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Walker: Modern Competitive Strategy, Third Edition
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 Front Matter
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| 5 pp.
| Preface
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| I. Strategy and Strategic Decision Making
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| 1 pp.
| Introduction
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| 19 pp.
| 1. What Is Strategy?
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| 24 pp.
| 2. Strategic Planning and Decision Making
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| 24 pp.
| Case — General Electric: Strategic Position—1981
Aguilar, Francis J.; Hamermesh, Richard G.
Describes the introduction and evolution of General Electric’s strategic planning system from the 1960s to Jack Welch‘s tenure. Allows discussion of the interplay of problems and circumstances to the evolution of the strategic planning system, and how Welch might use or alter the system to meet the challenge of growth.
HBS Number: 9-381-174 Type: Case (Field)
Publication Date: 4/1/81 Revision Date: 3/24/93
Geographic Setting: Fairfield, CT Industry Setting: diverse technology
Company Size: large
Event Year Start: 1972 Event Year End: 1981
Subjects: Business policy; Entrepreneurial management; Human resources management; Personal strategy & style; Strategic planning; Technology
Supplementary Materials: Teaching Note, (5-388-015), 18p, by Francis J. Aguilar; Teaching Note, (5-386-117), 24p, by W. Earl Sasser Jr.; Case Video, (9-882-524), 27 min, by Francis J. Aguilar, Richard G. Hamermesh; Case Video, (9-883-504), 12 min, by Richard G. Hamermesh, Francis J. Aguilar
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| 24 pp.
| Case — GE’s Two-Decade Transformation: Jack Welch‘s Leadership
Author(s): Bartlett, Christopher A.; Wozny, Meg
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO.
HBS Number: 9-399-150
Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett
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| 26 pp.
| Case — Cooper Industries’ Corporate Strategy (A)
Author(s): Collis, David J.; Stuart, Toby
Publication Date: 01/02/1991 Revision Date: 04/18/1995
Product Type: Case (Field)
Product Description: Describes the development of a successful corporate strategy based on the acquisition and subsequent consolidation of low-technology manufacturing companies. Starting with a company history and discussion of current business segments, the case goes on to detail the innovation of corporate headquarters in strategy formulation and operations. Highlights the synergistic possibilities in alike acquisitions and addresses the issue of long-term value creation in acquisition-oriented firms. Emphasis is placed on the systems and procedures installed to implement the corporate strategy.
HBS Number: 9-391-095
Geographic Setting: Houston, TX Industry Setting: manufacturing
Company Size: Fortune 500 Gross Revenues: $4.2 billion revenues
Event Year Start: 1989 Event Year End: 1989
Subjects: Acquisitions; Competition; Corporate strategy; Mergers; Mergers & acquisitions; Strategic planning; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Library), (9-795-154), 3p, by David J. Collis, Elizabeth Johnson; Teaching Note, (5-391-281), 23p, by David J. Collis; Case Video, (9-793-504), 18 min, by David J. Collis
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| 22 pp.
| Case — Newell Co.: Corporate Strategy
Author(s): Montgomery, Cynthia A.; Gordon, Elizabeth J.
Publication Date: 03/26/1999 Revision Date: 01/31/2005
Product Type: Case (Field)
Product Description: In 1998, Newell Co., a manufacturer of low-tech, high-volume consumer goods, acquired Calphalon Corp., a high-end cookware company, and Rubbermaid, a $2 billion manufacturer of consumer and commercial plastic products. The case focuses on Newell’s strategy and its elaboration throughout the organization, as well as the importance of selecting appropriate acquisitions to grow the company. Do Calphalon and Rubbermaid fit with the company‘s long-term strategy of growth through acquisition and superior service to volume customers? A rewritten version of an earlier case.
HBS Number: 9-799-139
Geographic Setting: IllinoisIndustry Setting: consumer productsCompany Size: largeNumber of Employees: 32,000Gross Revenues: $3.3 billion sales
Event Year Start: 1998Event Year End: 1998
Subjects: Acquisitions; Consumer goods; Corporate strategy; Diversification; Growth strategy; Household products; Strategic planning
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-702-401), 17p, by Cynthia A. Montgomery
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| II. Building Competitive Advantage
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| 1 pp.
| Introduction
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| 34 pp.
| 3. Competitive Advantage
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| 11 pp.
| Case — EMI and the CT Scanner (A)
Author(s): Bartlett, Christopher A.
Publication Date: 06/30/1983 Revision Date: 11/08/2001
Product Type: Case (Library)
Product Description: Describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI’s entry into the U.S. market. The company‘s early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.
HBS Number: 9-383-194
Geographic Setting: United States Industry Setting: medical electronics
Company Size: large Gross Revenues: $1.4 billion sales
Event Year Start: 1977 Event Year End: 1977
Subjects: Competition; International business; Medical supplies; New product marketing; Organizational structure; Strategy formulation; Technology
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-384-030), 13p, by Christopher A. Bartlett
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| 15 pp.
| Case — EMI and the CT Scanner (B)
Author(s): Bartlett, Christopher A.
Publication Date: 06/30/1983 Revision Date: 03/29/1985
Product Type: Case (Library)
Product Description: Describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI’s entry into the U.S. market. The company‘s early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.
HBS Number: 9-383-195
Geographic Setting: United States Industry Setting: medical electronics
Company Size: large Gross Revenues: $1.4 billion sales
Event Year Start: 1977 Event Year End: 1977
Subjects: Competition; International business; Medical supplies; New product marketing; Organizational structure; Strategy formulation; Technology
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-384-030), 13p, by Christopher A. Bartlett
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| 22 pp.
| Case — Wal-Mart Stores, Inc.
Author(s): Bradley, Stephen P.; Ghemawat, Pankaj; Fol
Publication Date: 01/20/1994 Revision Date: 11/06/2002
Product Type: Case (Library)
Product Description: Focuses on the evolution of Wal-Mart’s remarkably successful discount operations and describes the company‘s more recent attempts to diversify into other businesses. The company has entered the warehouse club industry with its Sam's Clubs and the grocery business with its Supercenters, a combination supermarket and discount store. Wal-Mart experienced a drop in the value of its stock price in early 1993, which it still has not made up. Teaching Purpose: Explores the issue of sustaining competitive advantage. Wal-Mart has advantages over its competitors in areas such as distribution, information technology, and merchandising, to name a few. How sustainable are these, and what are the threats to Wal-Mart's continued success?
HBS Number: 9-794-024
Geographic Setting: United States Industry Setting: retail
Company Size: large Number of Employees: 440,000 Gross Revenues: $68 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Competition; Discount department stores; Industry structure; Retailing; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Library), (9-797-099), 5p, by David B. Yoffie, Anthony St. George; Teaching Note, (5-395-225), 7p, by Stephen P. Bradley; Supplement (Library), (9-799-118), 5p, by Pankaj Ghemawat, Gregg Friedman
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| 27 pp.
| Case — STARBUCKS
Crossan MM; Kachra A
Starbucks is faced with the issue of how it should leverage its core competencies against various opportunities for growth, including introducing its coffee in McDonalds, pursuing further expansion of its retail operations, and leveraging the brandinto other product areas. The case is written so that students need to first identify where Starbucks competencies lie along the value chain, and assess how well those competencies can be leveraged across the various alternatives. It also provides an opportunity for students to assess what is driving growth in this company. Starbucks has a tremendous appetite for cash since all its stores are corporate, and investors are betting that it will be able to continue its phenomenal growth so itneeds to walk a fine line between leveraging its brand to achieve growth while not eroding it in the process. It is an exciting case that quickly captures the attention of students given the subject matter. Industry: Eating and Drinking Places Issues: Competitiveness, Growth Strategy, Core Competence, Industry Analysis Location: USA Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: 2/3/99 Ivey #: 9A98M006
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| 18 pp.
| Case — Xerox: Book-In-Time
Author(s): Rangan, V. Kasturi
Publication Date: 03/11/1999 Revision Date: 10/03/2002
Product Type: Case (Field)
Product Description: Describes the state of the book publishing industry and the potential for a new technology. Book-In-Time, developed at Xerox, can reduce the cost of printing “one” book dramatically. Combined with the possibilities of digital content storage and transmittal, the new technology has vast opportunities. Xerox needs a commercial plan. Teaching Purpose: To discuss the impact of technology on distribution value chain.
HBS Number: 9-599-119
Geographic Setting: United States Industry Setting: book publishing
Company Size: Fortune 500 Gross Revenues: $20 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Distribution; Printing; Publishing industry; Technology
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-500-016), 6p, by V. Kasturi Rangan
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| 23 pp.
| Case — Dell Computer Corp.
Author(s): Narayandas, Das; Rangan, V. Kasturi
Publication Date: 10/17/1995 Revision Date: 09/25/1996
Product Type: Case (Field)
Product Description: Traces the evolution of the personal computer industry over the last 20 years and uses this as a backdrop to look at how Dell Computer Corp. grew from a small start-up to a multi-billion-dollar company in a decade. Dell is now faced with a set of decisions on the product markets it needs to serve in order to sustain its growth profitably into the future. Teaching Purpose: To give students an appreciation of developing strategy in a dynamic and rapidly evolving market.
HBS Number: 9-596-058
Geographic Setting: Global Industry Setting: personal computers Gross Revenues: $4 billion revenues
Event Year Start: 1978 Event Year End: 1994
Subjects: Computer industry; Direct marketing; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-596-098), 19p, by Das Narayandas
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| 29 pp.
| Case — Southwest Airlines—1993 (A)
Author(s): Heskett, James L.; Hallowell, Roger
Publication Date: 08/01/1993 Revision Date: 04/02/1997
Product Type: Case (Field)
Product Description: Southwest Airlines, the only major U.S. airline to be profitable in 1992, makes a decision as to which of two new cities to open, or to add a new long-haul route. Provides windows into Southwest’s strategy, operations, marketing, and culture. Teaching Purpose: Illustrates how an airline can simultaneously be low-cost leader, service leader, and profit leader.
HBS Number: 9-694-023
Geographic Setting: Dallas, TX Industry Setting: airlines
Event Year Start: 1993 Event Year End: 1993
Subjects: Airlines; Corporate strategy; Operations research; Service management
Academic Discipline: Service management
Supplementary Materials: Supplement (Field), (9-394-126), 2p, by Gary Loveman, Linda Carrigan
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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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| 38 pp.
| 4. Industry Analysis
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| 20 pp.
| Case — The Chain Saw Industry in 1974
Michael E. Porter, David Collins, James DeBelina, Jon Elsasser, James Hornthal, R. Gordon Shearer, Susan Mayer. This case describes the structure of the chain saw industry in 1974, when it is on the threshold of a major period of growth. Data are provided on each significant competitor.
Source: Harvard Business School. Copyright 1979.
Courses: Business Policy/Strategy
Topics:
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| 38 pp.
| 5. Competing over Time
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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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| 24 pp.
| Case — InPart
Lassiter, Joseph B., III; Roberts, Michael J.; Biotti, Jon M.
Stacey Lawson, HBS 1996, started a CAD parts representations database company to help designers and engineers with the design process. The company has completed its product and is starting to sell the product. The case examines issues involving the organization of the salesforce and the pricing of the product. Teaching Purpose: To introduce students to issues of salesforce organization and pricing decisions.
HBS Number: 9-898-213 Type: Case (Field)
Publication Date: 3/13/1998 Revision Date: 7/19/2000
Geographic Setting: Silicon Valley, CA Industry Setting: CAD software
Company Size: start-up Number of Employees: 30
Event Year Start: 1997 Event Year End: 1998
Subjects: CAD; California Research Center; Data bases; Entrepreneurial management; Market analysis; Marketing strategy; Pricing; Sales organization; Sales strategy; Silicon Valley
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| 17 pp.
| Case — Johnson & Johnson (A)
Author(s): Aguilar, Francis J.; Bhambri, Arvind
Publication Date: 08/19/1983 Revision Date: 06/30/1986
Product Type: Case (Field)
Product Description: Describes the Johnson & Johnson culture and the corporate systems, structures, and procedures which reflect and promote it. The principal teaching objectives are to gain an understanding of the impact a strong culture can have on strategic decisions and to consider how such cultures might be managed. May be used with: (9-384-054) Johnson & Johnson (B): Hospital Services; (9-393-001) Johnson & Johnson in the 1990s.
HBS Number: 9-384-053
Geographic Setting: New Brunswick, NJ Industry Setting: health care
Company Size: Fortune 500 Gross Revenues: $5 billion assets
Event Year Start: 1983 Event Year End: 1983
Subjects: Business policy; Corporate culture; Decentralization; Growth management; Management philosophy; Management styles; Medical supplies; Organizational management
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-387-006), 13p, by Francis J. Aguilar; Case Video, (9-884-525), 26 min, by Francis J. Aguilar; Case Video, (9-884-526), 14 min, by Francis J. Aguilar
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| 11 pp.
| Case — Johnson & Johnson (B): Hospital Services
Aguilar, Francis J.; Bhambri, Arvind
The main issue has to do with the lack of fit or incompatibility between the early environmental requirements for strategy and the cultural constraints on the organization. Describes the internal resistance to the proposed changes and top management’s efforts to resolve the contradictory requirements of strategy and culture. A second major issue concerns the challenge facing a general manager who has been given responsibility for operationalizing the forced solution. May be used with: (9-384-053) Johnson & Johnson (A); (9-393-001) Johnson & Johnson in the 1990s.
HBS Number: 9-384-054 Type: Case (Field)
Publication Date: 8/19/83 Revision Date: 6/30/86
Geographic Setting: New Brunswick, NJ Industry Setting: health care
Company Size: Fortune 500 Gross Revenues: $5 billion assets
Event Year Start: 1983 Event Year End: 1983
Subjects: Business policy; Corporate culture; Decentralization; Distribution planning; Management of change; Medical supplies; Strategy implementation
Supplementary Materials: Teaching Note, (5-387-006), 13p, by Francis J. Aguilar; Case Video, (9-884-527), 12 min, by Francis J. Aguilar
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| 19 pp.
| Case — Charles Schwab Corp. (A)
Author(s): McFarlan, F. Warren; Tempest, Nicole
Publication Date: 09/09/1999 Revision Date: 03/30/2001
Product Type: Case (Field)
Product Description: Focuses on the industrial restructuring in the brokerage industry made possible by e-commerce. Focuses the student’s attention on the decision alternatives facing Charles Schwab, one of the industry leaders in January 1998. In a word, the challenge is “Do they slash prices to meet competition from companies like E-Trade or do they stand still?” Teaching Purpose: Sharpens insight on implementation of e-commerce concepts. May be used with: (9-300-025) Charles Schwab Corp. (B).
HBS Number: 9-300-024
Geographic Setting: California Industry Setting: brokerage Gross Revenues: $2.2 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: California Research Center; Competition; Electronic commerce; Information technology; Marketing management; Stock brokers
Academic Discipline: Management of information systems
Supplementary Materials: Case Video, (9-300-507), 18 min, by F. Warren McFarlan, Melissa Dailey; Teaching Note, (5-300-127), 6p, by F. Warren McFarlan
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| 8 pp.
| Case — Charles Schwab Corp. (B)
Author(s): McFarlan, F. Warren; Tempest, Nicole
Publication Date: 09/13/1999 Revision Date: 07/30/2001
Product Type: Case (Field)
Product Description: Catches the situation facing Charles Schwab Corp. in late August 1999 in the dramatically changing brokerage industry. Their bold moves in January 1998 have created a new industry competitive pattern and provoked aggressive response by companies like Merrill Lynch. May be used with: (9-300-024) Charles Schwab Corp. (A).
HBS Number: 9-300-025
Geographic Setting: California Industry Setting: brokerage Gross Revenues: $2.2 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: California Research Center; Competition; Electronic commerce; Information technology; Marketing management; Stock brokers
Academic Discipline: Management of information systems
Supplementary Materials: Case Video, (9-300-507), 18 min, by F. Warren McFarlan, Melissa Dailey; Teaching Note, (5-300-127), 6p, by F. Warren McFarlan
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| 18 pp.
| Case — Teradyne: The Aurora Project
Author(s): Bower, Joseph L.
Publication Date: 05/19/1997 Revision Date: 10/18/2007
Product Type: Case (Field)
HBS Number: 9-397-114
Geographic Setting: Boston, MA Industry Setting: Semiconductor industry Gross Revenues: $1 billion revenues
Event Year Start: 1996 Event Year End: 1997
Subjects: Corporate strategy; Middle management; Product development; Technology
Academic Discipline: General management
Supplementary Materials: Case Video, (9-302-804), 41 min, by Joseph L. Bower, Sonja Ellingson Hout; Teaching Note, (5-398-179), 12p, by Joseph L. Bower
Product Description: Three cases deal with the introduction of a new product to Teradyne’s line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. This revision is shorter and provides a simpler description of the technology involved. Teradyne: Managing Disruptive Change deals with the same set of problems from the perspective of corporate management — in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful. May be used with: (95103) Disruptive Technologies: Catching the Wave.
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| 33 pp.
| 6. Strategy Execution
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| 30 pp.
| Case — Lincoln Electric Co.
Author(s): Berg, Norman A.; Fast, Norman D.
Publication Date: 08/01/1975 Revision Date: 07/29/1983
Product Type: Case (Field)
HBS Number: 9-376-028
Geographic Setting: Cleveland, OH Industry Setting: Manufacturing industries; Welding Gross Revenues: $270 million sales
Event Year Start: 1974 Event Year End: 1974
Subjects: Autobiographical narratives; Bonuses; Business policy; Compensation; Corporate culture; Corporate strategy; Factories; Incentives; Labor relations; Management philosophy; Productivity; Values; Work environment
Academic Discipline: General management
Supplementary Materials: Case Video, (9-889-517), 20 min, by Norman A. Berg; Case Video, DVD, (9-889-520), 20 min, by Norman A. Berg; Teaching Note, (5-395-230), 5p, by Norman A. Berg
Product Description: Covers the strategy and management practices of the world’s largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management. May be used with: (9-398-095) Lincoln Electric: Venturing Abroad; (9-378-216) Lincoln Electric Co. (B); (388X) One More Time: How Do You Motivate Employees? (HBR Classic) (HBR OnPoint Enhanced Edition); (R0301F) One More Time: How Do You Motivate Employees? (HBR Classic).
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| 29 pp.
| Case — Southwest Airlines—1993 (A)
Author(s): Heskett, James L.; Hallowell, Roger
Publication Date: 08/01/1993 Revision Date: 04/02/1997
Product Type: Case (Field)
Product Description: Southwest Airlines, the only major U.S. airline to be profitable in 1992, makes a decision as to which of two new cities to open, or to add a new long-haul route. Provides windows into Southwest’s strategy, operations, marketing, and culture. Teaching Purpose: Illustrates how an airline can simultaneously be low-cost leader, service leader, and profit leader.
HBS Number: 9-694-023
Geographic Setting: Dallas, TX Industry Setting: airlines
Event Year Start: 1993 Event Year End: 1993
Subjects: Airlines; Corporate strategy; Operations research; Service management
Academic Discipline: Service management
Supplementary Materials: Supplement (Field), (9-394-126), 2p, by Gary Loveman, Linda Carrigan
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| 23 pp.
| Case — Dell Computer Corp.
Author(s): Narayandas, Das; Rangan, V. Kasturi
Publication Date: 10/17/1995 Revision Date: 09/25/1996
Product Type: Case (Field)
Product Description: Traces the evolution of the personal computer industry over the last 20 years and uses this as a backdrop to look at how Dell Computer Corp. grew from a small start-up to a multi-billion-dollar company in a decade. Dell is now faced with a set of decisions on the product markets it needs to serve in order to sustain its growth profitably into the future. Teaching Purpose: To give students an appreciation of developing strategy in a dynamic and rapidly evolving market.
HBS Number: 9-596-058
Geographic Setting: Global Industry Setting: personal computers Gross Revenues: $4 billion revenues
Event Year Start: 1978 Event Year End: 1994
Subjects: Computer industry; Direct marketing; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-596-098), 19p, by Das Narayandas
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| III. Managing the Boundaries of the Firm
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| 1 pp.
| Introduction
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| 27 pp.
| 7. Vertical Integration and Outsourcing
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| 23 pp.
| Case — Dell Computer Corp.
Author(s): Narayandas, Das; Rangan, V. Kasturi
Publication Date: 10/17/1995 Revision Date: 09/25/1996
Product Type: Case (Field)
Product Description: Traces the evolution of the personal computer industry over the last 20 years and uses this as a backdrop to look at how Dell Computer Corp. grew from a small start-up to a multi-billion-dollar company in a decade. Dell is now faced with a set of decisions on the product markets it needs to serve in order to sustain its growth profitably into the future. Teaching Purpose: To give students an appreciation of developing strategy in a dynamic and rapidly evolving market.
HBS Number: 9-596-058
Geographic Setting: Global Industry Setting: personal computers Gross Revenues: $4 billion revenues
Event Year Start: 1978 Event Year End: 1994
Subjects: Computer industry; Direct marketing; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-596-098), 19p, by Das Narayandas
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| 18 pp.
| Case — Debate Over Unbundling General Motors: The Delphi Divestiture and Other Possible Transactions
Salter, Malcolm S.
Ever since General Motors (GM) announced in February 1997 its intention to divest Delphi Automotive Systems—its upstream parts manufacturing operations--Wall Street had called for further unbundling, and various stakeholders competed for their claim of value represented by GM. The case presents GM’s four options for the Delphi unit and raises valuation and governance issues regarding the remaining corporate assets. Teaching Purpose: To raise divestiture/spin-off and corporate governance issues. A rewritten version of an earlier case.
HBS Number: 9-800-196 Type: Case (Library)
Publication Date: 11/8/1999 Revision Date: 7/26/2000
Geographic Setting: United States Industry Setting: automotive
Company Size: Fortune 500 Number of Employees: 350,000 Gross Revenues: $180 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Automobiles; Corporate governance; Corporate strategy; Divestiture; Labor relations; Spinoffs; Vertical integration
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| 31 pp.
| Case — Merck-Medco: Vertical Integration in the Pharmaceutical Industry
Author(s): Rangan, V. Kasturi; Bell, Marie
Publication Date: 02/13/1998 Revision Date: 05/29/1998
Product Type: Case (Field)
Product Description: Records the analyses and actions taken by Merck Pharmaceuticals in its acquisition of Medco, a channel intermediary (called “pharmacy benefit manager”). While many of its competitors seem to be faring poorly, Merck seems to have managed the Medco integration superbly. Teaching Purpose: To understand how channel strategies evolve with changes in industry environment. May be used with: (9-500-078) Merck-Medco (B).
HBS Number: 9-598-091
Geographic Setting: United States Industry Setting: pharmaceuticals
Company Size: Fortune 500 Gross Revenues: $20 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Acquisitions; Distribution channels; Distribution planning; Marketing strategy; Pharmaceuticals; Vertical integration
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-598-147), 7p, by V. Kasturi Rangan, Marie Bell
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| 27 pp.
| 8. Partnering
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| 13 pp.
| Case — Intel Capital: The Berkeley Networks Investment
Chesbrough, Henry W.; Lane, David
Discusses how Intel Corp. uses corporate venture capital to explore new technologies in new markets. Intel combines external investments with internal research and development. Teaching Purpose: Shows an instance of externalized R&D and how external investment can complement internal R&D.
HBS Number: 9-600-069 Type: Case (Field)
Publication Date: 6/14/2000
Geographic Setting: United States Industry Setting: computers & networking
Company Size: Fortune 500 Number of Employees: 60,000 Gross Revenues: $25 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Computer industry; Innovation; Market entry; Product development; R&D; Technology; Venture capital
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| 35 pp.
| Case — Daewoo’s Globalization: Uz-Daewoo Auto Project
Quelch, John A.; Park, Chanhi
The top management at Daewoo is reviewing its close relationship with the Uzbekistan government, focusing especially on the performance of Uz-Daewoo Auto, a strategic alliance to manufacture and market passenger cars. Teaching Purpose: Shows the challenges of organizing strategic alliances in transitional economies.
HBS Number: 9-598-065 Type: Case (Field)
Publication Date: 10/20/1997 Revision Date: 03/23/1998
Geographic Setting: Uzbekistan Industry Setting: automobiles Number of Employees: 300,000 Gross Revenues: $65 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Asia; Automobiles; International business; Marketing strategy; Strategic alliances
Supplementary Materials: Teaching Note, (5-598-108), 8p, by John A. Quelch
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| 20 pp.
| Case — Swissair’s Alliances (A)
Author(s): Yoffie, David B.; Vayle, Eric J.
Publication Date: 06/28/1994 Revision Date: 03/22/1995
Product Type: Case (Field)
Product Description: Swissair established two alliance networks in 1989 in order to improve its competitiveness. In order to evaluate the benefits of the alliances, Swissair’s history, products, and cost structure are described, as is the international airline industry and the major players. The challenge for Swissair is how to gain further economies of scale in an increasingly competitive global marketplace. A rewritten version of an earlier case.
HBS Number: 9-794-152
Geographic Setting: Global Industry Setting: airline
Company Size: large Gross Revenues: $4 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Airlines; Competitive decision making; International business; Joint ventures; Strategic planning; Switzerland
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (9-794-153), 5p, by David B. Yoffie, Sharon Foley; Teaching Note, (5-794-012), 9p, by David B. Yoffie
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| IV. Expanding the Scope of the Firm
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| 1 pp.
| Introduction
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| 29 pp.
| 9. Global Strategy
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| 21 pp.
| Case — Caterpillar Tractor Co.
Author(s): Bartlett, Christopher A.; Rangan, U. Srin
Publication Date: 02/01/1985 Revision Date: 09/12/1988
Product Type: Case (Library)
Product Description: Describes the structure and evolution of the earth moving equipment industry worldwide in the post war era, particularly focusing on developments in the 1960s and 1970s. Describes Caterpillar’s strategy in becoming the dominant worldwide competitor (industry market share exceeding 50%). Includes details on CAT‘s manufacturing, marketing research and development, and organizational policies. Concludes with a description of some environmental changes occurring in the early 1980s, and raises the question of how these might effect Caterpillar Tractor Co.'s record 1981 performance and require changes in its highly successful strategy. May be used with: (9-385-277) Komatsu Ltd.; (9-390-036) Caterpillar, Inc.: George Schaefer Takes Charge; (9-395-001) Komatsu Ltd. and Project G (A); (9-395-002) Komatsu Ltd. and Project G (B); (9-395-003) Komatsu Ltd. and Project G (C); (9-398-016) Komatsu Ltd.: Project G's Globalization; (9-390-037) Komatsu: Ryoichi Kawai's Leadership.
HBS Number: 9-385-276
Geographic Setting: United States Industry Setting: earth-moving equipment
Company Size: Fortune 500 Gross Revenues: $9 billion sales
Event Year Start: 1981 Event Year End: 1981
Subjects: Business policy; Competition; Industry analysis; International business; Machinery; Multinational corporations; Strategy formulation
Academic Discipline: General management
Supplementary Materials: Supplement (Library), (9-387-095), 3p, by Christopher A. Bartlett; Teaching Note, (5-388-129), 12p, by Christopher A. Bartlett
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| 17 pp.
| Case — Komatsu Ltd.
Author(s): Bartlett, Christopher A.; Rangan, U. Srin
Publication Date: 02/06/1985 Revision Date: 09/12/1988
Product Type: Case (Library)
HBS Number: 9-385-277
Geographic Setting: Japan Industry Setting: earth-moving equipment Company Size: large Gross Revenues: $3 billion sales
Event Year Start: 1985 Event Year End: 1985
Subjects: Business policy; Corporate strategy; Industry analysis; International business; Japan; Machinery; Multinational corporations; Strategy formulation
Academic Discipline: General management
Supplementary Materials: Supplement (Library), (9-387-095), 3p, by Christopher A. Bartlett; Teaching Note, (5-388-130), 12p, by Christopher A. Bartlett
Product Description: Reviews and updates the structure and characteristics of the earth-moving equipment industry presented in the companion case, Caterpillar Tractor Co. After revealing that CAT has suffered major financial losses during the period from 1981 through 1984, the case describes how Komatsu grew from a $170 million local manufacturer in 1963 to become CAT’s major challenge in the emerging global competitive battle. The case traces the strategy followed by Komatsu in developing its product technology, manufacturing capability, and marketing skills worldwide. The Supplement, Caterpillar-Komatsu in 1986, provides an update to the global competitive interaction between Caterpillar and Komatsu. Caterpillar‘s response to Komatsu's growing market share is outlined, then the impact of rapidly changing dollar/yen exchange rates provides Caterpillar with an interesting pricing decision. May be used with: (9-385-276) Caterpillar Tractor Co.; (9-390-036) Caterpillar, Inc.: George Schaefer Takes Charge; (9-395-001) Komatsu Ltd. and Project G (A); (9-395-002) Komatsu Ltd. and Project G (B); (9-395-003) Komatsu Ltd. and Project G (C); (9-398-016) Komatsu Ltd.: Project
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| 30 pp.
| Case — Viacom, Inc.: Carpe Diem
Bower, Joseph L.; Eisenmann, Thomas
Viacom has built a powerful position in the global entertainment industry through skillful and very bold acquisitions. Now its further expansion is challenged by the moves of Rupert Murdock’s News Corp. Different businesses within Viacom have contradictory positions on how to deal with major opportunities and how Viacom top management should manage the decision-making process. Teaching Purpose: To help students understand the costs and benefits of alternate approaches to strategic management in a tumultuous global industry.
HBS Number: 9-396-250 Type: Case (Field)
Publication Date: 2/26/1996 Revision Date: 11/19/1996
Geographic Setting: Unspecified Industry Setting: entertainment
Company Size: large
Subjects: Corporate strategy; Entertainment industry
Supplementary Materials: Case Video, (9-397-508), 34 min, by Joseph L. Bower, Sonja E. Hout
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| 23 pp.
| Case — Robert Mondavi: Competitive Strategy
Author(s): Porter, Michael E.; Bond, Gregory C.
Publication Date: 06/22/1999 Revision Date: 06/16/2000
Product Type: Case (Field)
Product Description: Describes the competitive situation facing Robert Mondavi, the leading premium California winery. Mondavi has been an industry innovator and has recently taken steps to become more international. Mondavi has to cope with growing domestic competition as well as market share growth by wineries from Chile and Australia. Teaching Purpose: Designed to explore competitive strategy in an evolving industry with a special focus on international strategy.
HBS Number: 9-799-125
Geographic Setting: Global Industry Setting: wine Number of Employees: 1,100 Gross Revenues: $325 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Agribusiness; Beverages; Competition; International business; Strategy formulation
Academic Discipline: Competitive strategy
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| 20 pp.
| Case — Acer America: Development of the Aspire
Author(s): Bartlett, Christopher A.; St. George, Ant
Publication Date: 12/30/1998 Revision Date: 04/09/2001
Product Type: Case (Field)
Product Description: Follows the development, national launch, and global rollout of the Aspire, Acer’s first new product developed outside Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problem with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult, with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical “fast food” business concept and his “client server‘' organization model? Teaching Purpose: To discuss the development and implementation of global strategy, to explore new models of global organization, and to examine the management of headquarter-subsidiary relations. May be used with: (9-399-010) Acer, Inc.: Taiwan's Rampaging Dragon.
HBS Number: 9-399-011
Geographic Setting: United States, Taiwan, Global Industry Setting: computers Number of Employees: 600 Gross Revenues: $1.1 billion revenues
Event Year Start: 1995 Event Year End: 1998
Subjects: International business; Marketing implementation; Matrix organization; Multinational corporations; Product development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-300-035), 12p, by Christopher A. Bartlett; Case Video, (9-301-805), 14 min, by Christopher A. Bartlett
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| 23 pp.
| Case — Euro Disney: The First 100 Days
Author(s): Loveman, Gary; Schlesinger, Leonard A.; An
Publication Date: 08/13/1992 Revision Date: 06/04/1993
Product Type: Case (Library)
Product Description: The Walt Disney Co. theme parks historically have thrived on the basis of a formula stressing excellent customer service and a magnificent physical environment. The formula has proven successful in Japan, as well as the United States. With the controversial opening of Euro Disney in France, however, there has become reason to doubt the international appeal of the formula. The case documents issues involved with Euro Disney. Examines the transferability of a successful service concept across international boundaries.
HBS Number: 9-693-013
Geographic Setting: Paris, France Industry Setting: entertainment
Company Size: large Number of Employees: 16,000 Gross Revenues: $1 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Entertainment industry; France; International business; Service management
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-693-082), 12p, by Gary Loveman, Robert T. Anthony
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| 25 pp.
| 10. New Business Development
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| 26 pp.
| Case — Head Ski Co., Inc.
Author(s): Christensen, C. Roland; Stevenson, Howard
Publication Date: 07/01/1967 Revision Date: 09/01/1982
Product Type: Case (Field)
Product Description: Describes the development of the company to its present preeminence in high-priced skis and the avenues that it can follow to obtain new growth.
HBS Number: 9-313-120
Geographic Setting: Baltimore, MD Industry Setting: skis and recreational equipment Gross Revenues: $10 million sales
Event Year Start: 1967 Event Year End: 1967
Subjects: Business conditions; Business policy; Corporate strategy; Diversification; Growth strategy; Recreational equipment
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-395-222), 15p, by C. Roland Christensen
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| 31 pp.
| Case — Intel Corp.: Leveraging Capabilities for Strategic Renewal
Bartlett, Christopher A.; Nanda, Ashish
Traces the history of Intel from its earliest days as a technology-driven memory company to its emergence as an increasingly market-focused microprocessor company with emerging systems capabilities. The focus is on the strategic, organizational, and management adaptation that was required to ensure the company’s survival in a highly volatile industry. Under the leadership of Andy Grove and Gordon Moore, Intel is able to overlay its R&D base with manufacturing and marketing capabilities that allow it to continually adapt to changes and renew itself. Teaching Purpose: To illustrate the way in which the development and adaptation of a company‘s distinctive organizational capabilities is key to its ability to continually adapt and renew itself in fast changing strategic environments.
HBS Number: 9-394-141 Type: Case (Field)
Publication Date: 3/9/94
Geographic Setting: United States Industry Setting: semiconductors
Company Size: Fortune 500 Gross Revenues: $4 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Business policy; Leadership; Organizational change; Semiconductors; Strategy formulation; Strategy implementation; Technological change
Supplementary Materials: Teaching Note, (5-395-227), 7p, by Christopher A. Bartlett, Ashish Nanda
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| 25 pp.
| Case — ThermoLase
Sahlman, William A.; Janower, Andrew
John Hansen, CEO of ThermoLase, must develop a plan of action to exploit the company’s new development-stage revolutionary hair removal technology with negligible revenues and a $500 million market capitalization. This nascent public Thermo Electron spin out company has the opportunity to change the U.S. beauty industry if Hansen can develop and execute an effective rollout strategy. Teachng Purpose: To introduce students to the Thermo Electron development strategy in the context of a high-potential, development-stage, retail/consumer-oriented business.
HBS Number: 9-897-002 Type: Case (Field)
Publication Date: 8/16/1996
Geographic Setting: United States Industry Setting: beauty/hair remover Number of Employees: 15
Event Year Start: 1995 Event Year End: 1995
Subjects: Entrepreneurial finance; Entrepreneurial management; Venture capital
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| 19 pp.
| Case — State Street Bank and Trust Co.: New Product Development
Pisano, Gary P.; Golnaraghi, Maryam
Portrays the dilemma faced by Marsh Carter, CEO and chairman of the board of State Street Bank, in May 1995. For the past decade, the bank earned continually expanding earnings through its rapidly growing custody business. Now, as that business matures and custodial fees erode, Carter is seeking to expand the bank’s presence in higher value-added financial services. Developing these will require the bank to build new sets of organizational capabilities to leverage and integrate skills located in different divisions of the bank. Teaching Purpose: Can be used to teach product development in financial services and the challenges facing senior management in bringing about fundamental changes in their operating strategies.
HBS Number: 9-696-087 Type: Case (Field)
Publication Date: 3/25/1996 Revision Date: 4/12/1996
Geographic Setting: Unspecified Industry Setting: banking
Subjects: Banking; Financial services; Organizational change; Product development; Product introduction; Strategic planning
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| 30 pp.
| Case — Viacom, Inc.: Carpe Diem
Bower, Joseph L.; Eisenmann, Thomas
Viacom has built a powerful position in the global entertainment industry through skillful and very bold acquisitions. Now its further expansion is challenged by the moves of Rupert Murdock’s News Corp. Different businesses within Viacom have contradictory positions on how to deal with major opportunities and how Viacom top management should manage the decision-making process. Teaching Purpose: To help students understand the costs and benefits of alternate approaches to strategic management in a tumultuous global industry.
HBS Number: 9-396-250 Type: Case (Field)
Publication Date: 2/26/1996 Revision Date: 11/19/1996
Geographic Setting: Unspecified Industry Setting: entertainment
Company Size: large
Subjects: Corporate strategy; Entertainment industry
Supplementary Materials: Case Video, (9-397-508), 34 min, by Joseph L. Bower, Sonja E. Hout
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| 17 pp.
| Case — Johnson & Johnson (A)
Author(s): Aguilar, Francis J.; Bhambri, Arvind
Publication Date: 08/19/1983 Revision Date: 06/30/1986
Product Type: Case (Field)
Product Description: Describes the Johnson & Johnson culture and the corporate systems, structures, and procedures which reflect and promote it. The principal teaching objectives are to gain an understanding of the impact a strong culture can have on strategic decisions and to consider how such cultures might be managed. May be used with: (9-384-054) Johnson & Johnson (B): Hospital Services; (9-393-001) Johnson & Johnson in the 1990s.
HBS Number: 9-384-053
Geographic Setting: New Brunswick, NJ Industry Setting: health care
Company Size: Fortune 500 Gross Revenues: $5 billion assets
Event Year Start: 1983 Event Year End: 1983
Subjects: Business policy; Corporate culture; Decentralization; Growth management; Management philosophy; Management styles; Medical supplies; Organizational management
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-387-006), 13p, by Francis J. Aguilar; Case Video, (9-884-525), 26 min, by Francis J. Aguilar; Case Video, (9-884-526), 14 min, by Francis J. Aguilar
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| 11 pp.
| Case — Johnson & Johnson (B): Hospital Services
Aguilar, Francis J.; Bhambri, Arvind
The main issue has to do with the lack of fit or incompatibility between the early environmental requirements for strategy and the cultural constraints on the organization. Describes the internal resistance to the proposed changes and top management’s efforts to resolve the contradictory requirements of strategy and culture. A second major issue concerns the challenge facing a general manager who has been given responsibility for operationalizing the forced solution. May be used with: (9-384-053) Johnson & Johnson (A); (9-393-001) Johnson & Johnson in the 1990s.
HBS Number: 9-384-054 Type: Case (Field)
Publication Date: 8/19/83 Revision Date: 6/30/86
Geographic Setting: New Brunswick, NJ Industry Setting: health care
Company Size: Fortune 500 Gross Revenues: $5 billion assets
Event Year Start: 1983 Event Year End: 1983
Subjects: Business policy; Corporate culture; Decentralization; Distribution planning; Management of change; Medical supplies; Strategy implementation
Supplementary Materials: Teaching Note, (5-387-006), 13p, by Francis J. Aguilar; Case Video, (9-884-527), 12 min, by Francis J. Aguilar
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| 26 pp.
| 11. Managing the Multibusiness Firm
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| 24 pp.
| Case — General Electric: Strategic Position—1981
Aguilar, Francis J.; Hamermesh, Richard G.
Describes the introduction and evolution of General Electric’s strategic planning system from the 1960s to Jack Welch‘s tenure. Allows discussion of the interplay of problems and circumstances to the evolution of the strategic planning system, and how Welch might use or alter the system to meet the challenge of growth.
HBS Number: 9-381-174 Type: Case (Field)
Publication Date: 4/1/81 Revision Date: 3/24/93
Geographic Setting: Fairfield, CT Industry Setting: diverse technology
Company Size: large
Event Year Start: 1972 Event Year End: 1981
Subjects: Business policy; Entrepreneurial management; Human resources management; Personal strategy & style; Strategic planning; Technology
Supplementary Materials: Teaching Note, (5-388-015), 18p, by Francis J. Aguilar; Teaching Note, (5-386-117), 24p, by W. Earl Sasser Jr.; Case Video, (9-882-524), 27 min, by Francis J. Aguilar, Richard G. Hamermesh; Case Video, (9-883-504), 12 min, by Richard G. Hamermesh, Francis J. Aguilar
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| 24 pp.
| Case — GE’s Two-Decade Transformation: Jack Welch‘s Leadership
Author(s): Bartlett, Christopher A.; Wozny, Meg
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO.
HBS Number: 9-399-150
Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett
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| 27 pp.
| Case — Walt Disney Co.: The Entertainment King
Author(s): Rukstad, Michael G.; Collis, David J.; Levine, Tyrrell
Publication Date: 03/09/2001 Revision Date: 09/01/2005
Product Type: Case (Library)
HBS Number: 9-701-035
Geographic Setting: United States Industry Setting: Entertainment industry Number of Employees: 110,000 Gross Revenues: $25.4 billion revenues
Event Year Start: 1923 Event Year End: 2000
Subjects: Competitive advantage; Corporate strategy; Diversification; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-705-495), 12p, by David J. Collis
Product Description: The first ten pages of this case are comprised of the company’s history, from 1923 to 2001. The Walt years are described, as is the company‘s decline after his death and its resurgence under Eisner. The last five pages are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. Students are asked to think about the keys to Disney's mid-1980s turnaround, about the proper boundaries of the firm, and about what Disney's strategy should be beyond 2001.
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| 17 pp.
| Case — Johnson & Johnson (A)
Author(s): Aguilar, Francis J.; Bhambri, Arvind
Publication Date: 08/19/1983 Revision Date: 06/30/1986
Product Type: Case (Field)
Product Description: Describes the Johnson & Johnson culture and the corporate systems, structures, and procedures which reflect and promote it. The principal teaching objectives are to gain an understanding of the impact a strong culture can have on strategic decisions and to consider how such cultures might be managed. May be used with: (9-384-054) Johnson & Johnson (B): Hospital Services; (9-393-001) Johnson & Johnson in the 1990s.
HBS Number: 9-384-053
Geographic Setting: New Brunswick, NJ Industry Setting: health care
Company Size: Fortune 500 Gross Revenues: $5 billion assets
Event Year Start: 1983 Event Year End: 1983
Subjects: Business policy; Corporate culture; Decentralization; Growth management; Management philosophy; Management styles; Medical supplies; Organizational management
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-387-006), 13p, by Francis J. Aguilar; Case Video, (9-884-525), 26 min, by Francis J. Aguilar; Case Video, (9-884-526), 14 min, by Francis J. Aguilar
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| 11 pp.
| Case — Johnson & Johnson (B): Hospital Services
Aguilar, Francis J.; Bhambri, Arvind
The main issue has to do with the lack of fit or incompatibility between the early environmental requirements for strategy and the cultural constraints on the organization. Describes the internal resistance to the proposed changes and top management’s efforts to resolve the contradictory requirements of strategy and culture. A second major issue concerns the challenge facing a general manager who has been given responsibility for operationalizing the forced solution. May be used with: (9-384-053) Johnson & Johnson (A); (9-393-001) Johnson & Johnson in the 1990s.
HBS Number: 9-384-054 Type: Case (Field)
Publication Date: 8/19/83 Revision Date: 6/30/86
Geographic Setting: New Brunswick, NJ Industry Setting: health care
Company Size: Fortune 500 Gross Revenues: $5 billion assets
Event Year Start: 1983 Event Year End: 1983
Subjects: Business policy; Corporate culture; Decentralization; Distribution planning; Management of change; Medical supplies; Strategy implementation
Supplementary Materials: Teaching Note, (5-387-006), 13p, by Francis J. Aguilar; Case Video, (9-884-527), 12 min, by Francis J. Aguilar
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| 30 pp.
| Case — Viacom, Inc.: Carpe Diem
Bower, Joseph L.; Eisenmann, Thomas
Viacom has built a powerful position in the global entertainment industry through skillful and very bold acquisitions. Now its further expansion is challenged by the moves of Rupert Murdock’s News Corp. Different businesses within Viacom have contradictory positions on how to deal with major opportunities and how Viacom top management should manage the decision-making process. Teaching Purpose: To help students understand the costs and benefits of alternate approaches to strategic management in a tumultuous global industry.
HBS Number: 9-396-250 Type: Case (Field)
Publication Date: 2/26/1996 Revision Date: 11/19/1996
Geographic Setting: Unspecified Industry Setting: entertainment
Company Size: large
Subjects: Corporate strategy; Entertainment industry
Supplementary Materials: Case Video, (9-397-508), 34 min, by Joseph L. Bower, Sonja E. Hout
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| 19 pp.
| Case — State Street Bank and Trust Co.: New Product Development
Pisano, Gary P.; Golnaraghi, Maryam
Portrays the dilemma faced by Marsh Carter, CEO and chairman of the board of State Street Bank, in May 1995. For the past decade, the bank earned continually expanding earnings through its rapidly growing custody business. Now, as that business matures and custodial fees erode, Carter is seeking to expand the bank’s presence in higher value-added financial services. Developing these will require the bank to build new sets of organizational capabilities to leverage and integrate skills located in different divisions of the bank. Teaching Purpose: Can be used to teach product development in financial services and the challenges facing senior management in bringing about fundamental changes in their operating strategies.
HBS Number: 9-696-087 Type: Case (Field)
Publication Date: 3/25/1996 Revision Date: 4/12/1996
Geographic Setting: Unspecified Industry Setting: banking
Subjects: Banking; Financial services; Organizational change; Product development; Product introduction; Strategic planning
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| V. Governing the Firm
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| 1 pp.
| Introduction
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| 27 pp.
| 12. Corporate Governance
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| 16 pp.
| Case — Medtronic, Inc. (A)
Author(s): Lorsch, Jay W.; Spaulding, Norman
Publication Date: 04/14/1994 Revision Date: 12/13/1999
Product Type: Case (Field)
HBS Number: 9-494-096
Geographic Setting: Minneapolis, MN Industry Setting: Medical equipment & device industry
Subjects: Corporate culture; Corporate governance; Corporate responsibility; Succession planning
Academic Discipline: Human resources management
Product Description: In 1993, Medtronic Chairman Winston Wallin and CEO Bill George want to reevaluate their respective roles, as well as the entire corporate governance process at Medtronic. The board at Medtronic has long been very actively involved in the supervision of the company. Wallin and George seek to preserve that tradition, while at the same time navigating a significant turnover of board personnel due to term limits and a mandatory retirement age. The case probes the thoughts of Medtronic’s management and directors concerning what the proper role of the board is in supervising the company. May be used with: (9-400-042) Medtronic, Inc. (B); (95107) Empowering the Board.
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| 12 pp.
| Case — Medtronic, Inc. (B)
Author(s): Lorsch, Jay W.; Pick, Katharina
Publication Date: 10/04/1999
Product Type: Case (Field)
HBS Number: 9-400-042
Geographic Setting: Minneapolis, MN Industry Setting: Medical equipment & device industry Number of Employees: 19,334 Gross Revenues: $4 billion revenues
Event Year Start: 1995 Event Year End: 1999
Subjects: Corporate culture; Corporate governance; Corporate responsibility; Succession planning
Academic Discipline: Human resources management
Product Description: The board of directors of Medtronic, Inc., a company known for its commitment to effective corporate governance, must prepare for the departure of Chairman and CEO Bill George and the retirement of four long-time directors. The company had experienced rapid growth in the early 1990’s as well as significant change in the composition of its board. Now the Medtronic directors must evaluate how the board has changed, how it will continue to change, and how it should prepare for the future. May be used with: (9-494-096) Medtronic, Inc. (A).
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| Back Matter
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| 9 pp.
| Glossary
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| 22 pp.
| Index
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