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Collis-Montgomery: Corporate Strategy: A Resource Based Approach, Second Edition
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 Front Matter
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| 17 pp.
| Preface
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| 1. An Introduction to Corporate Strategy
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| 17 pp.
| Text
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| 8 pp.
| Appendix A: Past Approaches to Corporate Strategy
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| 19 pp.
| Case — Philips vs. Matsushita: A New Century, a New Round
Author(s): Bartlett, Christopher A.
Publication Date: 09/21/2001 Revision Date: 11/06/2006
Product Type: Case (Library)
HBS Number: 9-302-049
Geographic Setting: Global; Europe; Japan Industry Setting: Electronics industry Company Size: large Number of Employees: 270,000 Gross Revenues: $40 billion-$60 billion revenues
Event Year Start: 1970 Event Year End: 2001
Subjects: Competition; Electronics; International operations; Multinational corporations; Organizational change; Organizational structure; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-302-810), 8 min, by Christopher A. Bartlett; Case Video, DVD, (9-302-811), 8 min, by Christopher A. Bartlett; Teaching Note, (5-302-063), 14p, by Christopher A. Bartlett
Product Description: Describes the development of the international strategies and organizations of two major competitors in the global consumer electronics industry. The history of both companies is traced and their changing strategic postures and organizational capabilities are documented. Particular attention is given to the major restructuring each company is forced to undertake as its competitive position is eroded. A rewritten version of an earlier case.
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| 2. Resources and Rents
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| 31 pp.
| Text
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| 8 pp.
| Appendix B: Business Strategy and Industry Analysis
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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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| 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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| 24 pp.
| Case — Tyco International (A)
Author(s): Kennedy, Robert E.; Montgomery, Cynthia A.; Chadderdon, Lisa; Hogan, Harold F., Jr.
Publication Date: 03/03/1998 Revision Date: 05/31/2007
Product Type: Case (Field)
HBS Number: 9-798-061
Geographic Setting: United States Industry Setting: Manufacturing industries Gross Revenues: $5 billion revenues
Event Year Start: 1985 Event Year End: 1996
Subjects: Acquisitions; Conglomerates; Control systems; Corporate strategy; Organizational structure
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-701-134), 13p, by Cynthia A. Montgomery, Elizabeth J. Gordon
Product Description: Tyco, a diversified U.S. conglomerate, has grown rapidly for more than 20 years. This case examines Tyco’s acquisition strategy as well as its internal control systems.
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| 3. Scale and Scope within an Industry
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| 21 pp.
| Text
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| 25 pp.
| Case — Ducati
Author(s): Gavetti, Giovanni
Publication Date: 06/28/2001 Revision Date: 03/08/2002
Product Type: Case (Field)
Product Description: Focuses on the turnaround and strategic repositioning of Ducati, an Italian maker of high-end sport motorcycles, and describes the current concerns with the growth prospects of the company. Federico Minoli, the CEO and strategic mind behind the turnaround, knew that Ducati could not grow indefinitely in its current niche. One alternative was to attack Harley Davidson’s niche with a Ducati interpretation of a cruiser. Teaching Purpose: To explore issues of competitive positioning, the logic, and particularly the limits of focused differentiators, or niche players. To illustrate what variables underlie the “nicheness” of an industry.
HBS Number: 9-701-132
Geographic Setting: Italy Industry Setting: motorcycles
Subjects: Competition; Motorcycles; Strategy formulation
Academic Discipline: Competitive strategy
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| 4. Diversified Expansion
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| 28 pp.
| Text
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| 21 pp.
| Case — Vivendi: Revitalizing a French Conglomerate
Author(s): Montgomery, Cynthia A.; Turner, John M.
Publication Date: 12/16/1998 Revision Date: 02/27/2001
Product Type: Case (Field)
Product Description: Examines corporate strategy for a diversified firm in the French business context. Issues include corporate governance, vision, and the management of unrelated diversification. After the company’s first loss ever, the Vivendi board elected a new chairman who completed a financial restructuring and articulated a new corporate strategy. His actions were in part determined by the French business environment, which does not easily permit staff reductions, and by the increasing importance of foreign investors in France.
HBS Number: 9-799-019
Geographic Setting: France Industry Setting: conglomerate Number of Employees: 200,000 Gross Revenues: $28 billion revenues
Event Year Start: 1995 Event Year End: 1998
Subjects: Business conditions; Conglomerates; Corporate governance; Corporate strategy; Diversification; France; Vision
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-700-005), 11p, by Cynthia A. Montgomery, Elizabeth J. Gordon; Supplement (Library), (9-703-418), 8p, by Cynthia A. Montgomery, Rhonda Kaufman
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| 28 pp.
| Case — Capital One Financial Corp.
Author(s): Anand, Bharat; Rukstad, Michael G.; Paige,
Publication Date: 04/24/2000 Revision Date: 05/01/2001
Product Type: Case (Field)
Product Description: Designed to explore the structure, implementation, and sustainability of an information-based strategy (IBS) undertaken by Capital One during the 1990s. Particular issues of interest are the impact of mass customization on industry structure, the ability to transfer IBS skills to new sectors, and the impact of the Internet on industry structure and competitor strategies. Teaching Purpose: Sustainability of a strategy.
HBS Number: 9-700-124
Geographic Setting: Fairfax, VA Industry Setting: credit cards Gross Revenues: $3 billion revenues
Event Year Start: 1988 Event Year End: 2000
Subjects: Competition; Financial services; Industry structure; Information industry; Internet; Risk management; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
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| 21 pp.
| Case — Gucci Group N.V. (A)
Author(s): Yoffie, David B.; Kwak, Mary
Publication Date: 09/19/2000 Revision Date: 05/10/2001
Product Type: Case (Field)
Product Description: Examines the turnaround of Gucci and its transition from a single brand to a multi-brand company. Teaching Purpose: Strategic transformation, changing industry structure, and corporate strategy. A rewritten version of an earlier case. May be used with: (9-700-129) Italy: From Welfare State to Market Economy.
HBS Number: 9-701-037
Geographic Setting: global Industry Setting: fashion Number of Employees: 2,700 Gross Revenues: $2 billion revenues
Event Year Start: 1993 Event Year End: 2000
Subjects: Corporate strategy; Fashion; Industry structure; Italy
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-701-088), 7p, by David B. Yoffie, Mary Kwak; Supplement (Field), (9-701-089), 2p, by David B. Yoffie, Mary Kwak; Supplement (Library), (9-702-479), 4p, by David B. Yoffie, Mary Kwak
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| 5. Organizational Limits to Firm Scope
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| 34 pp.
| Text
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| 12 pp.
| Case — Market Failures
Author(s): Anand, Bharat N.; Khanna, Tarun; Rivkin, Jan W.
Publication Date: 04/18/2000
Product Type: Note
Product Description: Examines the role of transaction costs in impeding the functioning of markets and shows how the concept of transaction costs sheds light on a broad range of issues in strategy. Teaching Purpose: Provides a consistent conceptual framework to assist students in examining a range of issues in corporate strategy, geographic clustering, and the Internet.
HBS Number: 9-700-127
Subjects: Corporate strategy; Cost analysis; Costs; Economic analysis; Internet; Location of industry
Academic Discipline: Competitive strategy
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| 38 pp.
| Case — News Corp.
Author(s): Anand, Bharat; Attea, Kate
Publication Date: 04/04/2002 Revision Date: 06/19/2002
Product Type: Case (Field)
HBS Number: 9-702-425
Geographic Setting: Global Industry Setting: media and entertainment Number of Employees: 30,000 Gross Revenues: $13.8 billion revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Acquisitions; Conglomerates; Entertainment industry; Expansion; Media relations; Public policy; Vertical integration
Academic Discipline: Competitive strategy
Product Description: In 2001, News Corp. is the smallest of the major media and entertainment conglomerates, but with the broadest global presence. In an effort to establish a major distribution presence in the United States, News Corp. had looked to acquire DirecTV, the largest U.S. direct broadcast satellite provider, in what many observers had considered would be a “transforming acquisition.” After 20 months of trying to do so, and the recent competitive offer from Echostar, Rupert Murdoch, chairman and CEO of News Corp., withdrew the company’s bid for DirecTV. This case describes how Murdoch has created a global empire from a single newspaper in Australia. News‘ major assets include its newspaper businesses, film and television production, satellite broadcasting, television channels, and book and magazine publishing. Also describes News' distinctive operating style and Murdoch's role in shaping the corporate culture. News Corp. must now confront three sets of questions. First, how important is it for News Corp. to establish a distribution presence in the United States, and should it pursue a different approach? Second, how should it tackle the deteriorating economics of two of its core businesses: newspapers and network television? Third, what will be the impact of recent repeals of cross-ownership restrictions in the media industry on News Corp.'
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| 6. Managing the Multibusiness Corporation
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| 33 pp.
| Text
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| 12 pp.
| Appendix C: Mechanisms for Achieving Corporate Coherence
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| 29 pp.
| Case — AOL Time Warner, Inc.
Author(s): Bradley, Stephen P.; Sullivan, Erin E.
Publication Date: 03/12/2002 Revision Date: 06/23/2005
Product Type: Case (Library)
Product Description: AOL Time Warner, which has been billed as the “first fully integrated media and communications company of the Internet Century,” raises the fundamental question of how value will be created and captured by the merger of AOL and Time Warner. This case describes just how different AOL was from Time Warner in strategy, culture, and execution, and permits a thorough analysis of how value is proposed to be created through capturing synergies within the new company. The discussion of synergies is divided into three levels: tactical, strategic, and transformational. The key question to address is whether a merger of this sort is the most effective way to create value or whether contracting and other mechanisms is equally good or perhaps superior. A rewritten version of an earlier case.
HBS Number: 9-702-421
Geographic Setting: United States Industry Setting: Internet & online services industries; Media Number of Employees: 88,500
Event Year Start: 2000 Event Year End: 2001
Subjects: Internet; Mergers & Acquisitions; New economy
Academic Discipline: Competitive strategy
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| 24 pp.
| Case — GE’s Digital Revolution: Redefining the E in GE
Author(s): Bartlett, Christopher A.; Glinska, Meg
Publication Date: 04/10/2002 Revision Date: 05/03/2005
Product Type: Case (Field)
HBS Number: 9-302-001
Geographic Setting: Global Industry Setting: diversified industrial Number of Employees: 300,000 Gross Revenues: $130 billion revenues
Event Year Start: 1999 Event Year End: 2001
Subjects: Business policy; Corporate strategy; Electronic commerce; Leadership; Management controls; Management of change; Organizational learning; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-303-801), 9 min, by Christopher A. Bartlett; Teaching Note, (5-304-022), 12p, by Christopher A. Bartlett
Product Description: Designed to illustrate the structure, culture, and management processes behind the transformational change of GE, this case details the implementation of the e-business initiative — the last of Jack Welch’s four company-wide strategic thrusts. First, summarizes the 20-year transformational change process that Welch led, detailing the strategic, organizational, cultural, and management initiatives he put in place. Then traces how Gerry Podesta, the e-business head in GE Plastics, implements the new initiative. In doing so, highlights how the “social architecture” (culture and values) and “operating systems” (systems and processes) help the company drive through changes that have it named Internet Week‘s top e-business of 2000. Ends with questions about the effectiveness of successive pushes on “e-sell,” “e-buy,” and “e-make” and whether the e-business teams should be broken up and rolled back into the company. Teaching Purpose: 1) To examine the process of transformational change, and particularly the role of structure, systems, processes, and culture required to support it; 2) to i
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| 7. Creating Corporate Advantage
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| 14 pp.
| Text
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| 20 pp.
| Case — Merck & Co., Inc.: Corporate Strategy, Organization and Culture (A)
Author(s): Beer, Michael; Fagan, Perry L.
Publication Date: 03/29/1999
Product Type: Case (Field)
Product Description: In the early 1990s, Merck faced a series of challenges because of significant changes in its competitive and regulatory environment (e.g., growth in power of buyers of pharmaceuticals such as managed care organizations led to price pressures, President Clinton’s review of the entire U.S. health care industry, etc.). The case describes the company under its previous CEO, and primarily under Ray Gilmartin, the new CEO. Discusses the strategic, organizational, cultural, and management challenges that Merck faced, as well as Gilmartin‘s change program from 1994 to 1998, which was aimed at helping Merck address these issues. Teaching Purpose: Students will have to analyze the environment, and Merck's organization and management, and evaluate the company's efforts to realign the organization and its management practices with the new competitive realities.
HBS Number: 9-499-054
Geographic Setting: United StatesIndustry Setting: pharmaceuticalGross Revenues: $24 billion revenues
Event Year Start: 1998Event Year End: 1998
Subjects: Corporate culture; Corporate strategy; Globalization; International management; Organizational change; Organizational design; Organizational development; Organizational problems; Organizational structure; Pharmaceuticals
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-499-046), 4p, by Michael Beer, James B. Weber
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| 8. Corporate Governance
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| 28 pp.
| Text
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| 9. Corporate Transformation: The Dynamics of Corporate Strategy
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| 33 pp.
| Text
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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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| Back Matter
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| 18 pp.
| Index
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