, Andrew; Bounds, Gregory
Publication Date: 04/23/2001 Revision Date: 02/12/2003
Product Type: Case (Field)
HBS Number: 9-601-142
Geographic Setting: Connecticut Industry Setting: medical supplies Number of Employees: 303 Gross Revenues: $124 million revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Electronic commerce; ERP; Information technology; Internet; Medical supplies; Operations management; Order processing; Resource allocation; Supply chain
Academic Discipline: Operations management
Product Description: Moore Medical is a medium-sized distributor of medical supplies to practitioners such as podiatrists and emergency medical technicians. Up to the time of the case, it has relied on traditional customer channels such as catalogs, phones, and faxes to communicate product offerings, promotions, and availability, and to take orders. It is now attempting to transition into a “bricks and clicks” distributor with a strong Internet presence. It has already made substantial investments in an eCommerce web site and in “back office” ERP software to improve the fulfillment performance of its four distribution centers. The ERP software has not lived up to expectations in all areas, and the company must decide whether to invest in more modules for this system that might address its shortcomings. It must also decide whether to make a significant additional investment in customer relationship management software. Teaching Purpose: Examines the factors underpinning IT investment decisions. At the time of the case, Moore must decide whether it has “enough” of the “right kind” of IT. The decision is complicated by the fact that the company has recently made substantial IT investments that have impacted financial performance and caused organizational disruption. In addition, it is not
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| 18 pp.
| Case — Grey Worldwide: Strategic Repositioning Through CRM
Author(s): Yu, Julie; Farhoomand, Ali F.; Khan, Shamz
Publication Date: 11/09/2001
Product Type: Case (Field)
Publisher: University of Hong Kong
Product Description: Discusses how Grey Worldwide Hong Kong and China (Grey WW-HK/China) is repositioning itself through defined e-marketing and CRM strategies for the Asian market. Examines how integral its customer relationship group is in building a CRM strategy to deliver client value proposition. Grey WW-HK/China has very strong umbrella brand equity, but the brand capital has to be invigorated through a renewed e-marketing focus. Constrained by changing market conditions, particularly industry pressure on commission margins, Grey WW-HK/China needs to differentiate itself and is assessing CRM’s value in developing loyal and lifetime customers. However, in a growing Asian market, Grey WW-HK/China is in heated competition with other players, including management consultants, traditional agencies, and pure on-line players who are actively pursuing a CRM business focus. Grey WW-HK/China‘s CRM team is in the process of developing an Asia-specific CRM blueprint for its internal management, something that is transferable to Grey's clients. Grey WW-HK/China is considering merging technology with traditional marketing philosophy, and the team is expected to deliver a proposal that outlines the CRM tools that Grey WW-HK/China should use to reposition its brand and build customer loyalty.
HBS Number: HKU164
Geographic Setting: Hong Kong
Subjects: Brand equity; China; Communications industry; Customer relations; Implementation; Knowledge management; Market positioning
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (HKU165), 13p, by Julie Yu, Ali F. Farhoomand, Shamza Khan, Marissa McCauley
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| 17 pp.
| Case — Delivery Problems at Arrow Electronics, Inc. (A)
Author(s): McAfee, Andrew; Frei, Frances X.; Herman,
Publication Date: 02/22/2001 Revision Date: 01/02/2002
Product Type: Case (Field)
Product Description: Describes a dramatic decrease in service levels (on-time shipments) from the warehouse network of a large electronics distributor. Students need to analyze the root cause of the problem and propose actions. Teaching Purpose: To reinforce basic tools of operations analysis in a warehouse setting (process flow, cycle time, bottlenecks, throughput times, manpower loading, etc.) and teach students the need for root cause analysis. A rewritten version of an earlier case.
HBS Number: 9-601-131
Geographic Setting: Long Island, NYIndustry Setting: electronicsGross Revenues: $1 billion revenues
Event Year Start: 1993Event Year End: 1993
Subjects: Distribution; Electronics; Information systems; Operations management
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-601-132), 1p, by Andrew McAfee, Frances X. Frei, Kerry Herman
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| 18 pp.
| Case — Syncra Systems
Author(s): McAfee, Andrew; Ashiya, Mona
Publication Date: 03/26/2001 Revision Date: 03/13/2003
Product Type: Case (Field)
Product Description: Syncra Systems makes Internet-based software that allows supply chain partners to compare disparate forecasts and production plans, to uncover any discrepancies among them, and to address these issues. However, many potential Syncra customers perceive that they will pay for the software others will benefit from, making Syncra’s products a questionable investment. Syncra must find effective ways to address this concern during the sales process. In addition, the company must decide how to best position its products for the marketplace, where they can potentially add great value. Teaching Purpose: 1) Highlights the information intensity of multi-partner collaborations involving supply chain planning; 2) addresses the circumstances under which IT investments that benefit many partners are good ones for a single firm to make; and 3) considers whether Internet-based collaborative activities are best executed in a point-to-point manner between trading partners, or centrally in an e-marketplace.
HBS Number: 9-601-035
Geographic Setting: Waltham, MAIndustry Setting: Internet-based software
Event Year Start: 2001Event Year End: 2001
Subjects: Business to business; Forecasting; Information technology; Internet; Production planning; Software; Supply chain
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-051), 15p, by Andrew McAfee, Sarah Macgregor
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| 40 pp.
| 8. Enterprise Business Systems
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| 25 pp.
| Case — Akamai Technologies
Author(s): Eisenmann, Thomas
Publication Date: 02/11/2002 Revision Date: 03/01/2002
Product Type: Case (Field)
Product Description: As the leading content delivery network, Akamai helps Internet companies deliver web site content to end users with fewer delays and lower costs. This case describes strategic management challenges facing Akamai in late 2001, as the three-year old firm’s growth slows due to the failure of many dot-com customers. Akamai has launched a new product, EdgeSuite, which promises significant cost savings for large enterprise customers—a new market for Akamai. Describes several decisions facing management as they accelerate efforts to penetrate enterprise customers. For example: Should they employ a separate sales force for enterprise accounts (which require more consultative selling than Akamia‘s earlier products)? Should sales efforts be organized by vertical market? To what extent should Akamai rely on resellers versus direct sales reps? Teaching Purpose: 1) To explain how the Internet's network of networks architecture can lead to data delivery delays and solutions to improve performance and 2) to illustrate the challenges confronting a network infrastructure company as it shifts its target customer focus to include enterprise customers, in particular, sales and channel management priorities.
HBS Number: 9-802-132
Geographic Setting: GlobalIndustry Setting: InternetNumber of Employees: 800Gross Revenues: $175 million revenues
Event Year Start: 2001Event Year End: 2001
Subjects: Business policy; Entrepreneurship; Information technology; Internet; Networks; New economy; Strategy formulation; Telecommunications
Academic Discipline: Competitive strategy
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| 13 pp.
| Case — CISCO SYSTEMS INC.: MANAGING CORPORATE GROWTH USING AN INTRANET
Parent M; Rankin D
Cisco is the world’s largest, and leading manufacturer and distributor of routers and switches. In order to achieve this position, it has adopted an aggressive growth strategy, acquiring companies, their employees, and new employees at a rate of 250to 300 employees per month. The Cisco Employee Connection (CEC), a corporate intranet, is the primary means by which new employees are absorbed and acculturated. The CEC is also the principal means of interaction for the multi-functional work teamapproach Cicso employs. This case critically assesses this approach to scaling an organization, and the extent to which it can be maintained and transferred. Industry: Electric & Electronic Equipment Supplies Issues: Computer Industry, Internet Location: USA Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: Ivey #: 9A97E018
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| 20 pp.
| Case — Sun Microsystems and the N-tier Architecture
Author(s): Nolan, Richard L.; Porter, Kelley
Publication Date: 09/17/1998 Revision Date: 03/04/1999
Product Type: Case (Field)
Product Description: Sun Microsystems is a pioneer in networking computing. Sun’s servers maintain a large market share and are considered highly scaleable. The case describes the n-tier architecture for building and managing large networks in which thousands of workers and customers are connected to enterprise servers. Teaching Purpose: To analyze and assess network architectures in structure and cost for building enterprise-wide intranets.
HBS Number: 9-399-037
Geographic Setting: Silicon Valley, CA Industry Setting: hi-tech Number of Employees: 22,500 Gross Revenues: $9.8 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: California Research Center; Computer industry; Computer systems; Implementation; Information technology; Intranets; Networks; Silicon Valley; Technological change
Academic Discipline: Management of information systems
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| 21 pp.
| Case — Information at the World Bank: In Search of a Technology Solution (A)
Sasser, W. Earl, Jr.; Knoop, Carin-Isabel; Valor, Josep
Describes how Information Technology Services Director Mohamed Muhsin planned to restructure the bank’s information technology in response to President Jim Wolfensohn‘s call to build a knowledge bank. Several reorganization efforts tak
HBS Number: 9-898-053 Type: Case (Field)
Publication Date: 9/17/1997
Geographic Setting: United States Industry Setting: development banking
Event Year Start: 1996 Event Year End: 1997
Subjects: Banking; Centralization; Decentralization; Information systems; Knowledge management; Organizational change; Organizational structure
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| 17 pp.
| Case — Electronic Commerce at Air Products
Author(s): McFarlan, F. Warren; Dailey, Melissa
Publication Date: 08/19/1998
Product Type: Case (Field)
HBS Number: 9-399-035
Geographic Setting: Pennsylvania Industry Setting: chemicals Number of Employees: 16,000 Gross Revenues: $4.6 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Chemicals; Computer networks; Computer systems; Electronic commerce; Information systems; Information technology; Internet
Academic Discipline: Management of information systems
Supplementary Materials: Case Video, (9-399-515), 24 min, by F. Warren McFarlan
Product Description: In 1998, chief information officers (CIOs) in the highly competitive international gases and chemicals business came face-to-face with the reality that electronic commerce capability was a strategic necessity. The results of annual surveys of technology officers in the chemical industry indicated a shift in priorities from the building of a corporation’s internal infrastructure in 1995 to enabling the same infrastructure to connect with customers, suppliers, and partners in 1998. Computer-supported collaborative work, electronic commerce, and Internet systems were cited by the CIOs as critical technologies in 1998, according to surveys conducted by Computer Sciences Corp. Most companies have completed in-house reengineering tasks and are ready to put new systems to work managing whole supply chains. The increasing strategic importance of electronic commerce commanded the attention of the senior executives of Air Products and Chemicals, Inc., an international corporation with headquarters in Trexlertown, PA. With sales of $4.6 billion in 1997, Air Products held the number two position in the gases industry in the United States, behind Praxair, and was the fourth largest provider in the worldwide market. Air Products Management Information Systems (MIS) Vice President J
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| 40 pp.
| Case — Amazon.com: Exploiting the Value of Digital Business Infrastructure
Author(s): Applegate, Lynda M.; Collura, Meredith
Publication Date: 06/30/2000 Revision Date: 09/05/2000
Product Type: Case (Library)
Product Description: Enables a thorough analysis of Amazon.com and the company’s value proposition, in terms of its business concept, digital business capabilities, and community and shareholder value. Examines the company‘s complex set of business models and web of business relationships, as well as Amazon's plan to monetize (generate revenues and earnings through) its assets. Teaching Purpose: To enable students and executives to analyze firm performance and value in a highly uncertain, rapidly growing business environment. May be used with: (9-800-441) Amazon.com Valuation Exercise.
HBS Number: 9-800-330
Geographic Setting: Seattle, WA Industry Setting: online retail
Company Size: large Number of Employees: 7,600 Gross Revenues: $1.6 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Business models; Electronic commerce; Retailing
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-800-431), 48p, by Lynda M. Applegate, Meredith Collura; Supplement (Library), (9-801-392), 8p, by Lynda M. Applegate
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| 39 pp.
| 9. Electronic Commerce Systems
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| 40 pp.
| Case — Amazon.com: Exploiting the Value of Digital Business Infrastructure
Author(s): Applegate, Lynda M.; Collura, Meredith
Publication Date: 06/30/2000 Revision Date: 09/05/2000
Product Type: Case (Library)
Product Description: Enables a thorough analysis of Amazon.com and the company’s value proposition, in terms of its business concept, digital business capabilities, and community and shareholder value. Examines the company‘s complex set of business models and web of business relationships, as well as Amazon's plan to monetize (generate revenues and earnings through) its assets. Teaching Purpose: To enable students and executives to analyze firm performance and value in a highly uncertain, rapidly growing business environment. May be used with: (9-800-441) Amazon.com Valuation Exercise.
HBS Number: 9-800-330
Geographic Setting: Seattle, WA Industry Setting: online retail
Company Size: large Number of Employees: 7,600 Gross Revenues: $1.6 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Business models; Electronic commerce; Retailing
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-800-431), 48p, by Lynda M. Applegate, Meredith Collura; Supplement (Library), (9-801-392), 8p, by Lynda M. Applegate
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| 8 pp.
| Case — Amazon.com Update: January 2001 — July 2002
Author(s): Applegate, Lynda M.
Publication Date: 03/30/2001 Revision Date: 11/21/2002
Product Type: Supplement (Library)
Product Description: Updates the Amazon.com series (9-800-330), (9-800-441), and (9-801-194). Must be used with: (9-800-330) Amazon.com: Exploiting the Value of Digital Business Infrastructure; (9-800-441) Amazon.com Valuation Exercise; (9-801-194) Amazon.com—1994-2000.
HBS Number: 9-801-392
Subjects: Business models; Electronic commerce; Retailing
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-800-431), 48p, by Lynda M. Applegate, Meredith Collura
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| 19 pp.
| Case — Leadership Online: Barnes & Noble vs. Amazon.com (A)
Author(s): Ghemawat, Pankaj; Baird, Bret
Publication Date: 05/26/1998 Revision Date: 03/16/2004
Product Type: Case (Library)
Product Description: Describes the attempt of a traditional retailer, Barnes & Noble, to counter the challenges posed by an Internet-based start-up, Amazon.com.
HBS Number: 9-798-063
Geographic Setting: United StatesIndustry Setting: book industry/electronic commerceNumber of Employees: 20,000Gross Revenues: $2 billion revenues
Event Year Start: 1996Event Year End: 1997
Subjects: Competition; Electronic commerce; Internet; Publishing industry; Retailing
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Library), (9-799-138), 5p, by Pankaj Ghemawat, Gregg Friedman; Supplement (Library), (9-701-085), 6p, by Pankaj Ghemawat, Alastair Brown; Teaching Note, (5-798-119), 15p, by Pankaj Ghemawat
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| 32 pp.
| Case — eBay, Inc.
Author(s): Bradley, Stephen P.; Porter, Kelley
Publication Date: 09/28/1999 Revision Date: 06/21/2001
Product Type: Case (Field)
Product Description: eBay was the world’s largest and most popular person-to-person trading community on the Internet. In early 1999, the company was doing very well and seemed to have solved many of its early problems. However, on March 30, 1999, Amazon.com announced that it was entering the online auction arena. This powerful firm could prove to be eBay‘s strongest competitor to date. Teaching Purpose: What should eBay do in light of the entry of its most recent and serious competitor to date. May be used with: (9-602-071) eBay (A): The Customer Marketplace.
HBS Number: 9-700-007
Geographic Setting: San Jose, CA Industry Setting: e-commerce Number of Employees: 300 Gross Revenues: $47.3 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Auctions; Electronic commerce; High technology; Internet
Academic Discipline: Competitive strategy
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| 20 pp.
| Case — Li & Fung: Internet Issues (A)
Author(s): McFarlan, F. Warren; Young, Fred
Publication Date: 10/01/2000 Revision Date: 11/09/2005
Product Type: Case (Field)
Product Description: This case looks at the issues facing a Hong Kong-based trading company, which links hundreds of factories in India and Asia with major customers like Gap and the Limited in Europe and in the United States. The company has recently launched a dot-com operation to allow its extraordinary network of factories in Asia to target much smaller retail chains in Asia and Europe than they were able to do before.
HBS Number: 9-301-009
Geographic Setting: Hong Kong; Global Number of Employees: 3,500 Gross Revenues: $4 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Business to business; Electronic commerce; Globalization; Information technology; Logistics; Supply chain
Academic Discipline: Management of information systems
Supplementary Materials: Supplement (Field), (9-302-075), 3p, by F. Warren McFarlan, Iris T. Li; Teaching Note, (5-302-031), 7p, by F. Warren McFarlan
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| 6 pp.
| Case — H.E. Butt Grocery Co.: The New Digital Strategy (A)
Author(s): McFarlan, F. Warren; Dailey, Melissa
Publication Date: 04/14/2000 Revision Date: 11/20/2003
Product Type: Case (Field)
Product Description: Shows how the company’s IT priorities have moved from primary supply chain restructuring to e-commerce. Shows the new organization structure created by the company. Students must decide whether this new structure will work. Teaching Purpose: To highlight the challenges and options of transformation in the world of e-commerce. May be used with: (9-196-061) H.E. Butt Grocery Co.: A Leader in ECR Implementation (A) (Abridged); (9-198-016) H.E. Butt Grocery Co.: A Leader in ECR Implementation (B) (Abridged).
HBS Number: 9-300-106
Geographic Setting: Texas Industry Setting: grocery Gross Revenues: $7 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets
Academic Discipline: Management of information systems
Supplementary Materials: Supplement (Field), (9-301-125), 2p, by F. Warren McFarlan; Teaching Note, (5-302-027), 7p, by F. Warren McFarlan
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| 56 pp.
| 10. Decision Support Systems
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| 18 pp.
| Case — TRISTAN & AMERICA
Pearce MR; Lam S
In April 1997, Tristan & America, an apparel retail company based in Montreal, was considering the purchase of StaffWorks, an automated labor-scheduling system marketed by Campbell Software. The M.I.S. director of Tristan & America, was concernedabout whether StaffWorks fit his company’s need, how the software related to other information systems currently used by the company, and what constituted a good scheduling package. This case illustrates the use of decision support systems(particularly the scheduling system) and store traffic data in retail management. It also describes the considerations in scheduling retail store staff and the complexities of organizational buying in the retail context. Industry: Apparel and Accessory Stores Issues: Sales Management, Scheduling, Information Systems, Decision Support Systems Location: Canada Size: Medium organization Year of event: 1997 Level: Undergraduate/MBA Revised: 15/07/1997 Ivey #: 9A97A008
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| 14 pp.
| Case — American Airlines: Object Oriented Flight Dispatching Systems
Author(s): McFarlan, F. Warren; Andersen, Espen
Publication Date: 09/06/1994
Product Type: Case (Field)
Product Description: Describes the organization and development of American Airlines Systems Operation Control (SOC) center, located in Dallas, from which the day-to-day running of the airline takes place. Specifically, the decision support system used by the flight dispatchers, and the object-oriented tools and techniques used to develop it, are detailed. Teaching Purpose: Shows the value and experience of an iterative approach to systems development and the use of graphical user interfaces in a highly complex, real-time environment. It also outlines some areas in which the computer, at present, is unlikely to be of much help.
HBS Number: 9-195-046
Geographic Setting: TexasIndustry Setting: airlinesCompany Size: largeNumber of Employees: 104,000Gross Revenues: $13 billion revenues
Event Year Start: 1990Event Year End: 1994
Subjects: Airlines; Artificial intelligence; Information systems; Operations management; Systems design; Transportation
Academic Discipline: Management of information systems
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| 16 pp.
| Case — Firefly Network (A)
Author(s): Brynjolfsson, Erik; Charlet, Jean-Claude
Publication Date: 03/01/1998
Product Type: Case (Field)
Publisher: Stanford University
Product Description: Firefly Network develops software that allows Internet-based businesses to gather information about their online customers and deliver personalized information to them in return. Firefly was founded in March 1995 by a group of researchers of the MIT Media Lab working on applications of intelligent software agents. This case discusses the role of personalization software in building online communities and enhancing electronic commerce, with a particular focus on online book selling. It compares the different technologies available, including “rules-based systems,” and analyzes the related issues of trust and privacy. Finally, it questions revenue models for Web-based businesses, as well as the strategy of a young Internet software company trying to create an industry standard. May be used with: (OIT22S) Collaborative Filtering, Technology Note.
HBS Number: OIT22A
Geographic Setting: Cambridge, MAIndustry Setting: Internet softwareNumber of Employees: 80
Event Year Start: 1997Event Year End: 1998
Subjects: Artificial intelligence; Consumer marketing; Electronic commerce; Entrepreneurship; Growth strategy; Information technology; Internet; Marketing strategy; Software; Virtual communities
Academic Discipline: Management of information systems
Supplementary Materials: Supplement (Field), (OIT22B), 2p, by Erik Brynjolfsson, Jean-Claude Charlet
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| 18 pp.
| Case — BroadVision
Author(s): Brynjolfsson, Erik; Charlet, Jean-Claude
Publication Date: 03/01/1998 Revision Date: 07/08/2004
Product Type: Case (Field)
Publisher: Stanford University
Product Description: BroadVision develops software that allows Internet-based businesses to gather information about their online customers and deliver customized information to them in return. The firm was founded in May 1993 by a successful entrepreneur with a track record of two previous successful startups. The case discusses the role of “rules-based systems” in delivering personalized information directly to the consumer and allowing one-to-one marketing to happen on the Internet. Trust and privacy issues related to the use of this ‘’mass-customization’‘ technology are discussed. Related personalization technologies, such as ``collaborative filtering'' are analyzed as well. Finally, the case deals with the growth strategy and business model of BroadVision, as a young Internet software company competing with software giants such as Microsoft, Netscape, and Oracle. May be used with: (OIT21S) Rules-Based Systems, Technology Note; (OIT21T) Technology Note on Rules-Based Systems.
HBS Number: OIT21
Geographic Setting: Los Altos, CAIndustry Setting: Internet softwareNumber of Employees: 200Gross Revenues: $30 million revenues
Event Year Start: 1997Event Year End: 1998
Subjects: Artificial intelligence; Business models; Consumer marketing; Electronic commerce; Entrepreneurship; Growth strategy; Information technology; Internet; Marketing strategy; Silicon Valley; Software; Virtual communities
Academic Discipline: Management of information systems
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| IV. Development Processes
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| 1 pp.
| Introduction
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| 35 pp.
| 11. Developing Business/IT Strategies
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| 23 pp.
| Case — Cisco Systems Architecture: ERP and Web-enabled IT
Author(s): Nolan, Richard L.; Porter, Kelley; Akers, Christina
Publication Date: 03/24/2001 Revision Date: 11/28/2005
Product Type: Case (Field)
Product Description: In a seven-year process, Cisco built its strategic I-Net. Beginning in 1994, Cisco completely replaced its back-office legacy systems. At that time, the company standardized Internet protocols. In addition, the company shifted strategic focus from IT back-office applications to front-office applications. After ERP (enterprise resource planning), the company spent the next two years electronically connecting with customers. A rewritten version of two earlier cases. A consolidated version of the Cisco Systems ERP and Cisco Systems Web-enablement cases. Designed to be taught in one class session (if two class sessions are available, it is recommended that Cisco ERP Systems be used for one session followed by Cisco Systems Web-enablement). May be used with: (9-301-154) The Ten Components of a Strategic I-Net.
HBS Number: 9-301-099
Geographic Setting: San Jose, CA Industry Setting: IT industry
Event Year Start: 2000 Event Year End: 2001
Subjects: ERP; Information technology; Technological change
Academic Discipline: Management of information systems
Supplementary Materials: Teaching Note, (5-301-143), 15p, by Richard L. Nolan; Teaching Note, (5-301-145), 3p, by Richard L. Nolan; Teaching Note, (5-302-030), 14p, by F. Warren McFarlan
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| 21 pp.
| Case — TradeCard: Building a Global Trading Electronic Payment System
Author(s): Farhoomand, Ali F.; McCauley, Marissa
Publication Date: 01/01/2000
Product Type: Case (Field)
Publisher: University of Hong Kong
Product Description: In an attempt to provide an online payment mechanism for large-dollar cross-border transactions, TradeCard, Inc. developed TradeCard, considered to be the world’s first and only “Credit card” for international trade that contains all three ‘’C‘s'' of global trade transactions: credit, connectivity, and compliance. The case provides a study on how to build a viable international electronic payment system for business-to-business e-commerce. Looks into this new alternative online payment mechanism and how it is changing the international trade payment environment. Focuses on how TradeCard, Inc. built TradeCard: its technical architecture capable of providing a seamless online settlement transaction and a secure electronic solution involving synchronization of huge databases in an international transaction. Also revolves around the marketing issue that TradeCard, Inc. is facing: how to build the network of players in international trading and aggregating the disparate services necessary onto the TradeCard system.
HBS Number: HKU105
Geographic Setting: globalIndustry Setting: electronic commerce
Event Year Start: 2000Event Year End: 2000
Subjects: Business to business; Electronic commerce; Financial services; Globalization; International business
Academic Discipline: Management of information systems
(Sales restricted to North America.)
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| 19 pp.
| Case — Alibaba.com
Author(s): McFarlan, F. Warren; Knoop, Carin-Isabel;
Publication Date: 11/30/2000 Revision Date: 12/20/2001
Product Type: Case (Field)
Product Description: Focuses on the strategic issues of an emerging dot-com in a rapidly emerging Internet nation—China (#2 in the world by 2003). Alibaba is a Hangzhou, China-based bulletin board company, trying to carve out a niche in the B-to-B e-commerce world. Shows the speed and complexity of strategy evolution and shows the fascinating set of problems that a player in this new space must confront. Whether the company will ultimately survive or not is very much an issue. Teaching Purpose: To show the universality of a dot-com management issue in a global context. The case sensitizes the student to the complex survival issues of an emerging B-to-B e-commerce company and focuses attention on what management must do. These issues are surprisingly similar to those which confront companies in Western Europe and the United States. May be used with: (9-302-073) Alibaba.com (B).
HBS Number: 9-301-047
Geographic Setting: Hangzhou, ChinaIndustry Setting: e-commerceCompany Size: smallNumber of Employees: 250Gross Revenues: $1 million revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Business models; Business to business; China; Electronic commerce; Global Research Group
Academic Discipline: General management
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| 21 pp.
| Case — eBusiness@Novartis
Author(s): McAfee, Andrew; Knoop, Carin-Isabel; Reavi
Publication Date: 05/09/2001 Revision Date: 08/10/2001
Product Type: Case (Field)
Product Description: Describes a leading pharmaceutical company’s approach to developing e-business capabilities throughout the organization. Highlights the company‘s decision to approach e-business on a more centralized manner.
HBS Number: 9-601-057
Geographic Setting: Basel, SwitzerlandIndustry Setting: pharmaceuticalsNumber of Employees: 36,000Gross Revenues: $19 billion revenues
Event Year Start: 2001Event Year End: 2001
Subjects: Electronic commerce; Global Research Group; Organizational change; Pharmaceuticals; Restructuring; Strategy implementation; Switzerland; Technology
Academic Discipline: Operations management
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| 42 pp.
| 12. Developing Business/IT Solutions
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| 13 pp.
| Case — ACTonline: ACTDirect’s Electronic Banking System
Author(s): Farhoomand, Ali F.; Clark, Vanessa N.
Publication Date: 01/01/1998
Product Type: Case (Library)
Publisher: University of Hong Kong
Product Description: In the 1980s, Australian Capital Territory Banking Corp. Ltd. (later known as “ACTDirect”) identified the need to develop information systems to enhance the provision and delivery of its products and services. “ACTonline,” an electronic banking system, was the Bank’s solution to meeting the challenges of continual technological change. By the latter part of the 1990s, however, fast and complex advances in technology changed the banking landscape. The new electronic marketplace presented a challenge to management — how best to market ACTonline in the electronic commerce environment? Teaching Purpose: 1) Examine the strategic implications of using an information system (IS) to create and sustain competitive advantage; 2) Compare and contrast traditional and emerging approaches to marketing banking-related products and services in the EC environment, and to raise and discuss the implications for managers; 3) Draw attention to issues related to IT investment; 4) Raise issues relating to the management of complex technical issues, such as the potential threat of obsolescence of ACTonline‘s operating system, hardware and software, and issues related to interconnectivity and interoperability.
HBS Number: HKU040
Geographic Setting: Australia Industry Setting: banking
Event Year Start: 1998 Event Year End: 1998
Subjects: Australia; Banking; Electronic commerce; Information systems; Marketing management; Strategic market planning; Technological change
Academic Discipline: Management of information systems
Supplementary Materials: Teaching Note, (HKU041), 13p, by Ali F. Farhoomand, Vanessa N. Clark
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| 4 pp.
| Case — SALESDRIVER: THE LORIMER REQUEST
Schneberger SL; Mark K
SalesDriver.com (SalesDriver) was a Boston-based e-commerce application service provider that provided a turnkey solution for sales managers to manage their sales contests online. It had just achieved its 1,000th user mark and had the opportunity tosnag software giant Lorimer Development Corp. (Lorimer) as a new client. The solution Lorimer had requested would alter SalesDriver’s current product by including functionality that other users might not need. The general manager had to evaluatethe economies of scale by keeping one product for all users, and the economies of scope by tailoring the product for individual customers. Developing the added function as a one-off would take significantly less development time than adding thefunction to the site and making it available to all customers. He had to decide which approach was best in the long run.
Ivey Number: 9B01E002
Publication Date: 30/01/2001
Geographic Setting: United States Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 2000
Subjects: E-Commerce, System Design, Capacity Analysis, Action Planning and Implementation
Functional Area: Management Science & Information Systems
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| 9 pp.
| Case — Global Financial Corp.
Holloway, Charles A.; Bonini, Charles P.
Global Financial, a subsidiary of a major heavy equipment manufacturer, makes loans to customers for purchases of the parent company equipment. Global Financial’s loan application process is the major subject of this case. Customers are unhappy with the slowness of the process, and a major competitor promises to process loans much faster. The details of the processing system, including historical data, are included. This allows examination of bottlenecks in the system, and suggestions for possible system design changes.
HBS Number: OIT20 Type: Case (Field)
Publication Date: 1/1/1997
Geographic Setting: California Industry Setting: financial
Event Year Start: 1996 Event Year End: 1996
Subjects: Capacity planning; Financial services; Process analysis; Reengineering; Simulation; Systems analysis
Supplementary Materials: Teaching Note, (OIT20T), 14p, by Charles A. Holloway, Charles P. Bonini
Publisher: Publisher:Stanford University
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| 19 pp.
| Case — Cisco Systems, Inc.: Implementing ERP
Author(s): Austin, Robert D.; Nolan, Richard L.; Cott
Publication Date: 09/30/1998 Revision Date: 05/06/2002
Product Type: Case (Field)
Product Description: Reviews Cisco System’s approach to implementing Oracle‘s Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. Case discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune. Teaching Purpose: To foster discussion of the complexities of implementing large-scale information systems. To illuminate some of the positive and negative steps taken by a leading company in its own implementation. May be used with: (9-600-006) Harley-Davidson Motor Co.: Enterprise Software Selection; (9-699-020) Enterprise Resource Planning, Technology Note; (9-699-043) Tektronix, Inc.: Global ERP Implementation; (9-301-154) The Ten Components of a Strategic I-Net.
HBS Number: 9-699-022
Geographic Setting: Silicon Valley, CA Industry Setting: information technology Number of Employees: 2,500 Gross Revenues: $8 billion revenues
Event Year Start: 1993 Event Year End: 1995
Subjects: California Research Center; Enterprise systems; ERP; Expert systems; Implementation; Information age; Information technology; Silicon Valley; Software
Academic Discipline: Management of information systems
Supplementary Materials: Teaching Note, (5-699-031), 9p, by Robert D. Austin, Richard L. Nolan, Mark Cotteleer; Teaching Note, (5-301-143), 15p, by Richard L. Nolan; Teaching Note, (5-602-076), 16p, by Andrew McAfee, Sarah Macgregor
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| V. Management Challenges
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| 1 pp.
| Introduction
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| 51 pp.
| 13. Security and Ethical Challenges
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| 8 pp.
| Case — Web and IT Hosting Facilities, Technology Note
Author(s): Austin, Robert D.
Publication Date: 04/10/2001 Revision Date: 03/04/2003
Product Type: Note
Product Description: Introduces students to the data centers where IT infrastructure is increasingly physically housed. These centralized hosting facilities represent in the information age the equivalent of power utilities in the industrial age. Students are introduced to issues of physical and Internet security, infrastructure management, and service provider partner selection. Teaching Purpose: To introduce students to a fundamental component of Internet infrastructure, the web hosting data center.
HBS Number: 9-601-134
Subjects: Computer services; Electronic commerce; Information management; Information technology; Internet; Operations management; Technology
Academic Discipline: Operations management
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| 18 pp.
| Case — CaseTrust: Building Third-Party e-Tailing Trust
Author(s): Farhoomand, Ali F.; Ng, Pauline; Khan, Sha
Publication Date: 01/01/2000 Revision Date: 11/26/2001
Product Type: Case (Field)
Publisher: University of Hong Kong
Product Description: In March 2000, CaseTrust, an accreditation scheme designed to promote consumer confidence in Web-based retailers, was in the third year of implementation in Singapore. The plan was to extend CaseTrust’s success to other countries. However, this raised a number of issues with regards to the legal framework required, CaseTrust‘s marketing and branding strategy, technical issues relating to security, and cultural factors. This case seeks to draw out the learning experience in Singapore as to what builds trust in the B2C marketspace and to apply these to CaseTrust's strategy for other countries. May be used with: (HKU126) Cold Storage (Singapore): Establishing Trust Among On-line Consumers.
HBS Number: HKU122
Geographic Setting: SingaporeIndustry Setting: retailing
Event Year Start: 2000Event Year End: 2000
Subjects: Electronic commerce; Globalization; Retailing; Southeast Asia
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (HKU123), 7p, by Ali F. Farhoomand, Pauline Ng, Shamza Khan
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| 16 pp.
| Case — DOUBLECLICK INC.: GATHERING CUSTOMER INTELLIGENCE
Schneberger SL; Mark K
DoubleClick Inc., with global headquarters in New York City and over 30 offices around the world, was a leading provider of comprehensive Internet advertising solutions for marketers and Web publishers. It combined technology, media and dataexpertise to centralize planning, execution, control, tracking and reporting for online media companies. DoubleClick was able to track Internet-users’ surfing habits (but not the surfers‘ identities) allowing it to personalize ads for specificmarket groups. When DoubleClick announced it was merging with Abacus Direct, a direct marketing company with a database of consumer names, addresses and retail purchasing habits of 90 per cent of American households, it raised many privacy-relatedquestions and concerns. Several Internet privacy activists had filed a formal complaint with the Federal Trade Commission after being informed by media sources that DoubleClick had the ability to divulge a person's identity by merging the databases of the two companies and matching the information in “cookies” with a surfer's profile. The president of DoubleClick was confident that its internal practices were sound, but he wondered if they would placate advertising clients afraid of consumer backlash, the concerns of Internet surfers and the company's investors.
Ivey Number: 9B01E005
Publication Date: 5/3/2001
Geographic Setting: United States Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 2000
Subjects: E-Commerce, Privacy Issues, Risk Management, High Technology Products
Functional Area: Management Science & Information Systems
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| 11 pp.
| Case — MICROSOFT SECURITY RESPONSE CENTER (A)
Wade M; Clayman J
Microsoft Security Response Center (MSRC) is a key component of the security infrastructure for Microsoft, the large, internationally known software manufacturer. The program manager of the center has been informed by a hacker of a potentiallydamaging security vulnerability in a piece of Microsoft’s Internet server software. Neither the hacker nor MSRC knows for sure if systems using the software have been compromised, but they do know that the vulnerability has been discussed in hacker news groups. The program manager must determine who should be told, what needs to be done and when. This case and the accompanying Microsoft Security Response Center (B) and (C) cases (products 9B01E020 and 9B01E021) look at the strategy to solvethe problems and deal with any possible public relations issues that arise from it.
Ivey Number: 9B01E019
Publication Date: 25/07/2001
Geographic Setting: United States Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2000
Subjects: Internet Security, Risk Analysis, Strategic Planning, Public Relations
Functional Area: Management Science & Information Systems
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| 21 pp.
| Case — eBay: Private Ordering for an Online Community
Author(s): Baron, David P.; Hoyt, David
Publication Date: 08/22/2001
Product Type: Case (Field)
Publisher: Stanford University
Product Description: eBay hosts the world’s largest online trading community. Members of this community buy and sell in auctions conducted on the eBay web site. The success of this marketplace depends on the ability of buyers and sellers to feel secure in conducting transactions. As the community has grown, the issues involved in providing a safe marketplace have become more and more complicated. Activity conducted on the eBay site are subject to public law, but the company has supplemented public law with its own policies, rules, and regulations intended to provide a safe online environment for its members. This case discusses the private ordering of eBay‘s community, and describes several situations that might require new or revised policies, including privacy of member information, off-site transactions, sale of controversial items, and sale of banned or regulated items.
HBS Number: P37
Geographic Setting: United StatesIndustry Setting: Internet marketmakerNumber of Employees: 1,900Gross Revenues: $431 million revenues
Event Year Start: 1996Event Year End: 2000
Subjects: Auctions; Community development; Electronic commerce; Internet marketing; World Wide Web
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (P37T), 4p, by David P. Baron, David Hoyt
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| 16 pp.
| Case — Sophis Networks and Encryption Export Controls (A)
Author(s): Baron, David P.; Chang, Victoria
Publication Date: 11/27/2000
Product Type: Case (Field)
Publisher: Stanford University
Product Description: The vice president of the Security Products Division of Sophis Networks along with the Government Affairs Group had spent the last two and a half years working closely with Congress and the Clinton administration to relax U.S. export restrictions on encryption products (because export restrictions meant lost sales for U.S. companies such as Sophis and customers outside the United States demanded products with the highest level of encryption available). However, President Clinton pledged to veto a bill called the Security and Freedom Through Encryption Act (SAFE), which hoped to relax U.S. export restrictions. The vice president and the Government Affairs Group at Sophis needed to develop a "nonmarket" strategy and implementation plan to relax encryption export controls. Teaching Purpose: To teach students how to think through "nonmarket" problems that companies, especially high-technology companies, face; how to develop strategy and action plans to remedy nonmarket problems; and how to evaluate the strategy and actions of a prominent high-technology company when faced with a business-threatening nonmarket issue.
HBS Number: P34A
Geographic Setting: United StatesIndustry Setting: technology
Event Year Start: 1999Event Year End: 1999
Subjects: Exports; High technology; High technology products; International business; Legislation; Regulation; Regulatory agencies; Right of privacy; Software industry; Trade policy
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (P34B), 7p, by David P. Baron, Victoria Chang
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| 42 pp.
| 14. Enterprise and Global Management of Information Technology
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| 15 pp.
| Case — Microsoft Latin America
Author(s): Kaplan, Robert S.; Ballve, Alberto; Davila
Publication Date: 02/24/2000 Revision Date: 08/16/2000
Product Type: Case (Field)
Product Description: Mauricio Santillan, regional vice president for the Latin American division of Microsoft, has introduced a new performance measurement system to help his country managers formulate and control strategy. Microsoft Latin America’s priorities are rolling out of an entirely new corporate database software package and devising a strategy to combat software piracy. Santillan uses the measurement system to motivate country managers to establish locally-relevant strategies that will be aligned with the region‘s global priorities. This case shows how a Balanced Scorecard system can be useful to help managers in emerging markets learn about the importance of strategy and become better general managers. Also illustrates that a strategic measurement system can be implemented even in an environment where reliable data may be difficult to acquire.
HBS Number: 9-100-040
Geographic Setting: Latin AmericaIndustry Setting: software
Event Year Start: 1998Event Year End: 1998
Subjects: Balanced scorecard; Central America; Developing countries; Emerging markets; Management accounting; Performance measurement; Software
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (5-101-004), 13p, by Robert S. Kaplan, Alberto Ballve
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| 32 pp.
| Case — National Logistics Management
Author(s): Applegate, Lynda M.; Rotelli, Mary Teiche
Publication Date: 09/22/2000 Revision Date: 10/22/2002
Product Type: Case (Field)
Product Description: National Logistics Management (NLM), a third-party logistics company, is a successful, profitable business that provides a more cost-effective and efficient means to expedite premium freight. With the logistics landscape changing, NLM’s market niche is threatened. Can NLM survive in the newer, faster e-business logistics world? What are NLM‘s options for growth? Teaching Purpose: To identify business strategies within a changing e-business environment.
HBS Number: 9-801-110
Geographic Setting: Detroit, MIIndustry Setting: third-party logistics
Event Year Start: 2000Event Year End: 2000
Subjects: Business models; Business services; Electronic commerce; Internet; Logistics; Technology
Academic Discipline: General management
Supplementary Materials: Supplement, (9-801-182), 16p, by Lynda M. Applegate, W. Earl Sasser Jr., Kristin Kohler; Teaching Note, (5-803-003), 8p, by Lynda M. Applegate, Madlen Kadish
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| 34 pp.
| Case — PSA: The World’s Port of Call
Author(s): Applegate, Lynda M.; Bartlett, Nancy; Chang-Leow, Dolly; Siong, Neo Boon
Publication Date: 07/31/2001 Revision Date: 10/25/2004
Product Type: Case (Field)
HBS Number: 9-802-003
Geographic Setting: Singapore Industry Setting: Information services
Event Year Start: 1980 Event Year End: 2001
Subjects: Government policy; Information systems; Information technology; Strategic planning
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-802-230), 33p, by Lynda M. Applegate, Madlen Kadish
Product Description: Details the evolution of an e-business strategy and capabilities over a 16-year period. What began in 1984 as an effort to automate the port of Singapore to achieve productivity savings, by 2000 had evolved into a global e-business called Portnet.com. Closes as senior managers contemplate the progress they have made and the challenges still ahead. May be used with: (9-191-009) Singapore TradeNet: A Tale of One City; (9-196-012) Singapore Unlimited: Building the National Information Infrastructure.
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| 22 pp.
| Case — American Express Interactive
Author(s): Applegate, Lynda M.
Publication Date: 07/26/2001 Revision Date: 12/04/2001
Product Type: Case (Field)
Product Description: Follows the protagonist, Sonia Sharpe, as she and her American Express Interactive Team attempt to develop and market an interactive, on-line, corporate travel service in a highly competitive environment. Looks at the possible resources and partnerships a company needs to succeed in the fast-paced world of computer software and information technology. Ends with Sharpe questioning whether (and how) to pursue international expansion and the integration of the Interactive Travel Service with other American Express services (for example, their corporate credit card service). A rewritten version of an earlier case.
HBS Number: 9-802-022
Geographic Setting: New York, NY and Redmond, CAIndustry Setting: travel and information technology
Event Year Start: 1996Event Year End: 1998
Subjects: Information technology; Services; Software; Travel
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-802-071), 35p, by Lynda M. Applegate
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| 10 pp.
| Case — Staples.com
Author(s): Jacobson, Joanna; Eisenmann, Thomas; Morri
Publication Date: 02/17/2000 Revision Date: 12/19/2000
Product Type: Case (Field)
Product Description: Staples.com, the online unit of the U.S. office supplies retailing chain Staples, faces a range of strategic and organizational issues as it accelerates its growth. Should it pursue only existing Staples customers, or consumers who do not shop in Staples stores? How quickly should it add services (e.g. legal, payroll, accounting) to its product offering? Which operating functions should be shared between the online units and the core business? Should Staples.com be spun off as a tracking stock? Teaching Purpose: To illustrate the strategic and organizational challenges facing an established company pursuing a “bricks-and-clicks” strategy.
HBS Number: 9-800-305
Geographic Setting: Framingham, MA Industry Setting: office supplies retailing
Company Size: large Number of Employees: 46,000 Gross Revenues: $9 billion revenues
Event Year Start: 1999 Event Year End: 2000
Subjects: Business policy; Electronic commerce; Entrepreneurship; Internet; Office equipment; Retailing
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-800-412), 8p, by Thomas Eisenmann, Gillian Morris
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| 18 pp.
| Case — Welch Foods, Inc.
Author(s): Davenport, Tom; Osborn, Charles; Stoddard, Donna B.
Publication Date: 01/01/1999 Revision Date: 01/12/2005
Product Type: Case (Field)
Publisher: Babson College
Product Description: This case describes CIO Girard Liberty’s successful transformation of the Welch Foods information systems organization from 1992 to 1998.
HBS Number: BAB018
Geographic Setting: New England Industry Setting: Food industry Company Size: mid-size Gross Revenues: $570 million revenues
Event Year Start: 1992 Event Year End: 1998
Subjects: Food; Information systems; Information technology
Academic Discipline: Management of information systems
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| Back Matter
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| 3 pp.
| Review Quiz Answers
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| 10 pp.
| Selected References
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| 19 pp.
| Glossary for Business Professionals
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| 3 pp.
| Name Index
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| 3 pp.
| Company Index
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| 11 pp.
| Subject Index
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