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Case Mirza, J K — Air University Shad, I U — Air University Distributor: ecch (www.ecch.com) Reference: 909-012-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: Banking Size: 5,000 employees Timing: 2008 Topics: Project management; Change management; Information security; Control and awareness Abstract: This case is about a semi-government bank where ICT (information and communication technology) is in its renaissance. Legacy banking applications with a limited compass ie; loan lending and loan recuperation. Computers are the surrogate of typewriters, they provide local and wide area network services, internet services and inter-branch connectivity via VPNs (virtual private networks). The absence of project management methodologies and information security controls causes network outage, formatting of computers, viruses all around the network, latency, corrupt data files from field formations and social engineering attacks. This is due to the lack of information security awareness among all tiers of management. Top management realises the need and importance of project management methodologies in their projects and information security controls to be placed in the bank. In the first phase, the PMO (project management office) was established and Anti-X software (antivirus, antimalware, antispyware, host intrusion prevention / detection, host firewall) is procured and rolled out across head office with more than 500 nodes network. Prior to this implementation, project management processes were decided and the test bed was prepared for two weeks in order to simulate the bank’s ICT operations and to circumvent the resistance by the computer user, whilst also blocking their software applications, software, games, blocking of their USB p Source: ecch
Case Author(s): Wheeler, Michael A.; Sebenius, James K.; Aaron, Marjorie C Publication Date: 03/04/2008 Revision Date: 03/11/2009 Product Type: Note Publisher: Harvard Business School HBS Number: 908040 Subjects: Negotiations; Alternative dispute resolution; Arbitration; Business law Academic Discipline: Negotiations Supplementary Materials: Video Supplement, (910702), 36p, by Michael A. Wheeler,James K. Sebenius Product Description: Six different business disputes, all in the shadow of pending litigation, are described. Students are asked to recommend the appropriate method of dispute resolution (mediation, arbitration, mini-trial, etc.) for each one, depending on the circumstances, especially to assess likely barriers to unassisted negotiation.
Case Author(s): Wheeler, Michael A.; Sebenius, James K.; Aaron, Marjorie C Publication Date: 03/04/2008 Revision Date: 03/11/2009 Product Type: Note Publisher: Harvard Business School HBS Number: 908040 Subjects: Negotiations; Alternative dispute resolution; Arbitration; Business law Academic Discipline: Negotiations Supplementary Materials: Video Supplement, (910702), 36p, by Michael A. Wheeler,James K. Sebenius Product Description: Six different business disputes, all in the shadow of pending litigation, are described. Students are asked to recommend the appropriate method of dispute resolution (mediation, arbitration, mini-trial, etc.) for each one, depending on the circumstances, especially to assess likely barriers to unassisted negotiation.
Case Author(s): Manty, Tracy Yuen; Kirby, William C.; McFarlan, F. Warren Publication Date: 01/27/2009 Revision Date: 03/11/2009 Product Type: Case (Field) HBS Number: 9-309-060 Geographic Setting: China Industry Setting: Gaming industry Number of Employees: 40 Event Year Start: 2007 Event Year End: 2009 Subjects: Entrepreneurship; Internet; Start-ups; Venture capital Academic Discipline: Entrepreneurship Product Description: Now into their third year at the helm of an internet start-up in China, Ken Pao & Bill Li were managing a totally different company (with a new name) from the one they first founded in 2006. Having changed their business model from a social networking site to an online gaming business came with new challenges. They hired almost an entirely new staff, cultivated new partnerships, and most urgently sought new funding. However, with three years of experience, they were no longer a “start-up” and now faced the ramifications of mid-life. What would it take to remain a viable competitor in China in a new industry? May be used with: (307075) The Challenges of Launching a Start-Up in China: Dorm99.com.
A Short History of Money and Monetary Policy in the United States Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2850BC Geographic Setting: Global Subjects: Business history; Financial management; Foreign exchange; Investment management; Investments; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter provides a brief historical survey of U.S. monetary policy, tracing management of the nation’s money supply from the dawn of the republic to the present. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
A Short History of Money and Monetary Policy in the United States Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2850BC Geographic Setting: Global Subjects: Business history; Financial management; Foreign exchange; Investment management; Investments; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter provides a brief historical survey of U.S. monetary policy, tracing management of the nation’s money supply from the dawn of the republic to the present. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Expectations: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2849BC Geographic Setting: Global Subjects: Executives; Foreign exchange; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: Expectations about the future play a pivotal role in every market economy, influencing nearly every economic transaction and decision. This chapter focuses on this foundational concept in macroeconomics. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Expectations: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2849BC Geographic Setting: Global Subjects: Executives; Foreign exchange; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: Expectations about the future play a pivotal role in every market economy, influencing nearly every economic transaction and decision. This chapter focuses on this foundational concept in macroeconomics. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Money: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2848BC Geographic Setting: Global Subjects: Executives; Foreign exchange; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter provides a compact introduction to one of the fundamental pillars of macroeconomics — money — and how it affects the marketplace. May be used with: (2847BC) Output: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Money: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2848BC Geographic Setting: Global Subjects: Executives; Foreign exchange; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter provides a compact introduction to one of the fundamental pillars of macroeconomics — money — and how it affects the marketplace. May be used with: (2847BC) Output: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Output: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2847BC Geographic Setting: Global Subjects: Executives; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: The notion of national output lies at the heart of macroeconomics. This chapter covers this fundamental principle. May be used with: (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Output: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2847BC Geographic Setting: Global Subjects: Executives; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: The notion of national output lies at the heart of macroeconomics. This chapter covers this fundamental principle. May be used with: (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Putting the Pieces Together Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2856BC Geographic Setting: Global Subjects: Foreign exchange; International finance; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter briefly reviews the three pillars of macroeconomics — output, money, and expectations — and the key relationships between them. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates.
Putting the Pieces Together Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2856BC Geographic Setting: Global Subjects: Foreign exchange; International finance; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter briefly reviews the three pillars of macroeconomics — output, money, and expectations — and the key relationships between them. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates.
Reading a Balance of Payments Statement Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2854BC Geographic Setting: Global Subjects: Accounting; Balance sheets; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: Knowledge of how to read a balance of payments statement is essential for assessing a country and the performance of its economy. This chapter presents a brief introduction to BOP accounting and considers the best strategies for reading and interpreting a BOP statement. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Reading a Balance of Payments Statement Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2854BC Geographic Setting: Global Subjects: Accounting; Balance sheets; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: Knowledge of how to read a balance of payments statement is essential for assessing a country and the performance of its economy. This chapter presents a brief introduction to BOP accounting and considers the best strategies for reading and interpreting a BOP statement. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
The Fundamentals of GDP Accounting Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2851BC Geographic Setting: Global Subjects: Accounting; Foreign exchange; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: Knowledge of how to read a GDP account is essential for assessing a country and the performance of its economy. This chapter provides a brief primer on GDP accounting. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
The Fundamentals of GDP Accounting Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2851BC Geographic Setting: Global Subjects: Accounting; Foreign exchange; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: Knowledge of how to read a GDP account is essential for assessing a country and the performance of its economy. This chapter provides a brief primer on GDP accounting. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Understanding Exchange Rates Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2855BC Geographic Setting: Global Subjects: Foreign exchange; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: For anyone engaged in cross-border transactions, grappling with exchange rates is a necessary fact of life. This chapter surveys the topic of exchange rates, focusing on factors that are thought to drive currencies to appreciate or depreciate. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Understanding Exchange Rates Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2855BC Geographic Setting: Global Subjects: Foreign exchange; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: For anyone engaged in cross-border transactions, grappling with exchange rates is a necessary fact of life. This chapter surveys the topic of exchange rates, focusing on factors that are thought to drive currencies to appreciate or depreciate. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Case Author(s): Michael Herriman; Motohiro Wanikawa; Ryoko Ichinose; Shobhana Darak; Yumana Chaivan Publication Date: 11/28/2008 Product Type: Case (Library) Teaching Note: 8B08A16 Ivey ID: 9B08A016 Geographic Setting: United States Industry Setting: Eating and Drinking Places Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Management Decisions; Market Strategy; Licensing; Operations Management; Expansion Major Disciplines: International; Marketing Product Description: After 20 years of rapid expansion, the last six months of 2007 saw Starbucks jolted by a decline in share price of 50 per cent and a decrease in customer visits. Its share price was hovering around $19 to $20. By mid-2008, it had declined to $18. Its fiscal first-quarter profit in 2007 rose by less than two per cent, and in January 2008, it announced the closing of 100 U.S. stores. In July, the number was increased to 600. The case was written to encourage classroom discussion and research into the company policy and marketing practices in order to discover the means for a possible turnaround of the company.
Case Author(s): Steven Lance Popejoy Source: Annual Advances — 2005 Subjects: Human resources; Legal; Ethics Description: This is a case that concerns problems faced by Rob Peterson, Chief Operating Officer for the accounting firm of Hale, Price and Lancaster (HPL). On a day when human resource issues seemed to be dominating his time, Peterson had to deal with two potentially explosive issues that could have created legal liability exposure for his firm. In the first incident, he was faced with terminating an underperforming employee who could contest the decision by claiming discriminatory treatment based on any one, or all, of three areas: disability, gender, and age. The second incident resulted from a promising college recruit who, in an office interview with Peterson, told him that she had leukemia. Among other issues to be considered was the fact that by including her on the firm’s health insurance plan, HPL may have to be forced ultimately to drop health coverage for all of its employees. The case is designed to generate discussion on 1) how to handle various discrimination issues that often arise during the employment process, particularly those focusing on disability, gender, and age, and 2) how to deal with ethical issues that sometimes accompany legal problems. Additionally, the case will show students that critical incidents do not necessarily occur one at a time but may create simultaneous problems that must be dealt with immediately. It is appropriate for undergraduate courses in human resource management and business law, as well as master‘s level courses dealing with HRM, employment law, and business ethics issues.
Case Author(s): Collins, Elizabeth L. Publication Date: 04/11/2008 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 2177 Geographic Setting: United States Subjects: Organizational behavior; Leadership; Personal strategy & style; Human resources management; Career advancement; Product management; 360-degree feedback; Relationship management; Managing difficult interactions; Top performers Academic Discipline: General management Supplementary Materials: Case Teaching Note, (2180), 7p, by Elizabeth L. Collins,Larry E. Greiner Product Description: Alex Sander is a new product manager whose drive and talents are attractive to management, but whose intolerant style has alienated employees. This tension is presented against the backdrop of a 360 performance review process. Sander works in the Toiletries Division of Landon Care Products, which has recently been acquired by a European beauty company. Sander is leading the launch of a European skin care product into the U.S. market, which requires working with a multinational product development team. Sander’s interactions with peers and direct reports in the case paint a picture of a tough, inflexible high achiever who uses temper as a management tool. At the end of the day, Sander‘s supervisor Sam Glass will provide Sander with 360 performance feedback-the first time this process has been used at Landon. Sander remains skeptical about the value of the process and feedback, and of a long-term fit with the organization. On the other hand, Glass has a very high personal interest in keeping Sander at the company, but wonders how the organization can best develop and manage this star performer.
Case Zhou, D; Chen, J Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 506-237-1 Language: English Category: Marketing Data source: Published sources Product Year: 2006 Geo location: China Industry: Computer, PC (personal computer) industry Size: Large Timing: 2005 Topics: Dell; China; PC (personal computer) industry; Direct sales model Abstract: Dell entered China in 1995 and it relied primarily on distributors for the following three years. Dell established the China Customer Service Center in 1998 and started to bring the direct sales model to China. The unique business model had enabled Dell to successfully penetrate the highly competitive PC (personal computer) market in China. After four years of market testing, Dell had entered into a fast-growing era. From 2002 to 2004, Dell had maintained an annual sales growth rate of over 55%. Its overall ranking of market share increased from 6th largest in 2001 to 3rd largest in 2004. However, 2005 was an uneven year for Dell, and many complaints were heard regarding Dell’s after-sales service and product quality. Many media reports were questioning the viability of Dell‘s business model in China. Some of the top management in Dell China had left the company. The case presents the business adventure of Dell China from 1995 to 2005.
Case Patel, T — Groupe ESC Rennes Distributor: ecch (www.ecch.com) Reference: 404-039-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2004 Geo location: France, England, India Industry: Power sector Timing: 2003-2004 Topics: Expatriates; Expatriation; Dual-career couples; Work life balance Abstract: This case study focuses on the issue of work life balance in expatriate dual-career couples. A dual-career couple is a couple whose members both have occupational responsibilities and career issues at stake. The two- income family is nowadays replacing the single income family as the norm. When both members of a couple have career issues at stake, personal lives can become complicated and intertwined with professional lives. As seen in this case, a career opportunity for one member that demands a geographical move can produce a crisis for both the couple and their companies. The following case brings out the issues of work life balance, which becomes all the more important in the case of expatriates. The case study is intended for use by academicians teaching organisational behaviour or international human resource management to bachelor-level business students.
Case Morosini, P — EPFL Ecole Polytechnique Federale de Lausanne Coughlan, S — EPFL Ecole Polytechnique Federale de Lausanne Distributor: ecch (www.ecch.com) Reference: 307-197-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2007 Geo location: UK, Europe, USA Industry: Pharmaceuticals Size: US$7 billion sales Timing: November 1995 to April 2003 Topics: Merger; Acquisition; Integration; Corporate culture; National culture; Managerial trust; Negotiation; Cultural differences; Communications; Centralisation Abstract: This is the second of a two-case series (307-196-1 and 307-197-1). November 1995. In the wake of the merger between Swedish Pharmacia and US-based Upjohn (P&U), a structure was rolled out that was designed to preserve the cultural identity of the main groups involved and to devolve decision making. This was the approach that had been successfully used when Pharmacia had acquired Farmitalia-Carlo Erba (FICE) in 1992. Within the new P&U structure, three regional pharmaceutical product centres (PPCs) were created, each with broad responsibility for: (1) discovery research; (2) product development; (3) strategic marketing; (4) manufacturing; and (5) support and administration. One PPC was located in the US, another in Sweden and the last in Italy. This previously successful approach proved less effective for this transatlantic ’merger of equals‘. Maintaining three separate regional PPCs failed to help create a single corporate culture in P&U. This lack of a common identity compounded the difficulty of co-ordinating across borders in vital areas such as R&D (research and development), manufacturing and logistics. In the two years following the merger, P&U experienced continuous decline in sales and earnings. In 1997, it was undeniable: the merger was failing badly, exceeding cost Source: ecch
Case Ronquillo Horsten, J L Publisher: Tecnologico de Monterrey Distributor: ecch (www.ecch.com) Reference: C28-20-002 Language: Spanish Category: Strategy and General Management Data source: Generalised experience Product Year: 2005 Version Date: 18 December 2006 Geo location: Guadalajara, Jal, Mexico Timing: 2004 Topics: Leadership; Organizational psychology; Family business; Organization and management; Planning and human resources Abstract: A family printing business has a series of conflicts because it was managed, from the beginning, without planning, structural organization, clarity in responsibilities and a lack of follow up in customer service. Eduardo Enriquez, the Director, must make a decision that will permit the transformation of the administration without affecting his relations with the family or staff.
Case Author(s): Andrew Delios Publication Date: 11/6/2006 Product Type: Case (Gen Exp) Ivey ID: 9B06M089 Geographic Setting: United States; China; India; Indonesia; Singapore Industry Setting: Textile Mill Products Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Ethical Issues; International Business; Internationalization; Political Environment Major Disciplines: General Management; International Product Description: This case presents the situation faced by three people in the United States as they exit a restaurant in California. They are discussing whether tipping is a form of private sector corruption, similar to public sector corruption that pervades many countries worldwide. Discussion ensues on what constitutes corruption, and whether private and public sector corruption are required and ethical business practices.
Case Knox, S; Ryals, L Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 501-047-1 Language: English Category: Marketing Data source: Field research Product Year: 2001 Geo location: UK Industry: Telecoms Size: Large Timing: 1998-2001 Topics: CRM (customer relationship management); Customer retention; Telecoms Abstract: Customer Relationship Management (CRM) at Orange has had a major impact on the customer experience. Improved services such as better connectivity and competitive pricing have been augmented with additional services such as customised billing, self-service facilities and new choices such as wireless application protocol (WAP) and videophone. The Orange experience is provided as an example of a company that is strategically advanced in CRM but in the early stages of implementation. It is hoped that the insights drawn from this case study will aid understanding of the difficulties and opportunities CRM presents for a highly successful enterprise operating in a vibrant (and vicious) industry. More specifically, the study aims to: (1) explore the concept of Customer Relationship Management as a strategic vision; (2) demonstrate the application of CRM in combating churn; (3) highlight the role of IT in managing and maximising customer relationships; and (4) raise awareness of the organisational changes that adopting a CRM approach requires. A Simplified Chinese translation is available (C501-047-1).
Case Ryals, L; Knox, S Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: C501-047-1 Language: Simplified Chinese Category: Marketing Data source: Field research Product Year: 2001 Geo location: UK Industry: Telecoms Size: Large Timing: 1998-2001 Topics: CRM (customer relationship management); Customer retention; Telecoms Abstract: This is a Simplified Chinese translation of case ’501-047-1‘. Customer relationship management (CRM) at Orange has had a major impact on the customer experience. Improved services, such as better connectivity and competitive pricing, have been augmented with additional services such as customised billing, self-service facilities and new choices such as wireless application protocol (WAP) and videophone. The Orange experience is provided as an example of a company that is strategically advanced in CRM, but in the early stages of implementation. It is hoped that the insights drawn from this case study will aid understanding of the difficulties and opportunities CRM presents for a highly successful enterprise operating in a vibrant (and vicious) industry. More specifically, the study aims to: (1) explore the concept of customer relationship management as a strategic vision; (2) demonstrate the application of CRM in combating churn; (3) highlight the role of IT in managing and maximising customer relationships; and (4) raise awareness of the organisational changes that adopting a CRM approach requires. This case was previously numbered 'MN501-047-1'.
Case Natarajan, R — T.A. Pai Management Institute Banerjee, P — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 506-082-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: Bangalore, India Industry: FMCG (fast moving consumer goods) Timing: June 2004 Topics: Gujarat Co-operative Milk Marketing Federation (GCMMF); Consumer behaviour; Distribution and promotion; Distribution network; Distribution management; Marketing and sales strategy; FMCG (fast moving consumer goods) industry in India; Amul Chocolates Abstract: The case revolves around developing an effective localised strategy to increase the sales of Amul chocolates in Bangalore. Gujarat Co-operative Milk Marketing Federation (GCMMF) sells its chocolates under its brand name of Amul. Amul Chocolates’ sales were dipping over the last few months, with only a spurt for a few months in between, after the Cadbury‘s worms incident. This was after the recently developed corporate strategy to emphasise chocolate as a major product of GCMMF's portfolio. It attempts to demonstrate how the distribution of products is done in the FMCG (fast moving consumer goods) industry, and how organisation and market specific issues influence the development of an effective marketing and sales strategy. The case tries to develop a scene to compare competitors and benchmark against the market leader in terms of effective distribution to achieve a higher top line. It is structured to enhance the students awareness of the fundamentals of marketing and distribution management. The case can also be used to teach the conceptual framework of localised sales strategy. The inter-relationships of various independent factors, both internal and external, and the influence of the 4 P's of marketing (product, promotion, place, price) on intermediate factors like awaren Source: ecch
Case Leclerc, D; Hundley, M; Robinson, H; Sayno, J; McKibbon, A; Fennell, R Publisher: Reaching Out MBA LGBT Case Collection Distributor: ecch (www.ecch.com) Reference: 408-105-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2006 Geo location: Glendale, AZ Industry: Aerospace Size: 116,000 employees Timing: 2006 Topics: LGBT (lesbian, gay, bisexual and transgender) issues in the workplace; Employee resource groups; Mission statements; EEO (Equal Employment Opportunity) statements; Communications strategy, planning; Strategy; Internal communication; Global issues; Global LGBT issues Abstract: This case examines the challenges Honeywell faces in creating a supportive work environment for, and a cohesive community of, LGBT (lesbian, gay, bisexual and transgender) employees and their families. A global technology and manufacturing company, Honeywell has a presence in 100 countries and employees over 116,000 people worldwide. The firm values diversity and wants to build upon its current Honeywell Pride Employees Network (HPEN), a loosely organised employee group with outlets at several US office locations, to create the Honeywell Global Pride Council (HGPC). The proposed HGPC would link LGBT members and allies in all Honeywell offices worldwide; the organisation would reduce isolation, increase tolerance, and support the company’s commitment to diversity in the workplace. However, such a global network poses a number of challenges. Within US offices, organisers face infrastructural problems, such as inefficient communication systems, and legal issues, such as privacy protection. Outside of the United States, country-specific laws create additional legal and cultural challenges. This case study explores the multitude of challenges facing Honeywell as it works to implement company-wi Source: ecch
Technical note Kettell, B — London Metropolitan University Distributor: ecch (www.ecch.com) Reference: 103-024-6 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2003 Topics: Islamic banking Abstract: This is the last of nine in the Islamic Banking and Finance technical note series (103-016-6 to 103-024-6). This technical note contains a glossary of Islamic banking and finance technical terms.
Technical Note Author(s): Russell, Harry “Mac” Darden ID: UVA-OM-1334 Published: 2/11/2008 Copyright Year: 2007 Subject Area: Operations Management Keywords: Lean manufacturing, Lean implementation Abstract: “Lean” has been defined as the “relentless pursuit of the elimination of waste.” This technical note provides a glossary of terms concerning Lean implementation, including muda, muri, nura, kanban, andon board, SMED, poka-yoke, 5S, gemba, takt time, heijunka, and kaizen.
Technical Note Author(s): Russell, Harry “Mac” Darden ID: UVA-OM-1334 Published: 2/11/2008 Copyright Year: 2007 Subject Area: Operations Management Keywords: Lean manufacturing, Lean implementation Abstract: “Lean” has been defined as the “relentless pursuit of the elimination of waste.” This technical note provides a glossary of terms concerning Lean implementation, including muda, muri, nura, kanban, andon board, SMED, poka-yoke, 5S, gemba, takt time, heijunka, and kaizen.
Case Author(s): Horniman, Alexander; Freides, Drew Publication Date: 02/05/2001 Product Type: Case (Field) HBS Number: UV0965 Industry Setting: Arts, entertainment & sports; Professional sports teams & organizations Gross Revenues: > $1 million revenues Event Year Start: 1987 Event Year End: 2000 Subjects: Leadership; Team leadership Academic Discipline: General management Supplementary Materials: Teaching Note, (UV0966), 3p, by Alexander Horniman, Drew Freides Product Description: This case describes the creation and performance of the America’s Cup team and the leadership of Dennis Conner.
Case Author(s): Dimitrios N. Koufopoulos and Evelyn Gullett, U21Global U21 ID: AA-2009-029 Publication Date: 2009 Geographic Setting: United Kingdom, Russia Industry Setting: Oil and gas industry Courses: Managing International Business Subjects: International business, joint ventures, external environment, mergers and acquisitions, oil and gas industry, BP, TNK Description: The assessment invites students to study and critically apply some of the tools, concepts and models discussed in managing international business. More specifically, students are asked to critically identify and apply the cultural dimension models and discuss some of the cultural characteristics of Russia and the United Kingdom. In addition, they are expected to explore the advantages and disadvantages of joint ventures versus mergers and acquisitions (M&A) and recommend actions for top management to ensure the long-term success of such decisions.
Case Jain, S; Gautam, V K; Iyengar, V; Misra, A K; Dhar, U Publisher: Prestige Institute of Management & Research Distributor: ecch (www.ecch.com) Reference: 806-030-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: Central India Industry: Automobile Size: Middle Timing: 2002 Topics: Entrepreneurship; Entrepreneurial skills; Leadership skills; Enterprise; Passion Abstract: The case is about a successful entrepreneur, who came to Bombay as a migrant from Pakistan, and started his career by selling groceries from door to door. He had a brief tenure as a clerk in the railways, but due to his entrepreneurial drive he discontinued with railways and started selling balloons on a commission basis. However, this job also did not last long because his employer wanted him to work on a monthly salary in view of his huge earnings on commission. Soon he started a cycle repair shop and later switched over to trading in automobile a gearboxes. One day while addressing to the complaint of one of the customers, he felt curious to study the mechanics of gearbox and found it quite interesting. Soon he decided to start a manufacturing unit of his own. Being well versed with his entrepreneurial skills, eagerness and boldness, one of his friends helped him in acquiring a piece of land and also provided the initial support. Since then there was no looking back. His enterprise became the first industrial unit to manufacture gears in India. Now it was a conglomerate of eight companies including ancillary units and had a turnover of 300 crores rupee with 350 machines and 2,000 employees.
Case Author(s): Pohl, Jessica; Sinnarajah, Jason; Isabella, Lynn A. Darden ID: UVA-OB-0896 Published: 5/24/2007 Copyright Year: 2007 Subject Area: Organizational Behavior and Human Resources Keywords: Teamwork, conflict, cultural difference, diversity, multicultural teams, personality, personality conflicts, teams, managing teams, problems, problem solving. Abstract: “Hee Soap, Hee Soap,” Timothy Jones sang out in a mocking fashion towards Hee Seop Choi, a fellow learning team member at a noted graduate school of business. Hoping to gain the benefits from a diversity of resources, knowledge, and ideas, MBA students at this school were assigned to learning teams. Each member was specifically chosen with an effort to mix up gender, nationalities, professional backgrounds, and interests. But those advantages may be outweighed by problems stemming from multicultural differences. This case offers a disguised, yet real, team experience that can be used in the classroom to unpack how this richly diverse group had trouble getting along and why their personality clashes intensified. The opportunity to discuss the challenges in light of culture, and the difference between that and problems stemming from personalities will help students reap the benefits intrinsic in multicultural teams.
Case Mabert, V A — Indiana University Marer, P — Indiana University Distributor: ecch (www.ecch.com) Reference: 196-018-1 Language: English Category: Economics, Politics and Business Environment Data source: Field research Product Year: 1996 Geo location: Hungary Industry: Light source factory Topics: Restructuring of subsidiary’s ops; Transitioning from multi-domestic to regional global organisations; Transfer of parent corporations; Culture to subsidiary; Establishment of new reporting regs; Acquisition of large manufacturing subsidiary in a foreign Abstract: In 1989 General Electric Lighting purchased a controlling interest in Tungsram, an old Hungarian and well established light-source firm. This was the first major investment by a Western multinational corporation in Central and Eastern Europe, where market reform measures were being introduced. The case covers many topics concerning the first five years of ownership by GE and its numerous restructuring initiatives to make Tungsram competitive in the global market. Of particular interest is the way corporate culture was employed by GE as a control device. The case highlights some problems as well as opportunities that some foreign investors must consider when making commitments in transition economies. This case was sponsored by the Indiana University CIBER Case Collection.
Case Cohen, A R Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB084 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2000 Version Date: 29 April 2004 Topics: Intergroup conflict; Ethics; Conflict resolution; Organisational behaviour; Group dynamics Abstract: This is a four-part sequential prediction case dealing with inter-group conflict that can be used to improve students’ observational, analytical, and predictive skills. The case provides opportunities to explore the sources of intergroup conflict, causes of escalation, and ways of diffusing and resolving it. This case was previously numbered 404-127-1.
Case Author(s): Sahlman, William A.; Scherlis, Daniel R. Publication Date: 07/24/1987 Revision Date: 07/24/2009 Product Type: Note HBS Number: 288006 Subjects: Entrepreneurial finance; Entrepreneurship; Financial analysis; Leveraged buyouts; Valuation; Venture capital Academic Discipline: Entrepreneurship Product Description: Describes a method for valuing high-risk, long-term investments such as those confronting venture capitalists. The method entails forecasting a future value (e.g., five years from the present) and discounting that terminal value back to the present by applying a high discount rate (e.g., 50%). Provides an explanation of this method, including a detailed discussion of the determinants of the key factors ranging from the discount rate to the terminal value. The pedagogic objective is to make students aware of the issues involved in valuing such “futures” investments. A model is provided that further elucidates the determinants of value.
Case Author(s): Oana Branzei; Kevin McKague Publication Date: 8/30/2007 Revision Date: 1/8/2009 Product Type: Case Ivey ID: 9B07M059 Geographic Setting: Global Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Entrepreneurial Business Growth; Emerging Markets; Energy; Business and Society Major Disciplines: Entrepreneurship; General Management; International Product Description: The founder and executive director of E+Co faces the challenge of ten-fold growth and reviews the core parts of the company’s innovative business model, the changes in the energy markets around the world, and the rationale for local solutions to energy scarcity and inefficiency. Also presented is a set of entrepreneurial growth strategies that preserve the core of the model - i.e., simultaneously tackling energy poverty and energy waste, and bringing people up the energy ladder with locally suitable and affordable solutions. These strategies help consolidate and leverage E+Co‘s 12 years of experience and strong local presence through an innovative combination of complementary wedges.
Case Author(s): Oana Branzei; Kevin McKague Publication Date: 8/30/2007 Revision Date: 1/8/2009 Product Type: Case Ivey ID: 9B07M059 Geographic Setting: Global Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Entrepreneurial Business Growth; Emerging Markets; Energy; Business and Society Major Disciplines: Entrepreneurship; General Management; International Product Description: The founder and executive director of E+Co faces the challenge of ten-fold growth and reviews the core parts of the company’s innovative business model, the changes in the energy markets around the world, and the rationale for local solutions to energy scarcity and inefficiency. Also presented is a set of entrepreneurial growth strategies that preserve the core of the model - i.e., simultaneously tackling energy poverty and energy waste, and bringing people up the energy ladder with locally suitable and affordable solutions. These strategies help consolidate and leverage E+Co‘s 12 years of experience and strong local presence through an innovative combination of complementary wedges.
Article Author(s): Bonabeau, Eric; Bodick, Neil; Armstrong, Robert W. Publication Date: 03/01/2008 Product Type: Harvard Business Review Article HBS Number: R0803G Industry Setting: Pharmaceutical industry Subjects: Process improvement; Product development; R&D; Risk mitigation Academic Discipline: General management Product Description: Companies often treat new-product development as a monolithic process, but it can be more rationally divided into two parts: an early stage that focuses on evaluating prospects and eliminating bad bets, and a late stage that maximizes the remaining candidates’ market potential. Recognizing the value of this approach, Eli Lilly designed and piloted Chorus, an autonomous unit dedicated solely to the early stage. This article demonstrates how segmenting development in this way can speed it up and make it more cost-effective. Two classes of decision-making errors can impede NPD, the authors say. First, managers often ignore evidence challenging their assumptions that projects will succeed. As a result, many projects go forward despite multiple red flags; some even reach the market, only to fail dramatically after their introduction. Second, companies sometimes terminate projects prematurely because people fail to conduct the right experiments to reveal products‘ potential. Most companies promote both kinds of errors by focusing disproportionately on late-stage development; they lack the early, truth-seeking functions that would head such errors off. In segmented NPD, however, the early-stage organization maintains loyalty to the experiment rather than the product, whereas the late-stage organization pursues commercial success. Chorus has significantly improved NPD efficiency and productivity at Lilly. Although the unit absorbs just one-tenth of Lilly's investment in early-stage development, it delivers a substantially greater fraction of the molecules slated f Source: Harvard
Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Ahmed, K — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 307-454-1 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 2007 Geo location: Pakistan Industry: Educational Size: 20 employees Timing: 1998-1999 Topics: Recruitment; Ethics; Professionalism; Jealousy; Academics; Hiring procedures; Unsatisfied; Junior teacher Abstract: This case is about an experienced female teacher, in a country where fresh graduates without any teaching experience are hired all the time. She was hired directly by the Principal, without any consultation with members of the interview committee, on the recommendation of a staff member and her reputation at her previous institution. This case also concerns the professional jealousies that came into play due to this action and the impact they had on her employment when the new administration replaced the original one.
Case Doherty, N Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 300-152-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2000 Geo location: UK Industry: Construction and architecture Size: 68 employees Timing: 1999-2000 Topics: Information technology; New business venture; Evolution of a partnership; The inclusiveness philosophy Abstract: DLG, a medium-sized London-based architectural practice, had an innovative IT strategy. In 1999 they acquired a web enabled document management system which could manage a large amount of technical data and facilitate real time updates on drawings. This enhanced the partnership’s potential to offer a one-stop-shop for clients to access project information. DLG participated in the Construction Best Practice Programme / Tomorrow‘s Company Construction Pathfinder, a programme which involved companies working together to share ideas and techniques in business development. Through this process DLG identified the potential for a new business venture. They explored the skills, knowledge and abilities required to launch an IT-based business and contemplated the industry wide impact of such a management system on accountability, adaptability and transparency within the complex web of construction industry relationships.
Case Kaufmann, L; Reimann, F; Heider, R; Schmitz, S Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 309-052-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Version Date: 1 December 2008 Geo location: USA Industry: Bookselling Size: 125 employees Timing: 2007 Topics: Internet; Market entry; Growth strategy; Books; Web services; Internationalisation; Strategy; Bookseller; Entry strategy; e-Commerce; On-line Abstract: This case study deals with the current problem of e-commerce companies which are beginning to reach saturation points in core markets. Focusing on the facilitation of links between book buyers and booksellers, AbeBooks presents a showcase example of the problem many e-commerce businesses face. After having realised astonishing growth rates for years, the North American home market begins to reach saturation. The example of AbeBooks operating in the used book industry can easily be transferred to other e-commerce industries such as jewellery, travel, tourism and so forth. The story focuses on Hannes Blum, President and CEO of Victoria BC based AbeBooks. Hannes is the Co-founder of Justbooks.de which operated the same business model as AbeBooks and was acquired by AbeBooks in 2001. Although the company demonstrated excellent growth since its foundation, it has become more and more difficult to maintain these rates. In order to generate a sound understanding of both, a typical e-commerce business model and the current challenges of e-commerce enterprises, the case study offers insights into AbeBooks and the on-line book selling industry. The actuality of the topic is underlined by a management meeting AbeBooks held in February 2007. The entire senior management was looking into further opportunities to grow the company: both, t Source: ecch
Case Plamper, H Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 305-328-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: Africa, Ethiopia Industry: Government (national and local) Size: Big Timing: 2002 Topics: Ethiopia; City charter; Governance; Management; Finance; Services of city; Governance u management; Governance u finance; Management u finance; Decentralisation; Democracy; Checks and balances; Responsibility and accountability; Capacity; World Bank and I Abstract: The case discusses the introduction of the city charter in the Municipality of Addis Ababa. The experience considers both the design issues of a city charter and the dynamics of the innovation it can determine. The implications in terms of governance, management and finance are discussed. Different problems in local management are investigated, including the issue of the degree of internal decentralisation that is suitable to the needs of a metropolitan area. Aspects of the national context of Ethiopia are dealt with, so that the case can be discussed also in relation to the management of third world municipalities and not only as a case of co-operation.
Case Kopelman, R — Baruch College, City University of New York Distributor: ecch (www.ecch.com) Reference: 401-006-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2001 Industry: Health care Size: 250 employees Topics: Communication; Human resource management; Organisational behaviour; Health care; Management of service; Bureaucracy; Management Abstract: This is the second of a two-case series (401-005-1 and 401-006-1). A prominent psychiatrist requests an office re-design using the proper work order form (239B) and voluntarily submits a detailed sketch drawn to scale on graph paper. Because the work order is viewed as a high profile assignment, one emanating from the office of the hospital’s Director, all levels of the hierarchy give the work special attention. The job is completed promptly, exactly as requested, and all involved award themselves plaudits for their success. The sequel tells another story, though. Upon returning from his vacation, the prominent psychiatrist is astounded to find that his new office has been laid out exactly backwards. His treatment room is located in front of the reception area. In fact, patients must walk through the treatment room to get to the waiting area with a receptionist, the one room with a window. Furious telephone calls are made from the top of the organization down, trying to identify who is to blame for this fiasco. Ultimately, the maintenance department supervisors who oversaw the work are confronted. When asked about the reverse-oriented layout, the construction supervisors merely pointed to the sketch. They built it exactly as the psychiatrist wanted; they thought it must be ‘a new concept in psychiatry'.
Case Romero Jimenez, J R Publisher: Tecnologico de Monterrey Distributor: ecch (www.ecch.com) Reference: C46-14-001 Language: Spanish Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2006 Version Date: 06.09.2007 Topics: Private international law Abstract: Naomi Martin, a French economist, had the dream of getting married in Paris. She considered it the city of love and the most cultured. She married Miguel Armendariz. The reception was held in the Ritz Hotel and as witness, the famous Eiffel Tower. Five years later, they decided to move to Mexico because the company Miguel worked at offered him work in Tlaxcala, a 40 minute drive away from Mexico City. Everything was going fine, they even got married again under the Mexican law. In this city, they had their second child. After the birth of the third, Naomi decided to end the marriage and asked for a divorce. However, she faced two problems; she wished to stay in Mexico but Mexican law stated that she could be deported if she divorced. Second, she had two marriage certificates and she did not know which one was valid.
Case Author(s): Brian G. Gnauck Source: Annual Advances — 2006 Subjects: Strategy; Policy; Retail; Internet Description: Ideation was an umbrella company that created a full-color, retail gift catalog for retail gift stores that belonged to the Ideation gift catalog system. These catalogs were tailored to individual gift store members and generated an additional $4 in revenue for each catalog. The catalogs contained 180 gift items with an average gross margin of 58 percent. Ideation represented 480 gift stores nationwide as of the fall of 2005. Mr. Tom Ungrodt, the CEO of Ideation, faced some unique challenges in January 2006. In general, the gift store business faced increased competition from big box retailers. The independent gift store business seemed to be in general decline. A new channel of distribution, the Internet, was exploding on the scene. Tom did not want to pass up an opportunity to fully engage this system of buying. Ideation had developed a web site program for its member stores and 76 of the members maintained web sites. Tom also faced the challenge of signing up new members to his Ideation system. He reasoned that at least 1,000 stores nationwide could meet Ideation’s criteria for membership. He knew the decisions he made regarding these issues in the next 3-5 years would be very critical to the success of his business.
Case Zamulin, A L — Graduate School of Management, St. Petersburg State University (GSOM) Distributor: ecch (www.ecch.com) Reference: 408-001-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2008 Geo location: Russia Industry: Hotel management Size: Small business Timing: 2006 Topics: Russia; Leadership; Human resources (HR) policy; Conflict; Corporate culture; Organisational life cycle Abstract: The case deals with a crisis situation that came up when a new director general took up his appointment. Key employees of the company, a hotel and business centre in one, are on the alert. After a while they openly confront him. Now it is a problem of choice for the company’s owner: new director or the old team? What are the reasons for the conflict situation? What actions should be taken by the owner? What strategies could help solve similar problems? The case provides the opportunity to focus students‘ attention on such problems.
Case Author(s): Kate Daellenbach Source: Business Case Journal — 2006 Subjects: Marketing Description: Kirsten Dennis, Marketing and Development Manager of the Royal New Zealand Ballet, has been given the list of repertoire to be performed for the upcoming year. The company has a standard procedure for planning the seasons, and has well-researched and proven marketing strategies. The company has also built a reputation and strong following over time through many classical, full-length works. The repertoire for the upcoming year includes two classical, full-length works that Kirsten anticipates will be relatively easy to market, Madame Butterfly and Coppelia. The repertoire also includes a triple bill program (three shorter, more contemporary ballets in one evening’s performance). Historically, triple bill programs are more difficult to sell and, as Kirsten notes, it is almost a test for the company to see if the audiences will put their trust in the company.
Case Author(s): Davidson, Martin N.; Yemen, Gerry; Magnuson, Erin Darden ID: UVA-OB-0920 Published: 11/12/2007 Copyright Year: 2007 Subject Area: Organizational Behavior and Human Resources Keywords: team dynamics, diversity, integration Abstract: A marketing team, asked to compile a marketing deck in response to an urgent request by the head of a business, has completed the task. Still the team leader is concerned about the dynamics he observed during the meeting of his marketing group team. He has noticed that a recent recruit to the team, an African American, is being ignored when he contributes to the discussion although his ideas are solid ones. The leader is left with some nagging questions: What happened to this recruit in the meeting? Why wasn’t he more integrated into the team? How was he feeling about the meeting? And most important, was there any way to make the collaborative process more effective the next time around?
Case Author(s): Mary M. Crossan; Gerard Seijts; Ken Mark Publication Date: 8/30/2007 Revision Date: 10/23/2007 Product Type: Case Ivey ID: 9B07M053 Geographic Setting: Canada Industry Setting: Bldg. Materials, Hardware, Garden Supply Size: Medium Year of Event: 2002 Level of Difficulty: 5 — MBA/Postgraduate Subjects: Crisis management; Human resources management Major Disciplines: Entrepreneurship; General Management Product Description: In late November 2002, halfway through the vital Christmas selling season, William E. Aziz, hired to turn around White Rose Crafts and Nursery Sales Limited (White Rose), has to decide what to do. White Rose is under Companies’ Creditors Arrangement Act (CCAA) protection, having breached its debt covenants. The company‘s upper and middle management is frustrated that their efforts since 1999 have not turned the firm around. The remaining employees blame the firms' situation on the change in strategy that occurred in 1999. The changes led many of White Rose's original employees to leave. At least partly due to an attempt to compete head-on with new U.S. entrants into the garden and crafts industry, the company endured three straight years of losses. In November 2002, White Rose launched a strategic review of its operations and asked its chief executive officer of three years, Dave Symons, to resign.
Case Author(s): Mary M. Crossan; Gerard Seijts; Ken Mark Publication Date: 8/30/2007 Revision Date: 10/23/2007 Product Type: Case Ivey ID: 9B07M053 Geographic Setting: Canada Industry Setting: Bldg. Materials, Hardware, Garden Supply Size: Medium Year of Event: 2002 Level of Difficulty: 5 — MBA/Postgraduate Subjects: Crisis management; Human resources management Major Disciplines: Entrepreneurship; General Management Product Description: In late November 2002, halfway through the vital Christmas selling season, William E. Aziz, hired to turn around White Rose Crafts and Nursery Sales Limited (White Rose), has to decide what to do. White Rose is under Companies’ Creditors Arrangement Act (CCAA) protection, having breached its debt covenants. The company‘s upper and middle management is frustrated that their efforts since 1999 have not turned the firm around. The remaining employees blame the firms' situation on the change in strategy that occurred in 1999. The changes led many of White Rose's original employees to leave. At least partly due to an attempt to compete head-on with new U.S. entrants into the garden and crafts industry, the company endured three straight years of losses. In November 2002, White Rose launched a strategic review of its operations and asked its chief executive officer of three years, Dave Symons, to resign.
Note Hassan, S Z; Matloob, F Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 03-833-2004-2 Language: English Category: Production and Operations Management Data source: Published sources Product Year: 2004 Geo location: Lahore, Pakistan Industry: NGO (non-governmental organisation) Timing: 2003 Topics: Mortality; Morbidity; Cultural; Counselling; Sexually transmitted diseases Abstract: Pakistan Voluntary Health & Nutrition Association (PAVHNA), a national non-governmental consortium was established in 1979 by Begum Zeba Zubai with funding and technical support from international donor agencies. It was the first organisation to undertake a systematic study for an initial situation analysis and implement an Adolescents Reproductive Health (ARH) pilot project in Pakistan. The main focus of the project was to sensitise the policy makers and key stakeholders on ARH and strengthen the leadership capabilities of the youth. In this project, PAVHNA provided training to youth leaders and conducted a rapid survey on the perceptions of youths / adolescents, parents and teachers on ’Adolescent Sexual and Reproductive Health.‘ A national workshop was also held in the final leg of the project to disseminate the results of the study. The biggest challenge faced by PAVHNA in the third and final year of the project was to seek donor support to sustain and expand its activities after the ending of the current funding in December 2003. Looking towards the future, PAVHNA planned to replicate the programme all over the country.
Note Rana, M A Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 21-002-2007-2 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Published sources Product Year: 2007 Geo location: Lahore, Pakistan Industry: Environment Timing: 2007 Topics: Genetically modified; Intellectual property; Research development; International Food Policy Research Institute Abstract: Biotechnology application in agriculture opens many possibilities for environment friendly production. At the same time, it generates new risks and hazards. It is often argued that on balance it is perhaps less hazardous than our current practices of high-input agriculture. However, our rudimentary understanding of genes and ecological processes makes an environmental assessment of biotechnology extremely difficult. Furthermore, biotech research and development is predominantly in the private sector and under patent protection. Corporate determination of research agenda requires that only those products are developed that enhance profits. Consequently, biotechnology has so far been used to increase farmers’ dependence on agro-chemicals rather than promoting environment friendly practices in agriculture.
Note Warraich, A N Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 20-008-2006-2 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2006 Geo location: Pakistan Industry: Human rights Timing: 2001 Topics: Sociological; Institutional; Development; United declaration of human rights; World Bank; Women empowerment; District management group; Local government order; United Nations Abstract: This note focuses on the relationship between the ongoing devolution process in Pakistan and human rights. It is divided into four sections. Firstly, it looks at the rationale of devolution, which is essentially the empowerment of the people and their elected representatives at the local level, through improved institutional and legal mechanisms, and administrative accountability. In the second part, various political rights conferred by the new local government ordinance and the Police Order are enumerated and an assessment is made of their adequacy to achieve the objectives of devolution. It is argued that the focus of the new institutional framework is somewhat restricted, as it does not encompass all those categories of human rights, which could have been achieved through a process like this. In the third part, an analysis of human rights is done in a sociological, cultural and economic perspective, to ascertain the success or failure of devolution. Elements of tension and discord which underpin the new governance paradigm and the social and political structures in traditional local politics are highlighted, along with their effect on fundamental human rights. Finally, a list of interventions has been developed to improve the processes to achieve the primary goal of devolution: the empowerment of citizens.
Note Zaman, N; Zaman, A Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 17-002-2005-2 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2005 Geo location: Pakistan Industry: Non-governmental organisation, gender Timing: 2005 Topics: Laws governing domestic violence; Causes and effects; Gender perspective Abstract: Violence affects the lives of millions of women worldwide. It cuts across cultural and religious barriers, and impedes the right of women to participate fully in society. As in several other parts of the world, extreme domestic violence prevails in Pakistan. However, Pakistan’s laws governing domestic violence still remain undefined or unimplemented and so, violence continues undeterred. This note looks at the issue of domestic violence against women in Pakistan in the context of a gender perspective. The roles of women and men are generally defined by cultural, class and legal factors. These differences between men and women in a household, community or society as a whole vary according to the area and target group considered.
Note Ali, A S Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 21-005-2007-2 Language: English Category: Ethics and Social Responsibility Data source: Published sources Product Year: 2007 Geo location: Kasur and Mainwali, Pakistan Industry: Non-governmental organisation (NGO), health care Timing: 2000 Topics: Fluorosis; Cryolite; Children’s hospital; Sonotherapy Abstract: Fluorosis is a crippling bone disease in children, which results from prolonged intake of drinking water with high fluoride concentration. This disease is endemic in many parts of the world. In Pakistan, subsequent to news in the media, two villages in a suburb of Lahore were surveyed and children complaining of muscle or bone pains and deformities were evaluated. A total of 174 children with bone deformities were identified. Alkaline phosphatase was high in all the children while hypocalcaemia was observed in malnourished children only. The fluoride content of water in different sources of the village was as high as 29 parts per million. Mild to moderate cases were treated by physiotherapy and splints, while severe cases underwent surgery. With the help of the provincial health department, a safe water supply from a 500 foot deep subsoil source was initiated by installing a tube well. Water supply from deeper subsoil source in the endemic areas can prevent this crippling disease. A follow up two years later revealed improvement in the clinical effects of the patients, as well as absence of new cases in the area. More studies and surveys are required in at-risk areas to determine fluoride levels of drinking water.
Note Rana, A I; Mohammad, H Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 03-828-2004-2 Language: English Category: Production and Operations Management Data source: Published sources Product Year: 2004 Geo location: Lahore, Pakistan Industry: Operations management Timing: 2000 Topics: Repatriation of Afghan refugees; Humanitarian; Europe / North America / South Asia; United Nations High Commissioner for Refugees; Aga Khan Development Network Abstract: Focus Humanitarian Assistance (FHA), an international group of agencies was established in Europe, North America and South Asia for emergency relief, principally in the developing world. It helped people in need to reduce their dependence on humanitarian aid and to facilitate their transition to sustainable, self-reliant, long-term development. FHA was affiliated with the Aga Khan Development Network (AKDN), a group of institutions working to improve opportunities and living conditions for people of all faiths and origins, in specific regions of the developing world.
In October 2000 the United Nations High Commissioner for Refugees announced that the Afghan Border had been reopened for repatriation of Afghan refugees in Pakistan. Dr Behroze Ross Sharif, one of the founders of Focus Humanitarian Assistance (FHA) in Washington, accompanied by Dr Fariyal Ross Sharif came to Pakistan to work on the repatriation project for AKDN. This case discusses how AKDN facilitated the repatriation process with specific reference to Afghan refugees in Pakistan.
Note Mohmand, S K; Hassan, A Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 17-001-2005-2 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2005 Geo location: Pakistan Industry: NGO (non-governmental organisation), gender, governance Timing: 2000 Topics: Devolution Power Plan; Grassroots level; Reservation of seats; Decentralisation; Empowering women and marginalised; groups; Quota system; Women’s political capacity; Impact of reservation; Local Government Ordinance Abstract: In March 2000, the military regime of General Pervez Musharraf launched its Devolution of Power Plan in Pakistan. A distinctive feature of the three-tiered local government structure was the reservation of 33 percent seats for women in local councils. The effects of decentralisation have been considered especially empowering for women and the poor. The debate on decentralisation and seat reservation in relation to politically empowering women necessitates a review in Pakistan‘s particular socio-political context - an attempt this note undertakes. This note revisits the relationship between decentralisation, quota systems and women's political capacity. The objectives of this project are twofold, firstly, to use fieldwork to quantitatively and qualitatively enrich the existing literature on these issues with Pakistan's particular experience. Secondly, to use the collected data and international experience with quotas and decentralisation to indicate possible recommendations for gender-progressive local government reforms in the country.
Note Cheema, M Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 10-001-2005-2 Language: English Category: Miscellaneous Data source: Published sources Product Year: 2005 Geo location: Pakistan Industry: Law Timing: 1977-1997 Topics: Hudood Ordinance; Islamisation; The Control of Narcotics Substance Act; Qisas and Diyat Ordinance; Qanpoon e Shahadat Order; Honour killings Abstract: Discrimination against women in the criminal justice system of Pakistan has been an issue of considerable significance for some time. In discussions concerning gender discrimination in Pakistan, it is sometimes assumed that the country’s predominantly male judiciary, trial as well as appellate, is a party to this discrimination and as such is part of the problem rather than an independent arbiter of gender-susceptible issues. However, to date hardly any comprehensive study of the judgments of the courts in Pakistan has been conducted to establish the existence of judicial bias against women. To that end, this paper represents an attempt to analyse the approach of the superior courts of Pakistan, namely the High Courts and the Supreme Court, towards gender-sensitive issues through the study of their jurisprudence related to a facially gender-neutral criminal statute: the Control of Narcotic Substances Act, 1997. An increasing number of women are being prosecuted and convicted under the anti-narcotics laws of Pakistan and appellate court decisions in anti-narcotics cases are liable to reveal the attitudes of these courts towards the women accused of such crimes. Part (1) of the paper will outline the anti-narcotics laws of Pakistan. Part (2) will identify possible gender-related problems that may arise in the course of the application and interpretation of these ostensibly neutral rules. Part (3) of the paper will provide a revie Source: ecch
Note Sipra, N; Batool, F Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 21-006-2007-2 Language: English Category: Ethics and Social Responsibility Data source: Published sources Product Year: 2007 Geo location: Lahore, Pakistan Industry: Health care Timing: 2005-2010 Topics: Medium term development framework; Public sector health care network; Ayurvedic; Antibiotics; Hamdard University Karachi; Child mortality; Malaria Abstract: Good health and the socio-economic development of a country are correlated as health impacts strongly on the productivity and incomes of households. Mounting health problems lead to an increase in poverty indices and have far reaching repercussions. The health care system in Pakistan is an amalgamation of the public and private sector, with each sector playing a critical role towards overcoming inadequacies indicated in the Medium Term Development Framework 2005-10. This note brings to light the salient features of health care systems in Pakistan. It discusses the current health care delivery mechanisms in the public and private sector and the progress of Pakistan towards the achievement of the Millennium Development Goals. A comparison of Pakistan’s expenditure on health with regard to other countries reveals the country‘s standing amongst the developed and developing world.
Note Shah, S A Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 10-004-2006-2 Language: English Category: Miscellaneous Data source: Published sources Product Year: 2006 Geo location: Pakistan Industry: Law Timing: 2006 Topics: Developed nations; Welfare of children; Fundamental; Islamic Federal Shariat Court; Constitutional, legislative, administrative prison rules Abstract: This note highlights the relevant laws that relate to imprisoned pregnant women, mothers and suckling children in jail. After an analysis of laws and court judgments inclusive of those rendered by the Islamic Federal Shariat Courts, it will be determined whether any special accommodations are mandated for the affected women and their children. Some queries that will be addressed are as follows: (1) whether there is mitigation or suspension of jail sentencing of the affected women, and is bail readily available for such women? (2) what is the nature of medical / essential facilities provided to the imprisoned women and their children? and (3) the legal provisions, if any, that ensure the practice of these facilities. The note essentially determines to what extent the law provides for the welfare of children in prison, and whether this welfare is in any sense determinative for courts when adjudicating on cases relating to continued incarceration of women under criminal and Hudood Laws.
Note Javed, T Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 21-001-2007-2 Language: English Category: Ethics and Social Responsibility Data source: Published sources Product Year: 2007 Geo location: Pakistan Industry: NGO (non-governmental organisations), environment Timing: 1991-2005 Topics: IPM (Integrated Pest Management); Sarkand; Khairpur; Crop management; NGO (non-governmental organisations); Soan Valley; Fertiliser management Abstract: Integrated Pest Management (IPM) is accepted world-wide as the best way to protect crops with reduced pesticide use. In simple terms, IPM can be defined as a procedure to manage pest populations by integrating control methods such as natural enemies, pesticides and cultural practices. The purpose of IPM is not eradication or removal of the pest, but management of pest populations so that economic damage and harmful environmental side-effects are minimised.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/28/2001 Product Type: Note HBS Number: UV0928 Subjects: Communication; Communication strategy Academic Discipline: General management Product Description: This note is an introduction to the first-year course Management Communication: Module Four. See also “A Note on Management Communication: Module One” (UV0925), “A Note on Management Communication: Module Two” (UV0926), and “A Note on Management Communication: Module Three” (UV0927). May be used with: (UV0925) A Note on Management Communication: Module One; (UV0926) A Note on Management Communication: Module Two; (UV0927) A Note on Management Communication: Module Three.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/28/2001 Product Type: Note HBS Number: UV0925 Subjects: Communication; Communication strategy Academic Discipline: General management Product Description: This note is an introduction to the first-year course Management Communication Module One. See also “A Note on Management Communication Module Two” (UV0926). May be used with: (UV0926) A Note on Management Communication: Module Two; (UV0927) A Note on Management Communication: Module Three; (UV0928) A Note on Management Communication: Module Four.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/28/2001 Product Type: Note HBS Number: UV0927 Subjects: Communication; Communication strategy Academic Discipline: General management Product Description: This note is an introduction to the first-year course Management Communication: Module Three. See also “A Note on Management Communication: Module One” (UV0925), “A Note on Management Communication: Module Two” (UV0926), and “A Note on Management Communication: Module Four” (UV0928). May be used with: (UV0925) A Note on Management Communication: Module One; (UV0926) A Note on Management Communication: Module Two; (UV0928) A Note on Management Communication: Module Four.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/28/2001 Product Type: Note HBS Number: UV0926 Subjects: Communication; Communication strategy Academic Discipline: General management Product Description: This note is an introduction to the first-year course Management Communication: Module Two. See also “A Note on Management Communication: Module One” (UV0925). May be used with: (UV0925) A Note on Management Communication: Module One; (UV0927) A Note on Management Communication: Module Three; (UV0928) A Note on Management Communication: Module Four.
Note Rana, A I; Ali, Z Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 03-831-2004-2 Language: English Category: Production and Operations Management Data source: Published sources Product Year: 2004 Geo location: Hunza, Pakistan Industry: Non-governmental organisation (NGO) Timing: 1970-2003 Topics: Social mobiliser; Lady health visitor Abstract: The report by a group of lady health visitors from Karachi, who visited the northern areas of Pakistan, provided the background for operating a services agency in the health sector of Aga Khan health services. The patient welfare organisation, Hunza was set up in the early nineties to provide health facilities to the deprived and poor people of the region. The initial response of the people was very poor, and the resources and facilities at the centres were not utilised by the villagers. The managing director, therefore, called a meeting of the heads of all the departments to discuss the issue of service delivery to the target audience. A new strategy was adopted for service delivery which consisted of providing food items as an incentive. This note assesses the viability of the new strategy in the long run.
Note Sumbal, A K Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 20-010-2006-2 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2006 Geo location: Punjab, Pakistan Industry: NGO (non-governmental organisation), health Timing: 2006 Topics: Social indicators; Health; District; Basic health units; Poverty; Micro level; Pro-poor; Community Abstract: Good health is a prerequisite for social and economic development. Poor health contributes to declines in per capita incomes and productivity, ultimately undermining efforts to reduce poverty. The economic, social and cultural costs of illness are enormous, especially for the poor. It has been known to push people into poverty, and deplete family resources. It could lead to malnourishment, low school enrolment and the long-term impact of illiteracy and ignorance. ’Health is an issue that can strike the poor very hard, causing them to fall deeper into poverty. A more preventative approach rather than just emphasising treatment of illness will be essential to overcome rampant malnutrition among the poor in Pakistan‘ (ADB 2003). While better health improves the situation for households at the micro level, it stimulates and strengthens the economic growth at the macro level. Carefully planned investments in the health sector can improve the condition of the poor, expand human capabilities and opportunities and safeguard livelihoods. Needless to say the economic situation and policies of the government play an important role in addressing issues of poverty and equity in the health sector. Today, there are major disparities in provision of health services to the poor. Poor health is very closely associated with poverty. The poor are the most vulnerable to ill-health and have the least means to combat it. Source: ecch
Note Shah, S A; Cheema, M; Khalid, W Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 20-009-2006-2 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2006 Geo location: Pakistan Industry: Politics, law Size: 393 employees Timing: 2002 Topics: Police; Organisation; Bureaucracy; District police officer; Islamabad; National Police Management Board Abstract: Along with the local government reforms introduced in Pakistan in 2001 came the much awaited Police Order 2002, which came into force on 14 August 2002. This order was part of the seven point reform agenda of General Pervez Musharraf to address the institutional crisis in Pakistan. Commissions and committees have been set up since the creation of Pakistan to recommend changes in the police laws. The common theme in their recommendations aimed at bringing about structural changes in the existing police set up, and to transform it from a police force to a police service. Finally, the Police Order was promulgated with the stated aim to ’redefine police role, its duties and responsibilities‘ and to 'reconstruct the police for efficient prevention and detection of crime and maintenance of public order'. Among its major opponents were the bureaucracy, and the political elements that later formed the national and provincial governments following the October 2002 elections.
Note Cheema, M Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 10-002-2005-2 Language: English Category: Miscellaneous Data source: Published sources Product Year: 2005 Geo location: Pakistan Industry: Law Timing: 1977-1979 Topics: Fiqh; Shariat; Hadd; Zina-bil-jabr Abstract: Pakistan’s controversial Hudood laws were promulgated by the military regime of General Zia ul Haq. Grafted upon the country‘s Common Law system, a remnant of British colonial rule, these laws sought to criminalise adultery, fornication and the consumption of alcohol, as well as to bring into conformity with Islamic injunctions the laws relating to certain offences against property. Along with the promulgation of Hudood laws, the military regime introduced a parallel system of 'Islamic' judiciary consisting of the Federal Shariat Court and the Shariat Appellate Bench of the Supreme Court. These courts were empowered to review and declare invalid any law found not to be in conformity with Islamic injunctions. The Hudood laws immediately generated vehement protests and criticism from a sector of the society: members of urban 'liberal' human rights and women's rights organisations that subscribe to the notions of the separation of the 'Church and State'. Over the last two decades the debate, which has been limited to say the least, has served mostly to harden the extreme positions.
Industry note Qureshi, Z I; Waheed, U Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 05-704-2004-2 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2004 Geo location: Pakistan Industry: Education Timing: 2004 Topics: Formal / informal; East Asian; Pakistan econometric research; Citizen’s Commission for Human Development; Childcare Foundation; BRAC (Bangladesh Rural Advancement Committee) Abstract: The Zonal Cluster-Model, a sustainable and replicable model for rural primary education represents an example of a Primary Education Network that caters to the objectives of sustainability and reliability. It incorporates some of the best practices of existing models. This model is a non-formal primary education network that envisages low cost education provision in remote areas with an infrastructure owned by the local communities. Monitoring and management occurs through the central non-governmental organisation offices.
Case Author(s): Lerner, Josh; Leamon, Ann Publication Date: 08/13/2007 Revision Date: 07/02/2009 Product Type: Note HBS Number: 208037 Subjects: Developing countries; Emerging markets; Entrepreneurial finance; Finance; Leveraged buyouts; Private equity; Venture capital Academic Discipline: Finance Product Description: Provides the background and high-level situation of private equity in emerging markets as of the end of 2006. May be used with: (801333) CDC Capital Partners.
Note Shah, S A Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 17-005-2005-2 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2005 Industry: NGOs (non-governmental organisations) / gender Timing: 1990-2005 Topics: Employer of educated population; Career progression of women; Developing countries; Typologise NGOs by size Abstract: In the 1990s, with an exponential increase in the number of non-government organisations in the developing world, NGOs (non-governmental organisations) were acclaimed as the new bandwagon of development. Though an extensive body of critical literature is now available which assesses and questions the role of NGOs as the main executors of a developmentalist agenda, little has been written on the institutional and governing structures of these NGOs. These NGOs form a sizeable and growing employer of the educated population in the developing world. Consequently, it is important to analyse them, particularly in terms of the employment and career progression opportunities that they provide for women in developing countries. Given the ideological drive and interest most NGOs have in including women in the development process, as well as positively impacting them through it, it becomes crucial for NGOs to provide a welcoming space for women in which they can work and progress professionally. This paper aims to typologise by size the different organisational structures within the NGO sector and to assess their impact upon female employees. The first part of the paper illustrates large, medium and small NGOs. It then moves on to assess how each structure affects the career progression of women, and the possible synergistic relations between NGO size and career progression. Based on this analysis, the last part of the pa Source: ecch
Case Author(s): Freeman, R. Edward Publication Date: 04/15/1991 Product Type: Note HBS Number: UV0553 Industry Setting: Higher education Subjects: Communication; Management philosophy Academic Discipline: General management Product Description: This note explains the role of books, especially classics, in the business school curriculum. It proposes a method for reading books both actively and critically. It concludes with a brief analysis of the concept of reading as a creative act.
Note Hassanein, M — The American University in Cairo (AUC) Tooma, E — The American University in Cairo (AUC) Distributor: ecch (www.ecch.com) Reference: 106-024-6 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2006 Topics: Annual financial reporting; Free cash flow to firm; Valuation of equity; Value based management Abstract: A corporation’s free cash flow to firm (FCFF) is the amount of cash that a firm can pay to investors after paying for all investments to maintain operations as well as those necessary for growth. There is an increasing interest in FCFF as an indicator of the ability of a company to generate cash and profit, since it is tougher to fake compared to earnings which can often be clouded by accounting gimmicks. Despite its vitality as an indicator of growth, in valuating companies and in forecasting future cash flow, FCFF is not required as part of annual financial statement reporting, which include the statement of cash flow. This note aims to propose a simple technique to incorporate free cash flow reporting as part of the periodical statement of cash flow of companies. It will first start with an overview of financial analysis and annual reporting and then narrows the focus to the statement of cash flow and free cash flow.
Note Zaman, N; Shah, G H Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 17-004-2005-2 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2005 Geo location: Lahore, Pakistan Industry: Non-governmental organisation (NGO), education Timing: 2005 Topics: Perceptions of working women and men; Gender bias; Sexual segregation; Differences in promotion, earnings, training; Interviews Abstract: This note examines the perceptions of working women and men about gender bias against both genders in the work environment, through several in-depth interviews and 155 quantitative surveys of working women and men. Gender discrimination at work can take several forms, including: (1) sex segregation, and gender driven differences in promotion; (2) authority; (3) respect; (4) earnings; and (5) benefits, including training. The results of our study, though the sample is small, indicate that gender discrimination at work may be more than just rhetoric for a number of women in Pakistan. The note also gives recommendations to address gender discrimination at work.
Technical Note Author(s): Kumar, Sameer; Kalla, Arya; Spekman, Robert E. Darden ID: UVA-M-0746 Published: 8/29/2007 Copyright Year: 2006 Subject Area: Marketing Keywords: sales management; sales force design; marketing strategy Abstract: This note describes several approaches one could employ to size a sales force. It addresses the advantages of each approach as well as the weaknesses. The case entitled “Z Associates: Sizing the Sales Force” (UVA-M-0745) provides a real-world example of one company’s attempt to select the correct approach, and includes a supplemental Excel file for students.
Note Author(s): Gregory S. Zaric; Ileana Funez Publication Date: 5/11/2009 Product Type: Note Ivey ID: 9B09E001 Industry Setting: Legal Services Size: Not Applicable Level of Difficulty: 4 - Undergraduate/MBA Subjects: Linear regression; Legal issues; Statistical analysis; Bayes theorem Major Disciplines: International; Management Science and Information Systems Product Description: This note presents an overview of ways in which statistical arguments are used in court cases. Topics covered include linear regression, significance, independence, bias, conditional probability, Baye’s Theorem and inversion of conditional probabilities. In addition to these topics, the note contains a number of true examples where statistical reasoning has been used or misused as part of a legal argument.
Note Khan, J H; Anjum, F Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 03-832-2004-2 Language: English Category: Production and Operations Management Data source: Published sources Product Year: 2004 Geo location: Hazara, Pakistan Industry: NGO (non-governmental organisation) Timing: 1999 Topics: Social mobilisation; Advocacy; Deprivation; NGO (non-governmental organisation) Abstract: Sungi, a non-profit organisation based in Hazara, in the North-West Frontier Province (NWFP) of Pakistan was established in 1989. Sungi grew rapidly under the guidance of its founder, Omar Asghar Khan; by 1999 it had extended its advocacy program to the whole of Pakistan. Sungi soon felt that unless the advocacy was combined with development initiatives, the results would always be misleading and the development would not benefit the people. Therefore it undertook a unique and rare approach of combining advocacy strategy with the strategy of development. Sungi’s mission was ‘To bring about policy and institutional changes by mobilising deprived and marginalised communities, with a view to creating an environment in which the communities at the local level may be able to transform their lives through equitable use of resources'. Sungi's senior staff felt that there was an urgent need for an overall program review because Sungi had reached a size where it had become essential to establish some long-term policies for the security, motivation and retention of staff. They felt that all the programmes, procedures and their impact had to be reviewed critically and the lessons learnt from the exercise implemented.
Note Shah, S A Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 10-006-2006-2 Language: English Category: Miscellaneous Data source: Published sources Product Year: 2006 Geo location: Pakistan Industry: Law Timing: 1955-2004 Topics: UN (United Nations) convention; Juvenile Justice System Ordinance (JISO); Sindh Children Act; Presidential order Abstract: The Federal Juvenile Justice System Ordinance was promulgated in 2000, which interdicted the award of the death penalty to juveniles. Antecedent to the passage of this Ordinance were various laws, which deal with the treatment of minor offenders. The Pakistan Penal Code deals with different treatment of minors for criminal violation at different ages; a Court’s jurisdiction in juvenile cases; the grant of bail to minors for non-bailable offences; and the confinement of youthful offenders in reformatories. In addition, Punjab and Sindh have in place provincial Juvenile Justice Laws. Punjab Youthful Offenders Ordinance was promulgated in 1983, but the Ordinance remained inoperative until 1994. On 11 November 1998, the Lahore High Court designated all Sessions Courts Judges in the province as Juvenile Courts Judges. Under the Juvenile Justice System Ordinance 2000, any individual under the age of 18 years was defined as a child. However, it was not until the promulgation by the President of Pakistan of the Juvenile Justice System Ordinance 2002, that capital punishment to juveniles was abolished. However, on 6 December 2004, the Lahore High Court in the case of Farooq Ahmed v Federation of Pakistan declared that the Juvenile Justice System Ordinance 2002 was void, as it was inconsistent with the provisions of the Constitution guaranteeing the right to life and equal treatment before the Law. The Court held that capital punishment could be awarded to an individua Source: ecch
Background note O’Higgins, E — University College Dublin (UCD) Duggan, S — University College Dublin (UCD) Distributor: ecch (www.ecch.com) Reference: 301-025-5 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2001 Geo location: Global Industry: Luxury goods Size: Large Timing: 2000 Topics: Industry analysis; Luxury goods industry; Competitive analysis; Scenario and risk analysis; Gucci, LVMH, Richemont Abstract: The objective of the note is to provide the basis for an analysis of an industry. The note reviews one of the strongest performing consumer sectors, the global luxury goods industry in 2000. It presents an economic backdrop to the growth in the luxury sector and illustrates the emergence of global luxury conglomerates. The note discusses various trends in the industry and their implications. These trends are: acrimonious and highly expensive takeover battles, vertical integration, the impact of the Internet on luxury distribution, the decisions facing smaller companies as they attempt to compete against the global giants, and the spectre of powerful potential new entrants, eager to participate in the sector‘s rich profit margins. The note can be used separately as the basis of an industry analysis, or as a background to company specific case studies in the luxury sector.
Technical Note Author(s): Venkatesan, Rajkumar Darden ID: UVA-M-0767 Published: 8/25/2008 Copyright Year: 2008 Subject Area: Marketing Keywords: Analytics; Marketing Research; Cluster Analysis; Segmentation; Field Experiments; Regression; Customer Lifetime Value; Direct and Interactive Marketing Abstract: This note provides a detailed description of a second-year elective called Marketing Analytics at Darden. The course exposes students to marketing strategy that is empowered by data analytics. The three modules in the course include product analytics, customer analytics, and measuring return on marketing. Specific attention is provided throughout the course to familiarize students with using large marketing databases for obtaining insights that will help marketing decisions.
Note Rana, M A Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 20-003-2006-2 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2006 Geo location: Pakistan Industry: NGO (non-governmental organisation) sector Timing: 2006 Topics: Ganga Ram Hospital; NPOs (non-profit organisations); Sir Syed Ahmed Khan; Private sector; The Social Welfare Agencies; Community Organisations (COs); Private Voluntary Organisations (PVOs); Karachi; Lahore; Social Policy and Development Centre (SPDC); Johns Hopkins University (USA) Abstract: The non-profit sector in Pakistan has grown considerably in size and scope of work in the recent past. Rooted in a rich tradition of philanthropy and charitable work, the sector comprises more than 100,000 organisations working in diverse spheres of public service, ranging from establishing schools and hospitals to articulating the views of the poor and the marginalised. The sector is also a significant economic force in terms of the resources it commands and the employment it offers. There are four major laws under which a non-profit can register. Each has its strengths and weaknesses. The multiplicity of registration laws creates unnecessary dichotomy in reporting and auditing requirements, besides producing variable governance and financial management structures. The recent reform efforts, from within the sector and from the government, indicate growing maturity and responsibility. Despite the important role the sector plays as a partner in social development, it continues to struggle with issues of legitimacy, governance, transparency and accountability.
Case Author(s): Joachimsthaler, Erich; Helmstein, Martin; Leppanen, Rolf Publication Date: 03/01/1993 Product Type: Note Publisher: IESE University of Navarra HBS Number: IES082 Subjects: Alliances; Decentralization; Globalization; Multinational corporations; Organization Academic Discipline: Marketing Product Description: As a result of recent changes in the global socio-economic environment and technological advances, managers of many large firms see an opportunity for increased integration and coordination of their businesses. This phenomenon is called globalization. The latest theories and ideas relating to the globalization of business are discussed and applied through a comparison of four corporations that operate on a worldwide basis. The comparison looks at how these firms have acted with respect to the development of more capable and well-informed managers operating in organizations which are having to become increasingly dynamic and flexible in response to the changing business environment. The four companies are Asea Brown Boveri (ABB), General Electric (GE) of the United States, Japan’s Hitachi, and Siemens of Germany.
Note Shah, S A Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 10-003-2005-2 Language: English Category: Miscellaneous Data source: Published sources Product Year: 2005 Geo location: Pakistan Industry: Law Timing: 1980-2005 Topics: Diyat; Qisas; Pakistan penal code; Islamisation; Hudood Ordinance; Stoning to death; Adultery / zina Abstract: Since the inception of Pakistan in August 1947, the principle of mitigation in common law has often been manipulated to promote honour killings, but with the Islamisation of the laws in Pakistan, commencing in the 1980s and still subsisting, Islamic law has also been utilised to perpetuate honour killings. This paper examines various laws and their impact on honour killing in Pakistan.
Technical note Henderson, J; Carey, P; Cerfolio, L; Poole, J Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB077 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2002 Version Date: 14 April 2004 Geo location: Global, USA Industry: Telematics Timing: 1999 Topics: Scenario planning; Telematics; Automobile industry; Industry analysis; Strategy; New technology; Value chain; Telecommunications; Industry visioning Abstract: This note provides an overview of the telematics industry in 2002. It may be used with to stimulate a discussion on the industry, as a vehicle for industry analysis, or as an adjunct to other cases about companies within the telematics industry. Would cars in the future be part of an integral information portal in a wireless world? The technology that would enable this revolution was called telematics, which was defined as ’mobile services delivered wirelessly to in-vehicle devices‘. Was the next step into full-scale wireless services obtainable or desirable? Certainly the financial potential for telematics was creating excitement amongst automakers that competed in an industry plagued by steep competition and razor thin margins. If the automakers could successfully capture some of the financial value expected from the nascent telematics market, their profit margins would improve. However, telematics was also creating anxiety in Detroit, as auto manufacturers would be leaping into an uncharted world of wireless communications and services, far removed from their core competencies in automobile manufacturing, design and marketing. The automakers still faced a number of unanswered questions regarding this exciting new territory as they were making their decisions on their new product models that were to be launched in two to three years time. This case was previously nu Source: ecch
Note Khan, F A; Zubair, S Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 17-006-2006-2 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2006 Geo location: Lahore, Pakistan Industry: NGOs (non-governmental organisations), gender Timing: 1947-2006 Topics: Events related to partition; Violence; Communal soul searching; Moral and ethical dilemmas; Personal and collective lives Abstract: Since the fiftieth year of the partition of the Indian subcontinent in 1997, there has been a resurgence of popular as well as academic interest in understanding the events related to partition. Partition of a country, like other man-made catastrophes, compels the victims, perpetuators of violence, and the general community to re-examine their actions and roles in the course of events. It demands complex answers that require individual and communal soul searching. This crucial event continues to raise questions regarding the moral and ethical dilemmas of mankind as well as the need for frank and direct examination of issues such as representation, memory, violence, dislocation and time. Time has increased the distance between our own self, our worlds, and the events of the partition of the Indian subcontinent. Many survivors, bystanders, and perpetrators, are no longer alive; memories, archives and private histories comprise the scant information available. The intensified pursuit of memory, in its many possible forms, appears to be the ultimate way of relating to that event whose shadow continues to arouse impassioned emotions in the personal and collective lives of both countries.
Case Sivakumar, A — T.A. Pai Management Institute Kamath, K P — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 507-039-1 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: India Industry: Cashew manufacturing Topics: Jadu Kaju; Cashew nuts; Pricing strategy; Domestic kernel prices; Production of raw nuts; International standards Abstract: This abstract is currently unavailable.
Case Cohen, A R; Rothstein, D Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB079 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2000 Version Date: 26 May 2004 Topics: Leadership; Small groups; Change management; Reward sytems; Human resource management; Organisational structure; Safety enforcement Abstract: This is a leadership, small group and change case that can put students in a situation as a manager of a department that operates potentially very dangerous equipment that is used to manufacture and alter highly dangerous gases. The manager is faced with the question of how to deal with the repercussions from an accident caused by one of his best operators that had contaminated the building. He was afraid that the accident had been a result of the operator smoking marijuana on the unsupervised night shift. He has to come to grips with his responsibilities and objectives as a manager, and based on his knowledge and understanding of the situation, takes steps to achieve them. The case may be used in undergraduate, graduate, or executive courses in organisational behaviour or leadership. While short enough for an in-class read, it raises a number of issues that can stimulate extensive discussions. This case was previously numbered 404-098-1.
Case Author(s): Cara Peters, Marilyn Okleshen, Dinesh D’Costa Source: Business Case Journal — 2005 Subjects: E-commerce; Marketing; Business strategy; Entrepreneurship; Dot-com business start-up; Mergers and acquisitions Description: In 1996 Louis Borders, a former bookstore owner, conceived of revolutionizing the grocery industry. Because grocery shopping was time consuming and inconvenient for many people, Borders envisioned an Internet business, Webvan.com, capable of delivering groceries to consumers‘ front doors within thirty minutes of placing an order. Webvan raised substantial venture capital and issued an IPO in November 1999. The firm equipped an automated distribution center in Oakland, California, and began selling grocery products online in April 1999. Borders hired a big name management team to lead the company. This case study addresses the online grocery industry, its primary competitors, and Webvan's strategies for distribution, marketing communication, and a subsequent merger. The company's financial statements, ensuing legal entanglements, and bankruptcy are also presented.
Case Bhat, A P — T.A. Pai Management Institute Jha, V S — T.A. Pai Management Institute Aditya, J — T.A. Pai Management Institute Sudhir, S — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 506-099-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: India Industry: Logistics Topics: Fast Serve Logistics Pvt Ltd (FSL); Third party logistics (3PL); Customers of 3PL; Dealers and vendors; Transporters; Logistics provider; Warehousing; Container freight servicing (CFS); Information technology (IT); Cost benefit analysis; Marketing strateg Abstract: This material hopes to enlighten the reader about the fundamentals of e-commerce, provide an insight into business-to-business (B2B) and business-to-consumer (B2C) commerce models, and the various benefits that a typical business entity that joins the web might gain. An illustrative information flow between the entities in a third party logistics operation is also covered at the end of this material.
Article Author(s): James J. Carroll, Georgian Court University Publication Date: 2005
Description: This article provides perspectives on the academic review process, instructional cases, and suggests guidelines to follow when reviewing cases as part of the referee process. This paper provides an overview of the academic review process and describes the review processes for instructional cases. The processes of the CASE Association are provided as perspectives.
Case Author(s): Childress, Stacey Publication Date: 06/12/2008 Product Type: Case Publisher: Public Education Leadership Project HBS Number: PEL056 Subjects: Continuous improvement; Problem solving; Systems design; Marketing implementation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (PEL058), 9p, by Stacey Childress,Tonika Cheek Clayton; Case Teaching Note, (PEL059), 11p, by Susan Moore Johnson Product Description: This is a PELP case study. This note helps teams work through a problem-solving process that facilitates the design and implementation of a strategy for continuous improvement.
HBR Case Study Author(s): Stone, Daniel B. Publication Date: 03/01/2003 Product Type: Harvard Business Review Article HBS Number: R0303X Subjects: Brand management; Brands; HBR case discussions; Marketing planning; Marketing strategy Academic Discipline: Marketing Product Description: Tom Rose was about to listen to his marketing head, Cassie Martin, make a major presentation on the biggest strategic initiative in Rose Partyware’s history: the launch of a branded line of party ware. Rose had manufactured paper goods for parties and other social events for many years. But Tom had recently spotted an opportunity to break out of the pack: a new printing technology that would improve quality and reduce costs. When Rose test-marketed the new line, consumers loved it, and retailers pledged their support. Tom felt that the new technology would give Rose the edge it needed to establish its own brand, which would, in turn, allow the company to stay ahead of its rivals. In her presentation, Cassie reported that customers loved the brand concept. However, it was going to be more expensive than she had originally thought. And Hank Lewis, Rose‘s national accounts manager, further complicated matters when he told Tom that one of Rose's biggest customers, Party!, had just decided to offer customers a complete line of party goods under its own name and wanted Rose to manufacture it. The management team is split on whether Rose should launch its own line. Tom needs to decide: What's the best marketing strategy for Rose Partyware?
HBR Case Study and Commentary Author(s): Stone, Daniel B.; Weise , Frank E., III; Pant, Micky; Hoch, Stephen J.; Corstjens, Judith; Corstjens, Marcel Publication Date: 03/01/2003 Product Type: Harvard Business Review Article HBS Number: R0303A Subjects: Brand management; Brands; HBR case discussions; Marketing planning; Marketing strategy Academic Discipline: Marketing Product Description: Tom Rose was about to listen to his marketing head, Cassie Martin, make a major presentation on the biggest strategic initiative in Rose Partyware’s history: the launch of a branded line of party ware. Rose had manufactured paper goods for parties and other social events for many years. But Tom had recently spotted an opportunity to break out of the pack: a new printing technology that would improve quality and reduce costs. When Rose test-marketed the new line, consumers loved it, and retailers pledged their support. Tom felt that the new technology would give Rose the edge it needed to establish its own brand, which would, in turn, allow the company to stay ahead of its rivals. In her presentation, Cassie reported that customers loved the brand concept. However, it was going to be more expensive than she had originally thought. And Hank Lewis, Rose‘s national accounts manager, further complicated matters when he told Tom that one of Rose's biggest customers, Party!, had just decided to offer customers a complete line of party goods under its own name and wanted Rose to manufacture it. The management team is split on whether Rose should launch its own line. Tom needs to decide: What's the best marketing strategy for Rose Partyware?
Case Chen, J Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 807-003-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2007 Geo location: China Industry: Medical equipment Size: Middle Timing: 2001-2006 Topics: Medical equipment / apparatus; Heart valve; Surgical stapler; Entrepreneurship; Project selection; Long-term strategy; Project management; China Abstract: This is the first of a two-case series (807-003-1 and 807-004-1). Having served the government for six years, Mr Yang Shaoqiang decided to be a businessman. Mr Yang believed the long-term development of his company was determined by whether he could find a good project with great potential. His initial trial was not successful, and the company lost a lot of money on a health supplement project. It was not long before another opportunity came to him. Two experts from the medical equipment field recommended two projects to Mr Yang. One was the heart valve and the other was the surgical stapler. Every project had some attractiveness and at the same time some deficiency. It was a hard choice for Mr Yang. The case presents an excellent scenario where the student has to make a selection and evaluation of the project based on a number of key factors including: (1) capital need; (2) technology; (3) risk; (4) market demand and potential; and (5) company resources.
Case Chen, J Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 807-004-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2007 Geo location: China Industry: Medical equipment Size: Middle Timing: 2001-2006 Topics: Medical equipment / apparatus; Heart valve; Surgical stapler; Entrepreneurship; Project selection; Long-term strategy; Project management; China Abstract: This is the second of a two-case series (807-003-1 and 807-004-1). Having served the government for six years, Mr Yang Shaoqiang decided to be a businessman. Mr Yang believed the long-term development of his company was determined by whether he could find a good project with great potential. His initial trial was not successful, and the company lost a lot of money on a health supplement project. It was not long before another opportunity came to him. Two experts from the medical equipment field recommended two projects to Mr Yang. One was the heart valve and the other was the surgical stapler. Every project had some attractiveness and at the same time some deficiency. It was a hard choice for Mr Yang. The case presents an excellent scenario where the student have to make a selection and evaluation of the project based on a number of key factors including: (1) capital need; (2) technology; (3) risk; (4) market demand and potential; and (5) company resources.
Case Shirokova, G V — Graduate School of Management, St. Petersburg State University (GSOM) Verkhovskaya, O R — Graduate School of Management, St. Petersburg State University (GSOM) Distributor: ecch (www.ecch.com) Reference: 307-176-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Russia Industry: Fast food Size: Middle-sized Timing: 2001-2005 Topics: Russia; Change management; Fast food; Strategy; Organisation design; Organisational life cycle; Competitive advantage; ’Growing pains‘ Abstract: The case study deals with company management in conditions of intensive development and a fast growing market. The case study gives an overview of the Russian fast food market, describes how Chainaya Lozhka Company was started and provides information about the company's development during the first five years of its existence. Special attention is given to such issues as company management within the company life-cycle theory and to problems that any company has to face at different stages of its life cycle. The case study contains extensive information that can help in working out future strategies for the company's development and can be useful in choosing the type of organisational structure that would meet new business requirements. This case has been featured on the ecch website, //www.ecch.com/about/featured-case-ECCHO-38-1.cfm target=_blank>click to view the article.
Behave with Urgency Every Day: Winning the Hearts and Minds of Change Agents Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4889BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Almost everyone is too busy today. But when you’re going from one meeting to the next, all on different topics, all run inefficiently, attitudes and feelings about urgency drain out through sheer exhaustion. A steadily growing wave of people behaving with real urgency each and every day can help organizations conquer cynicism and negativity.
Behave with Urgency Every Day: Winning the Hearts and Minds of Change Agents Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4889BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Almost everyone is too busy today. But when you’re going from one meeting to the next, all on different topics, all run inefficiently, attitudes and feelings about urgency drain out through sheer exhaustion. A steadily growing wave of people behaving with real urgency each and every day can help organizations conquer cynicism and negativity.
Bring the Outside In: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4888BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization’s sense of urgency, and must be diminished if organizations hope to implement change successfully.
Bring the Outside In: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4888BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization’s sense of urgency, and must be diminished if organizations hope to implement change successfully.
Complacency and False Urgency: Barriers to Successful Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4886BC Subjects: Action planning; Change management; Complacency; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency. This chapter shows you how to spot red flag behavior and help others see the problem.
Complacency and False Urgency: Barriers to Successful Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4886BC Subjects: Action planning; Change management; Complacency; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency. This chapter shows you how to spot red flag behavior and help others see the problem.
Deal with NoNos: Increasing True Urgency and Managing People Who Resist Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4891BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: A NoNo is more than a skeptic — he is, in essence, an urgency killer. He’s always ready with ten reasons why the current situation is fine, why the problems and challenges others see don‘t exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change.
Deal with NoNos: Increasing True Urgency and Managing People Who Resist Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4891BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: A NoNo is more than a skeptic — he is, in essence, an urgency killer. He’s always ready with ten reasons why the current situation is fine, why the problems and challenges others see don‘t exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change.
Find Opportunity in Crises: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4890BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Crises are not necessarily bad and may, under certain conditions, actually be required to succeed in an increasingly changing world. Even people who are solidly content with the status quo will begin to act differently if a fire starts on the floor beneath their feet. With fire spreading around them, everyone moves, the status quo is eliminated, and a new beginning is possible.
Find Opportunity in Crises: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4890BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Crises are not necessarily bad and may, under certain conditions, actually be required to succeed in an increasingly changing world. Even people who are solidly content with the status quo will begin to act differently if a fire starts on the floor beneath their feet. With fire spreading around them, everyone moves, the status quo is eliminated, and a new beginning is possible.
Increasing True Urgency: One Strategy and Four Tactics Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4887BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Underlying the urgent behavior that makes organizations succeed in a turbulent world is not only a set of thoughts — there must also be a set of feelings, a compulsive desire to move, and win, now. This chapter outlines several tactics for increasing urgency and winning the hearts, along with the minds, of those involved in a change effort.
Increasing True Urgency: One Strategy and Four Tactics Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4887BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Underlying the urgent behavior that makes organizations succeed in a turbulent world is not only a set of thoughts — there must also be a set of feelings, a compulsive desire to move, and win, now. This chapter outlines several tactics for increasing urgency and winning the hearts, along with the minds, of those involved in a change effort.
It All Starts with a Sense of Urgency: Laying the Groundwork for Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4831BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Complacency is a serious problem, for organizations, nations, and individuals, yet we underestimate its power and its prevalence. In a fast-moving and changing world, contentment with the status quo can create disaster. This chapter describes why real urgency is an essential asset that must be created and recreated, and discusses the consequences of insufficient urgency.
It All Starts with a Sense of Urgency: Laying the Groundwork for Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4831BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Complacency is a serious problem, for organizations, nations, and individuals, yet we underestimate its power and its prevalence. In a fast-moving and changing world, contentment with the status quo can create disaster. This chapter describes why real urgency is an essential asset that must be created and recreated, and discusses the consequences of insufficient urgency.
Keeping Urgency Up: Creating a Culture that is Conducive to Continuous Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4892BC Subjects: Action planning; Change management; Corporate culture; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: An organization that can sustain a high sense of urgency over time has the potential to become a high-performance machine, where results go from good to great and beyond. But sustaining urgency over time requires that it not only be created, and created well, but that it be re-created again and again, becoming firmly ingrained in an organization’s culture.
Keeping Urgency Up: Creating a Culture that is Conducive to Continuous Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4892BC Subjects: Action planning; Change management; Corporate culture; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: An organization that can sustain a high sense of urgency over time has the potential to become a high-performance machine, where results go from good to great and beyond. But sustaining urgency over time requires that it not only be created, and created well, but that it be re-created again and again, becoming firmly ingrained in an organization’s culture.
The Future: Begin Today—Take Action Now to Increase True Urgency Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4893BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Creating a sense of urgency in your organization will become more relevant in the foreseeable future because of the constant change swirling around us. Not only is the world hitting us with new opportunities and hazards, but it is doing so in many arenas at an accelerating rate. Take action now to increase true urgency around important issues.
The Future: Begin Today—Take Action Now to Increase True Urgency Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4893BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Creating a sense of urgency in your organization will become more relevant in the foreseeable future because of the constant change swirling around us. Not only is the world hitting us with new opportunities and hazards, but it is doing so in many arenas at an accelerating rate. Take action now to increase true urgency around important issues.
Background note Wolfe, J — University of Tulsa Poor, J — International Management Center, Budapest Distributor: ecch (www.ecch.com) Reference: 191-006-5 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 1991 Geo location: Hungary Industry: Entire nation Timing: Past decade Topics: Background information; Balance of payments; Business and society; Business environment; Capital markets; Conditions of employment; Cooperatives; Corporate culture; Currency; Decision theory; Economic analysis; Economic development; Employee attitude; Ent Abstract: Hungary has been at the forefront in implementing a market oriented economy within the former Socialist block. This case provides background information on the nature of the Hungarian economy in early 1990 and can be used to familiarize students with the past decision making environment managers faced in this Socialist country.
Case Saunders, P — Imperial College London Severn, J M — London South Bank University (LSBU) Distributor: ecch (www.ecch.com) Reference: 194-037-1 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 1994 Geo location: London Industry: Newspaper (UK) Size: Large Timing: 1994 Topics: Price wars; Marginal cost; Cost, profit, volume; Break-even; Contribution, price cuts; Strategy Abstract: The case is set in The Guardian Newspaper’s Head Office where the key issue is to decide whether to respond to competitors‘ price cuts with a price cut of their own. The case can be used as an illustration of the strategic elements of price wars or as a detailed analysis of the cost, profit, volume relationships of the UK newspaper industry.
Case Verity, J — Cranfield University Distributor: ecch (www.ecch.com) Reference: 595-044-1 Language: English Category: Marketing Data source: Field research Product Year: 1995 Geo location: UK Industry: Software Size: 550 people in UK, largest software company in world, market capitalisation US$30 billion Timing: 1994 Topics: Organisational culture; Vision/mission; Organisational goals; Management style Abstract: The case summarises a presentation made by the Director of Marketing, Microsoft UK, to an internal training programme at Shell International. The topic addressed is aspects of organisational cultural which contribute to successful marketing at Microsoft UK. The case can be used in conjunction with any other information (press/media/advertising/books) to explore what organisational culture is and what tangible factors of the organisation contribute to culture; debate how facets of culture contribute to the marketing effort; compare/contrast with managers’ experiences of their own organisations.
Case Richards, D — Henley Business School Head, C H — Henley Business School Distributor: ecch (www.ecch.com) Reference: 906-007-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Published sources Product Year: 2006 Geo location: UK, USA Industry: Retail Size: Very large Timing: 1993-2005 Topics: Information management; Control systems; SCM (supply chain management); Operations management; Marketing; Sales; Information systems strategy; Procurement; SRM (supplier relationship management); CRM (customer relationship management) Abstract: This case study and teaching note address the problem of finding class discussion material that will not only develop students’ analytical powers, but provide an opportunity to build synthesis capability. The case compares the success of the chief information officer at retail giant Walmart, with the less successful outcome for her counterpart at Sainsbury‘s in the same timeframe. The case does not hand student answers on a plate, they have to apply analytical thinking ( if necessary guided by some academic frameworks) before they can progress to synthesising their solutions. A comprehensive teaching note provides three suggested questions, and all the supporting material necessary to conduct an interesting class debate for masters level students or ambitious first degree groups.
Case Author(s): Wee Ling Loo Publication Date: 3/31/2009 Product Type: Case (Field) Teaching Note: 8B09C07 Ivey ID: 9B09C007 Geographic Setting: Singapore Industry Setting: Educational Services Size: Not Applicable Year of Event: 2008 Level of Difficulty: 2 - Intro/Undergraduate Subjects: Whistleblower; Plagiarism; Group Behaviour; Ethical Issues Major Disciplines: Human Resource Management Product Description: T.J., an undergraduate at a business school, was upset to find a group mate?s contribution to his group project containing plagiarized and poorly paraphrased content (also without any citation as to source in some instances). T.J. and four others had to work with K.C., the errant group member, on three group projects that together made up 30 per cent of the final mark for the course. In particular, T.J. was upset by the shoddy corrections provided by K.C. when his error was highlighted. T.J. was also appalled at K.C.’s nonchalant attitude towards plagiarism and the group projects, especially after discovering that K.C. had done the same on their first group project. T.J. felt strongly that the matter should be brought up to the course professor but two of his group mates disagreed, fearing that the group harmony would be adversely affected, thus jeopardizing their last group project, which carried significantly higher weight at 20 per cent. The remaining two group mates did not seem to consider the matter a serious one. T.J. wondered what the right thing to do would be. This case was written for use in the introductory class to a business ethics course. However, it has potential for use in lessons on negotiation, conflict resolution and team dynamics. The case is based on an actual occurrence but names have been changed to provide anonymity. The subject of plagiarism and a poorly contributing group member to group assignments is one that resonates de Source: Ivey
Case Author(s): Rodriguez, Peter Publication Date: 08/03/2006 Product Type: Note HBS Number: UV1001 Geographic Setting: Latin America Industry Setting: Venture capital firms Subjects: Angel financing; Economic growth; Emerging markets; Entrepreneurship; Venture capital Academic Discipline: Entrepreneurship Product Description: This technical note discusses the practice of angel investing, particularly its meaning and suitability to emerging markets. Adapted from a chapter in An Executive Briefing on Angel Investing in Latin America (Batten Institute), this note focuses on business in Latin America, but the discussion and the relationships discussed are relevant and perfectly suitable to discussions of early-stage finance and entrepreneurship in all emerging economies. Additionally, the note explores the role of angel investors and venture capitalists on entrepreneurial activity and economic development.
Case Author(s): Rodriguez, Peter L. Darden ID: UVA-BP-0503 Published: 8/3/2006 Copyright Year: 2006 Subject Area: Global Economics Keywords: Angel Investing, Venture Capital, Emerging Markets, entrepreneurshp, Latin America, Economic Growth Abstract: This technical note discusses the practice of angel investing, particularly its meaning and suitability to emerging markets. Adapted from a chapter in An Executive Briefing on Angel Investing in Latin America (Batten Institute), this note focuses on business in Latin America, but the discussion and the relationships discussed are relevant and perfectly suitable to discussions of early-stage finance and entrepreneurship in all emerging economies. Additionally, the note explores the role of angel investors and venture capitalists on entrepreneurial activity and economic development.
Case Author(s): Rodriguez, Peter Publication Date: 07/26/2006 Product Type: Note HBS Number: UV1000 Subjects: Corruption; Ethics; International business Academic Discipline: Social enterprise & ethics Product Description: This note defines and discusses the measurement of corruption, describes corruption’s principal effects on firms and societies, and discusses its relevance to managers and to the efforts of firms to promote higher living standards throughout the world.
Case Author(s): Rodriguez, Peter L. Darden ID: UVA-BP-0502 Published: 7/26/2006 Copyright Year: 2006 Subject Area: Accounting and Control Keywords: Corruption, Development, Ethics, International Business Abstract: This note defines and discusses the measurement of corruption, describes corruption’s principal effects on firms and societies, and discusses its relevance of to managers and to the efforts of firms to promote higher living standards throughout the world.
Technical Note Author(s): Rodriguez, Peter L. Darden ID: UVA-F-1541 Published: 9/24/2008 Copyright Year: 2008 Subject Area: Finance Keywords: macroeconomics money market aggregate demand supply curve Abstract: This technical note introduces the basic structure of the IS\LM and AS\AD models for a closed economy (i.e., one that does not engage in international trade). It is a useful complement for the more in-depth presentation of these models commonly found in an economics textbook.
Technical Note Author(s): Warnock, Francis E. Darden ID: UVA-BP-0528 Published: 8/14/2008 Copyright Year: 2008 Subject Area: Business Policy Keywords: Capital inflows; Net exports; Exchange rate Abstract: This technical note introduces the basic structure of what we call the Three-Paned Model. The model is essentially just an “opening up” of the closed-economy IS/LM Model, with the main pane being the IS/LM Model (modified only slightly to allow for international trade) and two additional panes that determine the amount of capital inflows, net exports, and the exchange rate. This note is not a substitute for the more in-depth presentation of these models found in textbooks, but should be used to complement each textbook’s richer treatment of the theoretical and technical aspects of these models.
Case Author(s): Grenblad, Daniel; Yemen, Gerry Darden ID: UVA-M-0739 Published: 4/7/2006 Copyright Year: 2006 Subject Area: Marketing Keywords: As a manager of a global subsidiary, how skilled should you be in predicting a customer’s behavior? Larry Swartz, country manager at Genua in Sweden AB, an IT services company, and one of his sales people were awaiting a promised fax about a sweet deal he Abstract: As a manager of a local subsidiary, how skilled should you be in understanding a customer‘s behavior? Lars Falk, country manager at Genupay in Sweden AB, an IT software company, and one of his sales people were awaiting a promised fax about a sweet deal he had landed with a Swedish casino company. The timing of this contract could not have been better. The CEO of Genupay Inc., the parent company in London, United Kingdom, was putting the pressure on Falk to address some financial shortcomings. The local company was, so far, a loss-making subsidiary. In the (A) case, Falk senses a problem when the promised contract fails to appear. The (B) case, 24 hours later, reveals that the customer is canceling its purchase. The (C) case reveals that the purchasing contract signatory left the casino company, which has Falk wondering about the potential fallout of taking legal action. This case set is intended to be read and taught in a single 90-minute class. It allows for the application of frameworks on mapping functional and legal roles of actors in the buying decision and the personal selling processes. The main events of the case are actual occurrences; all actors are disguised.
Case Author(s): Grenblad, Daniel; Yemen, Gerry Darden ID: UVA-M-0740 Published: 4/7/2006 Copyright Year: 2006 Subject Area: Marketing Keywords: Mapping roles; Consumer behavior; Consumer marketing; Customer relations; Customer retention; Predictability Abstract: As a manager of a global subsidiary, how skilled should you be in predicting a customer’s behavior? Larry Swartz, country manager at Genua in Sweden AB, an IT services company, and one of his sales people were awaiting a promised fax about a sweet deal he
Case Author(s): Grenblad, Daniel; Yemen, Gerry Darden ID: UVA-M-0741 Published: 4/7/2006 Copyright Year: 2006 Subject Area: Marketing Keywords: Mapping roles; Consumer behavior; Consumer marketing; Customer relations; Customer retention; Predictability Abstract: As a manager of a global subsidiary, how skilled should you be in predicting a customer’s behavior? Larry Swartz, country manager at Genua in Sweden AB, an IT services company, and one of his sales people were awaiting a promised fax about a sweet deal he
Case Morosini, P — EPFL Ecole Polytechnique Federale de Lausanne Coughlan, S — EPFL Ecole Polytechnique Federale de Lausanne Distributor: ecch (www.ecch.com) Reference: 307-196-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2007 Geo location: Sweden, USA, Europe Industry: Pharmaceuticals Size: US$7 billion sales Timing: 1995 Topics: Merger; Acquisition; Integration; Corporate culture; National culture; Managerial trust; Negotiation; Cultural differences; Communications Abstract: This is the first of a two-case series (307-196-1 and 307-197-1). In November 1995, Swedish pharmaceutical Pharmacia and American Upjohn Co merged in a transatlantic ’merger of equals‘. The deal was valued at close to US$6 billion. The merger was motivated by Pharmacia's strong distribution network in Europe, an attractive draw for Upjohn. Upjohn's access to a relatively large sales force and widespread distribution channels in the US were the principal attractions for Pharmacia. The merged pharmaceutical was the ninth largest drug maker globally, and had annual sales of US$7 billion. Since Upjohn was a well-established brand in its North American base and Pharmacia held a strong position on the Scandinavian market, both companies decided to keep the two names, rather than rebranding the new company; the merged company was known as Pharmacia & Upjohn (P&U). It aimed to be well placed to sell large quantities of drugs to HMOs (health management organisations) and similar organisations, and would also have significant resources (US$1 billion) for creating new drugs. The headquarters of the new company would be neither in the US nor Sweden, but somewhere in between: in Windsor, near London in the UK. The two parties went through an intensive pre-merger integration process two months before the deal went public on 20 Source: ecch
Case Wu, J — Aston University Herbst, A F — University of Texas at El Paso Lam, K — Taiship Co Ltd Distributor: ecch (www.ecch.com) Reference: 102-025-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2002 Geo location: Asia, Europe, Hong Kong Industry: Shipping Timing: 2000 Topics: Shipping investment; Ship chartering; Cash flow estimation; Capital budgeting; Industry analysis; Competitive analysis; Valuation; Lending Abstract: This case in shipping finance is written from three different perspectives: (1) banker; (2) shipping equity investor; and (3) ship charter. A number of shipping terms and contract terms are introduced. Excel worksheets are included with a glossary of terminology. The case centres on the analysis of investment in ships that would be chartered by an industrial group. This case was sponsored by the Indiana University CIBER Case Collection.
Case Author(s): Arthur Sharplin and John A. Seeger (Bentley College) Publication Date: Spring 2007 TCJ ID: TCJ 030203 Geographic Setting: Austin, Texas Industry Setting: property management, real estate, land development, housing Event Year Start: 1983 Event Year End: 2001 Courses: Business ethics; corporate culture; non-profit organization management; strategic management; public policy; law; real estate Subjects: Real estate; law; business ethics; property management; public policy; corporate culture; non-profit management; not-for-profit management; managing volunteers; corporation structure; non-profit organizations; social responsibility; stakeholder analysis. Case Description: The Courtyard Homeowners Association, Inc. (CHAI) was the governing corporation for a 315-home development in Austin, Texas. In early 2001 Earline Wakefield took over as president and resolved to “restore the spirit” of the neighborhood. Two of her directors, both lawyers, had a history of success in expanding neighborhood rights to so-called “Common Area,” especially that along picturesque Lake Austin. But when they collaborated in 1998 to construct a walkway along the lakefront behind the twelve lots they met stern resistance from those wealthy, sophisticated owners. An intense political and legal contest ensued. The case was referred to arbitration, culminating in enjoinment of the walkway and costing CHAI and its errors and omissions (E&O) insurer an estimated $350,000. One of the lawyers, then president, immediately promised to extend the decision to the other six families, but not to pay their legal costs. Taking office soon afterwards, Wakefield signs a document she thinks will carry out this promise. But two of the six families affected object to the document and hire a prominent Austin attorney, who contacts Wakefield. As she prepares for the August 2001 board meeting, Wakefield Source: The CASE Association
Case Lin, J B — University of South Florida Herbst, A F — University of Texas at El Paso Distributor: ecch (www.ecch.com) Reference: 102-031-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2002 Geo location: Asia, Taiwan Industry: Tourism and recreational fishing Size: Small to medium Timing: 2002 Topics: Real options; Strategic flexibility; Capital investment; Discounted cash flow (DCF); Contingency planning Abstract: This case analyses tourist and recreational fishing as an exercise in strategic real options. It analyses several types of commonly observed real options and provides numerical examples as illustration of how these embedded real options enhance project value and when it is optimal for managers to exercise these options and to effect strategic changes. Managers respond to changing market conditions with decisions that reflect both short-term and long-term adjustments to their businesses. To determine the viability of a particular new project, or a new mode of operation, conventional finance textbooks prescribe the Net Present Value (NPV) based on Discounted Cash Flow (DCF) analysis. Recent advances in the theory of real options, however, point to the serious shortcoming of DCF analysis in the presence of operational flexibility. Operational flexibility is widely observable in many business situations. By ignoring strategic flexibility in a project, conventional NPV can lead to erroneous conclusions, under investment, and lost opportunities. This case was sponsored by the Indiana University CIBER Case Collection. There is a Chinese translation available ’C102-031-1‘.
Case Lin, J B — University of South Florida Herbst, A F — University of Texas at El Paso Distributor: ecch (www.ecch.com) Reference: C102-031-1 Language: Simplified Chinese Category: Finance, Accounting and Control Data source: Published sources Product Year: 2002 Geo location: Asia, Taiwan Industry: Tourism and recreational fishing Size: Small to medium Timing: 2002 Topics: Real options; Strategic flexibility; Capital investment; Discounted cash flow (DCF); Contingency planning Abstract: This is a Chinese translation of the case ’102-031-1‘. The abstract of the case is as follows: This case analyses tourist and recreational fishing as an exercise in strategic real options. It analyses several types of commonly observed real options and provides numerical examples as illustration of how these embedded real options enhance project value and when it is optimal for managers to exercise these options and to effect strategic changes. Managers respond to changing market conditions with decisions that reflect both short-term and long-term adjustments to their businesses. To determine the viability of a particular new project, or a new mode of operation, conventional finance textbooks prescribe the Net Present Value (NPV) based on Discounted Cash Flow (DCF) analysis. Recent advances in the theory of real options, however, point to the serious shortcoming of DCF analysis in the presence of operational flexibility. Operational flexibility is widely observable in many business situations. By ignoring strategic flexibility in a project, conventional NPV can lead to erroneous conclusions, under investment, and lost opportunities. This case was sponsored by the Indiana University CIBER Case Collection.
Technical Note Author(s): Warnock, Francis E. Darden ID: UVA-BP-0523 Published: 5/20/2008 Copyright Year: 2008 Subject Area: Business Policy Keywords: international investment position, balance of payments Abstract: This note presents a short description of the balance of payments (BOP) and international investment position (IIP) presentations. It refers to data for South Africa, but given that there are worldwide standards for countries that report both BOP and IIP, it should provide guidance for understanding the data of just about any country.
Case Dodd, M — Asian Expertise Distributor: ecch (www.ecch.com) Reference: 403-023-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2003 Geo location: Japan Industry: Electrical Size: 1,500 employees Timing: 2002 Topics: Japan; Business culture; Culture clash; Promotion by seniority; Frustration of young staff; Corporate inertia; American insensitivity; Japanese inflexibility; Japanese human resource management Abstract: A young Japanese man, raised in the UK and speaking good English, joins a medium-sized Japanese company. By chance, he meets an American entrepreneur with whom his company has been trying to work without success. The case describes how the company fails to make use of the opportunity to develop the relationship, as middle management inflexibility frustrates the American. The dilemma of the young man is described as he is forced to suppress his instincts in order to conform to the company system, while at the same time his linguistic ability and foreign know-how cast him as an outsider in the eyes of the traditionalists in the company.
Case John A. (Pete) Bricker, Jr.Leveraged buy-out of manufacturer and marketer of root beer concentrate. Issues: Are the buyers paying too much? Are they using too much debt to finance the purchase? Have risks been equitably distributed amongst investors in the transaction? Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Finance Topics:
Technical Note Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Product Type: Technical Note HBS Number: KEL207 Product Description: For use with KEL156 and KEL158.
Case Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL156 Geographic Setting: United States Industry Setting: Electronic instruments & controls Subjects: Internet; Marketing; Operations management; Outsourcing; Project management; Risk management; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL157), 14p, by Mark Jeffery, Derek Yung, Alex Gershbeyn; Teaching Note, (KEL207), 15p, by Mark Jeffery, Derek Yung Product Description: Based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. Examines how to create and analyze a project plan in Microsoft Project. Specifically, data is given to build the project plan step-by-step and then analyze the plan using the Microsoft Project management tool. In order to make manageable for students, we reduced the size of the project, and the corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. The project plan that students construct from the data given in the case is fraught with risks, and students must apply risk management techniques to diagnose the plan. Ultimately, students must answer the management question: Will the project be completed for the holiday shopping season? May be used with: (KEL158) A&D High Tech (B): Managing Scope Change.
Case Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL156 Geographic Setting: United States Industry Setting: Electronic instruments & controls Subjects: Internet; Marketing; Operations management; Outsourcing; Project management; Risk management; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL157), 14p, by Mark Jeffery, Derek Yung, Alex Gershbeyn; Teaching Note, (KEL207), 15p, by Mark Jeffery, Derek Yung Product Description: Based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. Examines how to create and analyze a project plan in Microsoft Project. Specifically, data is given to build the project plan step-by-step and then analyze the plan using the Microsoft Project management tool. In order to make manageable for students, we reduced the size of the project, and the corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. The project plan that students construct from the data given in the case is fraught with risks, and students must apply risk management techniques to diagnose the plan. Ultimately, students must answer the management question: Will the project be completed for the holiday shopping season? May be used with: (KEL158) A&D High Tech (B): Managing Scope Change.
Case Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL158 Geographic Setting: Midwestern United States Industry Setting: Electronic instruments & controls; IT industry Subjects: IT management; Marketing; Operations management; Outsourcing; Project management; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL159), 12p, by Mark Jeffery, Derek Yung, Alex Gershbeyn; Teaching Note, (KEL207), 15p, by Mark Jeffery, Derek Yung Product Description: Based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. Part (B) takes place three months into the original project plan. The project manager has just been fired and the management challenge is to find out what is wrong with the project and recommend fixes. In addition, the scope of the project has changed: the VP of marketing has an additional promotional bundle requirement. A&D High Tech (A) examines how to create and analyze a project plan in Microsoft Project. In order to make manageable for students we reduced the size of the project, and the corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. Part (B) gives actual work done on each task three months into the project. Students must answer the management questions: Can the project be fixed and completed in time for the holiday season? Can the additional requirements be incorporated, and if so, what is the best approach? In order to answer these questions, e Source: Harvard
Case Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL158 Geographic Setting: Midwestern United States Industry Setting: Electronic instruments & controls; IT industry Subjects: IT management; Marketing; Operations management; Outsourcing; Project management; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL159), 12p, by Mark Jeffery, Derek Yung, Alex Gershbeyn; Teaching Note, (KEL207), 15p, by Mark Jeffery, Derek Yung Product Description: Based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. Part (B) takes place three months into the original project plan. The project manager has just been fired and the management challenge is to find out what is wrong with the project and recommend fixes. In addition, the scope of the project has changed: the VP of marketing has an additional promotional bundle requirement. A&D High Tech (A) examines how to create and analyze a project plan in Microsoft Project. In order to make manageable for students we reduced the size of the project, and the corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. Part (B) gives actual work done on each task three months into the project. Students must answer the management questions: Can the project be fixed and completed in time for the holiday season? Can the additional requirements be incorporated, and if so, what is the best approach? In order to answer these questions, e Source: Harvard
Case (Field) Author(s): Jitendra R. Sharma Ivey ID: 9B09D006 Publication Date: 7/13/2009 Product Type: Case (Field) Teaching Note: 8B09D06 Geographic Setting: India Industry Setting: Electric & Electronic Equipment Supplies Size: Small Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Consumer Satisfaction; Cost/Benefit Analysis; Cost Control; Product Design/Development; Value Analysis Major Disciplines: General Management; Production and Operations Management Product Description: The case describes the situation facing the vice-president of A-CAT Corp. (A-CAT), Vidarbha Region, Maharashtra. A-CAT manufactured a relatively wide range of electrical appliances for household use. Typical products from its product line included TV signal boosters, transformers, FM radio kits, electronic ballasts, battery chargers and voltage regulators. The voltage regulators manufactured by A-CAT were used for many different purposes; however, the focus was on its flag-ship product, VR500 - a voltage regulator of 500 VA. Over the last few months, this model had faced stiff competition and was not able to meet the rising expectations of the market. The management was concerned that a significant number of A-CAT’s customers were opting for competitors‘ products. The case intends to 1) make students aware of the relationship between customer requirements and the technical characteristics of a product 2 ) make students grasp the basics of value analysis 3) teach the students to use value analysis in assessing the scope for cost reduction.
Case Author(s): Eccles, Robert G.; Karadzhova, Dilyana Publication Date: 11/23/2008 Revision Date: 01/13/2009 Product Type: Case (Field) HBS Number: 409036 Geographic Setting: Switzerland Number of Employees: 30 Gross Revenues: CHF 30 million Event Year Start: 2002 Event Year End: 2008 Subjects: Business models; Careers & career planning; Entrepreneurs; Global business; Motivation; Networks; Strategic positioning Academic Discipline: Organizational behavior & leadership Product Description: a-connect was started in 2002 by three former McKinsey partners who wanted to develop an alternative business model consulting firm which they have positioned as a high-end staffing company. The company has been very successful, growing to revenues of CHF 30 million with offices in Zurich, Dusseldorf, Boston, San Francisco, Hong Kong, and Singapore. Instead of hiring full-time employees, the company uses a pool of 700 independent professionals (IP) who are typically former consultants from firms like Bain, BCG, and McKinsey. These professionals are managed by Talent Partners who match up IPs with client needs. One of the biggest challenges the firm faces is finding people who can fill this Talent Partner role since it requires a wide range of interpersonal and business development skills. As a way of instilling discipline in processes and procedures, from the very beginning the company set the objective of doing an IPO as a staffing company, thereby hoping to get the multiple of that category. Achieving this will require substantial growth in order to get to revenues of CHF 100 million, which they think is the size they need to be. Through the “Crystal Initiative” the company reviewed the three strategic choices of leveraging the operating platform, expanding the service portfolio, and focusing on the Global Sliver. They chose the latter, which means they decide Source: Harvard
Case Wustmann, A; Venzin, M Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 805-040-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2005 Geo location: Switzerland Industry: Entertainment Size: Less than 20 employees Timing: 2000-2003 Topics: Career choices; Entrepreneurship; Business planning; Start-up company Abstract: The case illustrates how a start-up can survive and thrive in the turbulent and fragmented entertainment market. A-live Music Company (AMC) entered the entertainment market in 2000 by combining ?acappella? live performances with a franchise system, and building additional products (CDs, custom-written songs) and services around its competencies. The case can be used to discuss critical issues in start-up management, such as how to enter a new market with limited resources, how to build a brand by applying alternative marketing techniques, how to cross-sell products or generate efficiencies in a corporate structure, etc. Strategic decisions faced by AMC, selecting a growth path, internationalising its activity, allocating resources, selecting target groups and business models etc, can be compared to similar issues faced by larger organisations.
Case Author(s): Cohen, Randolph B.; Wallace, Jason Publication Date: 09/23/2002 Revision Date: 01/27/2003 Product Type: Case (Field) Product Description: Analyzes a large investment decision considered by the Texas Rangers in 2000: whether to spend $252 million for the services of shortstop Alex Rodriguez. The signing was probably the most controversial sports contract of the past decade. Teaching Purpose: 1) To teach students to evaluate a complex investment decision — the signing of the largest player contract in baseball history (was $252 million too high a price to pay?) -- as well as to look at regression analysis, complex conditional cash flows, and discounting; and 2) to consider the difference between correlation and causation, the nature of insurance, and the long-run benefits of brand improvement. HBS Number: 9-203-047 Geographic Setting: TexasIndustry Setting: sports/entertainmentNumber of Employees: 200Gross Revenues: $126.5 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Brand management; Cash flow; Insurance; Investments; Present value; Regression analysis; Sports Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-203-091), 18p, by Randolph B. Cohen, Joyce Chi
Case Author(s): Mark E. Haskins; Rebecca Bray Description: This case provides an opportunity to explore various methods of accounting for estimated bad debts. A. H. Robins’ three product groups (Ethical Pharmaceuticals, Consumer Products, and Caron Fragrances) are very different in regard to the customer bases they serve. Thus, each group has its own peculiar set of problems related to the collection of accounts receivable. The issue raised is: What should the director of corporate accounting record for the 1984 provision for bad debts? Subjects: assets; balance sheet, accounting; financial accounting, balance sheet Darden ID: C-1042 Teaching Note: C-1042TN
Case Wirick RG Professor Fanne was contemplating a strategy to profitably exploit the “small-firm, January” effect whereby small cap firms tended to outperform large cap firms in January. He was considering using futures contracts. Ivey Number: 9A96B030 Publication Date: 9/9/1996 Revision Date: 13/03/2002 Subjects: Investments, Investment Analysis Functional Area: Finance
Case Author(s): Calkins, Timothy Publication Date: 01/01/2004 Product Type: Case (Pub Mat) HBS Number: KEL010 Geographic Setting: United States Industry Setting: Food industry Gross Revenues: $100 million annual sales Event Year Start: 2003 Event Year End: 2003 Subjects: Competition, Competitive strategy, Marketing, New product marketing, Product introduction Academic Discipline: Marketing Product Description: Chuck Smith, senior brand manager of A.1. Steak Sauce, learns that Lawry’s will soon be launching a steak sauce product. He has to determine whether A.1. should defend its business and, if so, what A.1. should do. In formulating the recommendation, he has to consider competitive dynamics and work through the financial implications.
Case Author(s): Bennett, Nicole; Wasynczuk, Andrew Publication Date: 12/11/2008 Product Type: Case (Gen Exp) HBS Number: 9-909-033 Geographic Setting: United States Industry Setting: Football; Professional sports teams & organizations Event Year Start: 2005 Event Year End: 2007 Subjects: Compensation; Incentives; Negotiations; Performers; Recruitment Academic Discipline: Operations management Product Description: General Manager Luke Kolville, of the Los Angeles Spartans, struggles with the best approach to negotiate a long-term contract for his star quarterback. The agent for Washington is relatively new to the industry and has his sights set particularly high. Kolvllle needs to weigh a number of effects this negotiation will have on the player, his teammates, and the long-term prospects of the team.
Case Author(s): Bennett, Nicole; Wasynczuk, Andrew Publication Date: 12/11/2008 Product Type: Case (Gen Exp) HBS Number: 909033 Geographic Setting: United States Industry Setting: Football; Professional sports teams & organizations Event Year Start: 2005 Event Year End: 2007 Subjects: Compensation; Incentives; Negotiations; Performers; Recruitment Academic Discipline: Operations management Product Description: General Manager Luke Kolville, of the Los Angeles Spartans, struggles with the best approach to negotiate a long-term contract for his star quarterback. The agent for Washington is relatively new to the industry and has his sights set particularly high. Kolvllle needs to weigh a number of effects this negotiation will have on the player, his teammates, and the long-term prospects of the team.
Case Author(s): Eaker, Mark R. Darden ID: UVA-F-1024 Published: 3/1/1994 Copyright Year: 1994 Subject Area: Finance Keywords: financing; foreign exchange; international finance Abstract: This case examines the financing options available to a U.S. multinational to provide funds for a Spanish subsidiary. The analysis is largely driven by tax considerations and the outlook for currency changes.
Case Author(s): Eaker, Mark R. Darden ID: UVA-F-1024 Published: 3/1/1994 Copyright Year: 1994 Subject Area: Finance Keywords: financing; foreign exchange; international finance Abstract: This case examines the financing options available to a U.S. multinational to provide funds for a Spanish subsidiary. The analysis is largely driven by tax considerations and the outlook for currency changes.
Case Barclay DW; Carter M The acquisition of A.T. Kearney Ltd., an international management consulting firm, by Electronic Data Systems (EDS), an information systems company, raised many issues. Among these was the issue of how to leverage the merger in terms of providingstrategic consulting and information systems solutions to clients. Should the two firms cross-sell each other’s services? Should A.T. Kearney call on existing EDS clients and vice-versa? Should the two firms work together to secure new clients?The case focuses on the chairman of A.T. Kearney Ltd. in Canada as he prepares to deal with the above issue. Once this issue has been worked through, there is an opportunity to deal with sales management issues arising from this decision. Forexample, if cross-selling is to be encouraged, what incentive scheme might be appropriate? The purpose of the case is to show how sales management decisions must be driven by marketing strategy and the desired customer interface that marketingstrategy implies. Ivey Number: 9A98A002 Publication Date: 2/2/1998 Revision Date: 30/09/1998 Geographic Setting: Canada Industry Setting: Business Services Company Size: Large organization Event Year Start: 1996 Subjects: Relationship Management, Sales Strategy, Consulting, Consolidations and Mergers Functional Area: Marketing
Case Author(s): Bowen, H. Kent; Morse, Kenneth P.; Cannon, Douglas Publication Date: 05/08/2006 Product Type: Case (Field) HBS Number: 9-606-114 Industry Setting: Battery; High technology Number of Employees: 20 Event Year Start: 2002 Event Year End: 2003 Subjects: Breakthrough innovation; Commercialization; Decision making; Entrepreneurship; Intellectual property; Licensing; Technology Academic Discipline: Competitive strategy Product Description: A 123Systems was a young company that was founded on basic materials science research at the Massachusetts Institute of Technology. A co-founder of the company, Yet-Ming Chiang, was a full professor at MIT and served as scientific adviser. Intellectual property based on the science, which offered a radical way to construct lithium-ion batteries that promised higher energy densities, was licensed from MIT. The concept for the company was based on laboratory demonstrations that the three components of battery cells could be selected and treated so that they would self-assemble (due to intrinsic molecular forces). This resulted in finer battery structures and better performance. Following 14 months of research and development, the company found that it required more time and resources than originally anticipated to take the self-assembled battery to market. However, additional IP for a new cathode material, which presented an intermediate market opportunity, had also been licensed from Chiang’s lab at MIT. The new material had advantages over the incumbent electrode material: It met the criteria for self-assembly, and it could replace the electrode in the millions of lithium-ion batteries currently in production. The management team needed to decide whether to pursue the breakthrough self-assembly technology or move resources to commercialize the new electrode material and then return to the original breakthrough technology. Source: Harvard
Case Author(s): Donald L. Lester, Arkansas State University Publication Date: Spring 2005 Geographic Setting: Germantown, Tennessee Industry Setting: Construction Event Year Start: 1998 Event Year End: 1998 Description: This case demonstrates the difficulties encountered by small family businesses when the founder passes away without having properly prepared for succession. AAA Construction was a company held together for over thirty-six years by a family patriarch, Jack Hudson. His choice of his grandson to succeed him was obvious. However, there were serious questions about whether David Robbins up to the task. Courses: Small business management; Entrepreneurship Subjects: Sucession planning; Family firm; Cash flow; Business turnaround
Case Dhar, S — Nirma University Jain, R K — Nirma University Barad, K B — Nirma University Mehta, M — Nirma University Choksi, N A — Nirma University Distributor: ecch (www.ecch.com) Reference: 809-016-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2009 Geo location: Western India Industry: Retail Size: Small Timing: 2007 Topics: Entrepreneurship; Target segment; Brand positioning; Perceptual mapping Abstract: For ages, the paan business in India has been in vogue. The traditional paan shops were located in remote corners of cities and would always have a shabby look. Paan shop owners did not enjoy much social recognition and appreciation in society. Therefore, this business in India was run mostly by those who did not have any other option of earning their livelihood. Although people from higher economic and social strata of the country loved to chew sweet paan and mouth fresheners, they were reluctant to take their families to such paan shops because of the social stigma prevalent in the country. The case depicts how, Shyam and his daughter Kavita dared to transform this unorganised and non-branded paan business into an organised and branded one. Moreover they as promoters show how innovation and entrepreneurial skills can be unleashed to show to the world that successful people don’t do different things but do things differently. Even a paan business could be worth a million dollars and can create wealth for themselves and other stakeholders, and in a manner that was acceptable to society.
Case Barth, Mary E.; Hawkins, David F. Astra places a value on its R&D knowledge. HBS Number: 9-195-164 Type: Case (Library) Publication Date: 11/8/1994 Geographic Setting: Sweden Industry Setting: pharmaceuticals Event Year Start: 1987 Event Year End: 1987 Subjects: Financial reporting; Foreign exchange rates; Inflation; Inflation accounting; Pharmaceuticals; R&D; Scandinavia
Case Hawkins, David F.; Narayanan, V.G.; Simons, Robert L. A senior manager faces three accounting and control decisions related to a new R&D project: to expense or capitalize, how to implement management control over the R&D function, and how to use activity-based cost drivers for product costing. HBS Number: 9-195-180 Type: Case (Gen Exp) Publication Date: 12/6/1994 Geographic Setting: Sweden Industry Setting: computers Gross Revenues: $37.5 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Activity based costing; Computer industry; Financial reporting; Management accounting; Scandinavia
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1088 Published: 3/2/1995 Revised: 6/23/1998 Copyright Year: 1994 Subject Area: Finance Keywords: acquisitions; mergers; international business strategic planning valuation Teaching Note: UVA-F-1088TN Student Spreadsheet: UVA-S-F-1088 Faculty Spreadsheet: UVA-S-F-1088TN Abstract: In 1993, the chairmen of Volvo and Renault announced the terms under which their two firms would merge. The case describes the unusual structure of the strategic alliance that predated the merger proposal, the motives for merging, and the expected financial synergies. The tasks for the student are to evaluate the proposed terms of the merger and to recommend whether Volvo’s shareholders should approve the merger. This case may be taught singly or in combination with the epilogue case, “Volvo/Renault: The Contest for Shareholder Approval” (UVA-F-1089). Student and instructor Excel spreadsheet files are available with this case and teaching note.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1088 Published: 3/2/1995 Revised: 6/23/1998 Copyright Year: 1994 Subject Area: Finance Keywords: acquisitions; mergers; international business strategic planning valuation Teaching Note: UVA-F-1088TN Student Spreadsheet: UVA-S-F-1088 Faculty Spreadsheet: UVA-S-F-1088TN Abstract: In 1993, the chairmen of Volvo and Renault announced the terms under which their two firms would merge. The case describes the unusual structure of the strategic alliance that predated the merger proposal, the motives for merging, and the expected financial synergies. The tasks for the student are to evaluate the proposed terms of the merger and to recommend whether Volvo’s shareholders should approve the merger. This case may be taught singly or in combination with the epilogue case, “Volvo/Renault: The Contest for Shareholder Approval” (UVA-F-1089). Student and instructor Excel spreadsheet files are available with this case and teaching note.
Case Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Examines the evolution of ABB under its four leaders, from the merger to 2002. Describes the history of both companies — Asea AB and Brown Boveri et Cie -- the rationale for the merger, the merger process, and the integration and restructuring of the company under Percy Barnevik, the first CEO of ABB. Why was the merger so successful? What were the advantages and disadvantages of Barnevik’s management system, especially the highly decentralized matrix structure? How did this structure serve ABB? At the end of 1996, Barnevik decided to step down as CEO. Who would succeed him? What challenges would the new CEO face? HBS Number: IMD172 Gross Revenues: $30 billion revenues Event Year Start: 1988Event Year End: 1996 Subjects: Decentralization; Engineering; Leadership; Mergers & acquisitions; Negotiations; Restructuring; Scandinavia; Switzerland Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (IMD174), 7p, by Paul Strebel, Nanci Govinder; Supplement (Field), (IMD175), 6p, by Paul Strebel, Nanci Govinder; Supplement (Field), (IMD176), 5p, by Paul Strebel, Nanci Govinder; Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci Govinder
Case Author(s): Boynton, Andrew C. Darden ID: UVA-BP-0323 Published: 5/28/1992 Copyright Year: 1992 Subject Area: Operations Management Keywords: mergers international diversity diverse merger Teaching Note: UVA-BP-0323TN Abstract: This case is a good vehicle for analyzing how two recently merged firms should be organized to compete on a global basis. The case can be used as a stand-alone or in a module to teach students how to think about product-process change, managing core technological competencies and the merger of two firms, and global competition. See also the B case (UVA-BP-0324).
Case Author(s): Boynton, Andrew C. Darden ID: UVA-BP-0323 Published: 5/28/1992 Copyright Year: 1992 Subject Area: Operations Management Keywords: mergers international diversity diverse merger Teaching Note: UVA-BP-0323TN Abstract: This case is a good vehicle for analyzing how two recently merged firms should be organized to compete on a global basis. The case can be used as a stand-alone or in a module to teach students how to think about product-process change, managing core technological competencies and the merger of two firms, and global competition. See also the B case (UVA-BP-0324).
Case Author(s): Boynton, Andrew C. Darden ID: UVA-BP-0324 Published: 9/15/1992 Copyright Year: 1992 Subject Area: Operations Management Keywords: control systems, mergers, organizational design Abstract: In the B case, Asea and Brown Boveri have merged. The new company needs to establish a management-control system that provides key information to a small HQ staff and is consistent with the strategic and operational principles of the CEO, Percy Barnevik. See also the A case (UVA-BP-0323).
Case Author(s): Boynton, Andrew C. Darden ID: UVA-BP-0324 Published: 9/15/1992 Copyright Year: 1992 Subject Area: Operations Management Keywords: control systems, mergers, organizational design Abstract: In the B case, Asea and Brown Boveri have merged. The new company needs to establish a management-control system that provides key information to a small HQ staff and is consistent with the strategic and operational principles of the CEO, Percy Barnevik. See also the A case (UVA-BP-0323).
Case Uyterhoeven, Hugo E.R. Describes Europe’s most famous post-war multinational merger between Asea of Sweden and Brown Boveri of Switzerland. Gives background on both companies and focuses particularly on BBC‘s geographic organization, its corporate culture, a HBS Number: 9-393-130 Type: Case (Field) Publication Date: 4/1/93 Revision Date: 9/5/96 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Corporate culture; Electronics; International business; Leadership; Multinational corporations Supplementary Materials: Teaching Note, (5-395-198), 34p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-393-130 HBS Number: 5-395-198 Subjects: Business policy; Corporate culture; Electronics; International business; Leadership; Multinational corporations
Case Bartlett, Christopher A. Focuses in detail on implementing a corporate restructuring program in ABB’s German subsidiary. Special attention is given to Germany‘s unique form of industrial governance. Two major problem areas, power plants and power transformers, are described in detail. ABB's new policies, in terms of strategy, organization, behavior, and financial targets, are portrayed. How should the head of ABB Germany proceed? Teaching Purpose: Provides detailed focus on German industrial governance. Will the new ABB policies clash with Germany's national and BBC's corporate culture? Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the salesforce make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance? HBS Number: 9-394-019 Type: Case (Field) Publication Date: 7/12/93 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring
Case Author(s): Uyterhoeven, Hugo E.R. Publication Date: 04/01/1993 Revision Date: 09/25/1996 Product Type: Case (Field) Product Description: Focuses in detail on implementing a corporate restructuring program in ABB’s German subsidiary. Special attention is given to Germany‘s unique form of industrial governance. Two major problem areas—power plants and power transformers--are described in detail, as is a decentralization proposal for the German sales operation. How should the head of ABB Germany proceed? Why did he take this job? What choices did he make? What challenges does he face, particularly as a newcomer? Teaching Purpose: Detailed focus on German industrial governance. Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the sales force make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance? May be used with: (9-393-130) ABB Deutschland (A); (9-392-065) ABB Deutschland (A) (Extended); (9-393-132) ABB Deutschland (C); (9-392-098) ABB Deutschland (C1). HBS Number: 9-393-131 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-198), 34p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-393-131 HBS Number: 5-395-198 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring
Case Uyterhoeven, Hugo E.R. Addresses the results and the lessons from the German restructuring effort by focusing in detail on the relationship with the works council and the actions taken for power plants and power transformers, and the sales organization. Clos HBS Number: 9-393-132 Type: Case (Field) Publication Date: 4/1/93 Revision Date: 10/2/96 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 33,000 Gross Revenues: $5 billion revenues Event Year Start: 1990 Event Year End: 1991 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring Supplementary Materials: Teaching Note, (5-395-198), 34p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-393-132 HBS Number: 5-395-198 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring
Case Author(s): Uyterhoeven, Hugo E.R. Publication Date: 03/10/1992 Revision Date: 09/25/1996 Product Type: Case (Field) Product Description: ABB Germany faces some newly emerging strategic and organizational challenges resulting from Europe 1992 and German reunification. In terms of organization, ABB Germany has created a holding company and has separated operations and service activities into legally independent units, a shift that is gaining popularity in Europe. Strategic opportunities and challenges are described for two business areas: standard products and transportation. Why does ABB prefer to break the organization into legally separate units? What are the advantages and disadvantages of this approach? What, as a result, is likely to happen to the international matrix? What explains the recent success of standard products? What will happen to the transportation business in Europe? Will the German operation become ABB’s European locomotive? May be used with: (9-393-130) ABB Deutschland (A); (9-393-131) ABB Deutschland (B); (9-393-132) ABB Deutschland (C). HBS Number: 9-392-098 Geographic Setting: Germany Industry Setting: Electronics industry Company Size: large Number of Employees: 33,000 Gross Revenues: $5 billion revenues Event Year Start: 1990 Event Year End: 1991 Subjects: Business policy; Corporate culture; Electronics; International business; Leadership; Multinational corporations Academic Discipline: General management
Case Jeannet, J P; Lanning, M Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB100 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2002 Version Date: 8 December 2004 Geo location: Europe, worldwide Industry: Factory automation and robotics Size: US$2 billion Timing: 1999 Topics: Strategy; Global strategy; International business; Factory automation; Robotics; Industry dynamics; Industry vision Abstract: This is the first of a two-case series (BAB100 and BAB101). The cases were written to describe the existing strategy of ABB FA and allow for discussion of issues such as business unit strategy, competitive advantage, core competencies, and company vision. They are suitable for courses in strategy, global strategy, international business, and factory automation. A Case - In 1999, ABB Flexible Automation (FA) of Zurich, Switzerland, conducted worldwide operations supplying robotics products, systems, and services to automotive manufacturing, automotive parts, and consumer goods general industries. The automotive market, traditionally the key market for ABB FA, was undergoing transformation. FA enjoyed a leading global position and was considering strategy options that would secure this position for the future. B Case - In March 2000, the president of ABB Flexible Automation (FA) was evaluating specific strategy options for the future. The FA goal was to achieve US$3 billion in orders by the year 2000. In light of transformations in the automotive industry, traditionally the key global customer, FA would need to make significant changes. Options under consideration among others included cost reduction, addition of new industry segments, and pricing changes. An industry note ’Note on the Robotics and Flexible Automation Industry (1999)‘ (302-182-5) is available to accompany Source: ecch
Case Author(s): Jeannet, Jean-Pierre; Lanning, Martha Publication Date: 01/01/2002 Revision Date: 12/08/2004 Product Type: Case (Field) Publisher: Babson College Product Description: In 1999, ABB Flexible Automation (FA) of Zurich, Switzerland, conducted worldwide operations supplying robotics products, systems, and services to automotive manufacturing, automotive parts, and consumer goods general industries. The automotive market, traditionally the key market for ABB FA, was undergoing transformation. FA enjoyed a leading global position and was considering strategy options that would secure this position for the future. HBS Number: BAB100 Subjects: Europe; International business; Robots; Strategy formulation; Switzerland; Vision Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (BAB101), 16p, by Jean-Pierre Jeannet, Martha Lanning
Case Jeannet, J P; Lanning, M Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB101 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2002 Version Date: 6 December 2004 Geo location: Worldwide Industry: Robotics and flexible automation Timing: 2000 Topics: Strategy; Global strategy; International business; Factory automation; Robotics; Industry dynamics; Industry vision Abstract: This is the second of a two-case series (BAB100 and BAB101). The cases were written to describe the existing strategy of ABB FA and allow for discussion of issues such as business unit strategy, competitive advantage, core competencies, and company vision. They are suitable for courses in strategy, global strategy, international business, and factory automation. A Case - In 1999, ABB Flexible Automation (FA) of Zurich, Switzerland, conducted worldwide operations supplying robotics products, systems, and services to automotive manufacturing, automotive parts, and consumer goods general industries. The automotive market, traditionally the key market for ABB FA, was undergoing transformation. FA enjoyed a leading global position and was considering strategy options that would secure this position for the future. B Case - In March 2000, the president of ABB Flexible Automation (FA) was evaluating specific strategy options for the future. The FA goal was to achieve US$3 billion in orders by the year 2000. In light of transformations in the automotive industry, traditionally the key global customer, FA would need to make significant changes. Options under consideration among others included cost reduction, addition of new industry segments, and pricing changes. An industry note ’Note on the Robotics and Flexible Automation Industry (1999)‘ (302-182-5) is available to accompany the case series. This case was Source: ecch
Case Uyterhoeven, Hugo E.R. Describes Europe’s most famous post-war multinational merger between Asea of Sweden and Brown Boveri of Switzerland. Gives background on both companies and focuses particularly on BBC‘s geographic organization, its corporate culture, a HBS Number: 9-397-096 Type: Case (Field) Publication Date: 4/15/97 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Corporate culture; Electronics; International business; Leadership; Multinational corporations
Case Author(s): Morosini, Piero Publication Date: 01/01/2000 Revision Date: 12/17/2002 Product Type: Case (Pub Mat) Publisher: IMD - International Institute for Management Development HBS Number: IMD128 Geographic Setting: Global Industry Setting: energy, electrical power Gross Revenues: $25 billion revenues Event Year Start: 1997 Event Year End: 2000 Subjects: Business to business; Electric power; Energy; Globalization; Implementation; Internet; Management of change; Mergers & acquisitions; Organizational change; Restructuring; Strategy implementation Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IMD129), 28p, by Piero Morosini Product Description: Takes an inside look at ABB’s unprecedented 1997 to 2000 transformation under Gvran Lindahl, the second CEO of this electrical engineering powerhouse, who succeeded Percy Barnevik during late 1996. After a highly successful first decade of existence under Barnevik (1988 to 1996), ABB found itself in the midst of a crisis by the end of 1997, after the combined effects of global deregulation, radical technological innovations, and an unpredictable but sweeping financial crisis across most emerging markets. ABB‘s response was to shift its strategic focus radically to favor knowledge- and service-based offerings across all of its businesses. The company's implementation of such strategy took place in two bold steps. The first one comprised a major global restructuring of ABB, as a result of which the company divested from mature manufacturing businesses such as power generation and transportation and became a global leader in areas such as industrial process automation and electrical distribution solutions. The second step was to transform ABB into a fast-growing high-technology company, moving from old to new economy Internet-based services and Source: Harvard
Case Frost AC; Weinstein M The recently appointed human resource director must consider his next step in promoting the much needed restructuring of the companies they have acquired. In particular, he must consider whether a change process can be managed from outside theorganization targeted for change. Ivey Number: 9A98C011 Publication Date: 11/12/1998 Revision Date: 29/01/1999 Geographic Setting: Poland Industry Setting: Electric & Electronic Equipment Supplies Company Size: Large organization Event Year Start: 1996 Subjects: Organizational Structure, Restructuring, Matrix Organization, Management of Change Functional Area: Human Resource Management
Case Author(s): Mikael Sondergaard (Arhus University) and William Naumes (University of New Hampshire) Publication Date: Spring 2007 TCJ ID: TCJ 030202A Geographic Setting: Odense, Denmark Industry Setting: Electrical Transformer manufacturing industry Event Year Start: 1990 Event Year End: 1991 Courses: International Business/Management; Organizational Theory Subjects: Decision making in a transnational corporation; Conflict within a matrix organizational form; Conflicts between company and country objectives in a transnational corporation; Political considerations in strategic decision making. Case Description: The ABB (A) case describes the situation leading up to a decision concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand. The Plant/subsidiary manager is placed in a conflict position regarding this decision due to ABB’s matrix form of management structure. His direct line manager in charge of the global product line wants the move to take place, and has the support of his supervisor, who sits on the Executive Committee of the parent company. The ABB Country Manager for Denmark wants the plant to stay where it is. The subsidiary manager also reports to him, as part of the matrix structure. The subsidiary manager has recently been promoted to his new position, with the support of the Country Manager. The previous subsidiary manager had been promoted to head up a larger, Danish subsidiary of ABB. The previous year, the Country Manager and the previous subsidiary manager had managed to over rule the same request, in no small part, due to their connections within ABB as well as within Denmark. The new subsidiary manager needs to make a recommendation as to what should be done.The ABB Transformers (A) case can be used separately, or with the (B) case.
Case Author(s): Mikael Sondergaard (Arhus University) and William Naumes (University of New Hampshire) Publication Date: Spring 2007 TCJ ID: TCJ 030202B Geographic Setting: Odense, Denmark Industry Setting: Electrical Transformer manufacturing industry Event Year Start: 1992 Event Year End: 1992 Courses: International Business/Management; Organizational Theory. Subjects: Matrix Organization Structure; Organization Conflict; Multinational Management; Organizational Culture; Organizational Power Case Description: The (B) case follows up where the (A) case ends. The decision was made to leave the plant in Denmark. It was revisited one year later, and the subsidiary manager is in even more of a quandary. The former Country Manager has been promoted to the Executive Committee of ABB. A meeting is called where the new Country manager (not previously from within ABB), the Product Manager, his supervisor from the Executive Committee, the former Country Manager, and the subsidiary manager are all present. The discussion is primarily between the new Country Manager and the Product Supervising Executive Committee Member, who has also been given added responsibility for all of Asia and the Pacific region. The former Country Manager, now given responsibility for European operations, remains quiet during the discussions. The subsidiary manager still needs to make a decision, but is now unsure of what has happened during the past year to allow this issue to be raised for the third time. The (B) case can be used to demonstrate how politics, promotions, and transfers can radically alter the environment within the context of a strategic decision. The focus is now on organization culture and power, especially in a matrix based structure.
Case Long, G — Waterford Institute of Technology Kenealy, K — Waterford Institute of Technology Distributor: ecch (www.ecch.com) Reference: 102-036-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2002 Geo location: Ireland Industry: Manufacturing Timing: 1998 Topics: Capital budgeting Abstract: The purpose of this very compact case study is to apply capital budgeting techniques in a realistic manufacturing situation where projects are interrelated and multiple approaches are common. The case attempts to demonstrate that it is possible, with a little effort, to determine the net worth of capital budgeting decisions. It is designed for spreadsheet analysis. It demonstrates, with numerical analysis different approaches to the problem. There is a comprehensive teaching note to accompany the case and the necessary spreadsheet analysis (102-036-0) is supplied free of charge with the case.
Case Author(s): Bartlett, Christopher A. Publication Date: 07/12/1993 Revision Date: 04/26/1999 Product Type: Case (Field) Product Description: Describes the development and management of the relays business area (BA) in ABB’s global matrix organization. Focuses on three levels of management—corporate, BA, and operating company--and highlights the roles and responsibilities of individuals at each level as ABB creates a unique and highly successful organization structure and management process that enables it to integrate its disparate worldwide operations while maintaining a highly entrepreneurial front-line environment. Teaching Purpose: Illustrates the sophistication of the strategy-structure linkage that is needed as companies try to capture the advantages of global coordination while maintaining the need for flexible, responsive, and entrepreneurial front-line units. May be used with: (9-192-139) Asea Brown Boveri. HBS Number: 9-394-016 Geographic Setting: Global Industry Setting: electric equipment Company Size: large Gross Revenues: $30 billion revenues Event Year Start: 1989 Event Year End: 1992 Subjects: Business policy; Europe; International business; Multinational corporations; Organizational design; Organizational structure; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-398-117), 11p, by Christopher A. Bartlett
Teaching Note For use with 9-394-016 HBS Number: 5-398-117 Subjects: Business policy; Europe; International business; Multinational corporations; Organizational design; Organizational structure; Strategy implementation
Case Author(s): Simons, Robert L. Publication Date: 05/19/1992 Revision Date: 01/03/2000 Product Type: Supplement (Field) Product Description: Describes the complexity of setting and reconciling performance targets in a global, matrix company. The president of the Finnish industry and rail transport company has received targets from two bosses—his regional superior and his business area superior. Each has set different performance targets (financial and non-financial) which must be reconciled. In addition, a bonus scheme must be developed and approved. Must be used with: (9-192-140) Asea Brown Boveri: The ABACUS System. HBS Number: 9-192-141 Subjects: Control systems; Electric industries; Information systems; Matrix organization; Planning Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-198-054), 13p, by Robert L. Simons, Antonio Davila
Teaching Note For use with 9-192-141 HBS Number: 5-198-054 Subjects: Control systems; Electric industries; Information systems; Matrix organization; Planning
Case Author(s): Simons, Robert L. Publication Date: 05/19/1992 Revision Date: 01/11/2000 Product Type: Supplement (Field) Product Description: Describes internal allocation conflicts in a complex global company structured as a matrix organization. ABB Switzerland has secured and will build an important power station project; however, internal market allocation policies dictate that this work be handled by ABB Sweden. Transfer pricing issues are described. The president of ABB Switzerland must decide whether or not to escalate the conflict up to superiors for resolution. Must be used with: (9-192-140) Asea Brown Boveri: The ABACUS System. HBS Number: 9-192-142 Subjects: Control systems; Electric industries; Information systems; Matrix organization; Planning Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-198-054), 13p, by Robert L. Simons, Antonio Davila
Teaching Note For use with 9-192-142 HBS Number: 5-198-054 Subjects: Control systems; Electric industries; Information systems; Matrix organization; Planning
Case Kaufmann, L; Tritt, C; Antrup, A; Auferoth, T; Horstkotte, J; Khessin, A Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 307-137-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Switzerland, International Industry: Electronics Size: More than 100,000 employees Timing: 2005 Topics: Switzerland; ABB (Asea Brown Boveri Ltd); Organisation; Restructuring; International; Organisational structure; Control; Complexity; International business / management; Corporate policy; Divisional structure; Complexity reduction; Conglomerate; Core business; Company organisation; Decentralisation / centralisation Abstract: After the company had mastered a substantial crisis from 2001 to 2004 and had gone through major organisational restructuring and streamlining, ABB (Asea Brown Boveri Ltd) needed a new organisational structure in 2005. This had to: (1) accommodate the needs of ABB’s international scope; and (2) foster innovation in order to keep ABB abreast of a fast-moving industry. The case asks students to develop organisational options and to evaluate these using various theoretical frameworks. The case not only features the application of basic organisational theory, but illustrates how to apply complexity theory to practice, link these frameworks to international business theory and think beyond the issues tackled, drawing on insights of corporate policy theory. Students are expected to grasp the essence of a vast array of information to apply theory to the data, thus resembling actual top level decision making in multinationals of which ABB is a prime example. A teaching note supplement ‘307-137-9' is available to accompany the teaching note.
Case Mulligan, R M — Richmond, The American International University Distributor: ecch (www.ecch.com) Reference: 308-329-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2008 Geo location: Global Industry: Mechanical, electrical Size: Approximately $30 billion Timing: 1998-2008 Topics: Emergent strategy; Global search; Structural change; Corporate governance; Power culture at centre; Management of due diligence; SBU / product balance glows; Pitfalls of short-termism; Pitfalls of fast growth via acquisition; Fault lines in matrix structures Abstract: This case discusses the strategic development of ABB from its inception in 1988 to the start of 2008. It illustrates how the company eventually achieved a global profitable presence in the vision of its first CEO, Percy Barnevik, but only after considerable strategic and operational misjudgements were corrected by several other CEOs. The case highlights the dangers of: (1) a central power culture in strategic determination; (2) the importance of organisational structure and its development to build effective communication; (3) the need to build a global presence around a narrower product / service focus; (4) the need to focus on and build a more diverse customer base and how well-meaning strategic vision; and (5) development can be affected by environmental change. The case also illustrates the importance of the emergent nature of strategic determination.
Case Moeller, S — Cass Business School Wells, T — Cass Business School Distributor: ecch (www.ecch.com) Reference: 305-477-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: United Kingdom Industry: Banking Size: u8.5 billion Timing: 2004 Topics: Mergers; Acquisitions; United Kingdom; Banking; Takeover; Target; Spain; Strategy; Abbey; Santander; Cross-border Abstract: This case focuses on the history of Abbey National from its formation in 1944 through to its growth as a bulding society, its transformation into a diversified bank, and the various takeover and merger bids in its last four years as an independent entity, until acquired by the Spanish bank Grupo Santander. The case was designed for use in a post-graduate MBA or MSc course on banking, European and United Kingdom financial services, mergers and acquisitions, and business growth and has been used as well in executive education courses.
Case Author(s): Mead, Jenny; Werhane, Patricia H. Darden ID: UVA-E-0311 Published: 2/29/2008 Copyright Year: 2008 Subject Area: Ethics Keywords: ethics, ethical issues, stakeholder management, corporate social responsibility, healthcare, nonprofit initiatives, leadership, innovation, diversity Abstract: In 1999, the 20-year-old AIDS crisis had ravaged many developing countries and, in particular, on the continent of Africa. Of the estimated 33.4 million people living with HIV/AIDS worldwide in 1998, almost two-thirds (22 million) were in sub-Saharan Africa, considered the “global epicenter” of the disease. Already 12 million had died, and life expectancy in the region plummeted from 62 years to 47. Chicago-based Abbott Laboratories had responded at the start of the AIDS outbreak by developing the HIV diagnostic test kit and then, later in the crisis, developed some of the state-of-the-art HIV/AIDS drugs. Abbott executives, led by new CEO Miles White, wanted to address the crisis in sub-Saharan Africa, but in a specific, efficient, and effective way. This case details the evolution of the AIDS crisis, Abbott Laboratories’ HIV/AIDS drug production, and the company‘s efforts — in 1999 — to find other ways to battle HIV/AIDS globally.
Case Author(s): Mead, Jenny; Werhane, Patricia H. Darden ID: UVA-E-0312 Published: 2/29/2008 Copyright Year: 2008 Subject Area: Ethics Keywords: ethics, ethical issues, stakeholder management, corporate social responsibility, healthcare, nonprofit initiatives, leadership, innovation, diversity, global, reputation Abstract: In 1999 and 2000, Abbott Laboratories’ senior management considered a number of philanthropic options that could make a difference and define the focus for Abbott and the Abbott Fund‘s charitable programs. Although the cause was humanitarian, it was considered important that the programs align strategically with Abbott's leadership in the HIV/AIDS arena. The Abbott Fund officially launched the Program for Orphans and Vulnerable Children in June 2000. The program assisted orphans and vulnerable children infected and affected by HIV/AIDS as well as the communities that cared for them. They chose Tanzania as host for a pilot program, which involved updating the country's community health care infrastructure. Abbott partnered with Tanzania's Ministry of Health over the next five years to upgrade the facilities at Muhimbili National Hospital in Dar Es Salaam, the Tanzanian capital; build an HIV center comprising an outpatient clinic and counseling/support facilities; create a national HIV teaching center; and introduce pharmacy, health information, and management systems. The dramatic growth of the Abbott Fund HIV/AIDS programs suggested a strategic turning point for the Abbott Fund, transforming it from a domestic philanthropic program to one with a global focus, now aligned with Abbott's international business focus. By 2003, nearly $20 million from the Abbott Fund was being invested in its developing-world AIDS programs.
Case Author(s): Mead, Jenny; Werhane, Patricia H. Darden ID: UVA-E-0313 Published: 2/29/2008 Copyright Year: 2008 Subject Area: Ethics Keywords: ethics, ethical issues, corporate social responsibility, healthcare, nonprofit initiatives, leadership, innovation, diversity, global Abstract: The partnership between Abbott and the government of Tanzania continued to flourish. As a demonstration of Abbott’s long-term commitment to Tanzania, in 2007, the Abbott Fund opened its first office outside Abbott headquarters in Illinois. The new office in Dar es Salaam, led by Divisional Vice President Christy Wistar, oversaw the expanding number of philanthropic projects in Tanzania. In June 2007, Abbott CEO Miles White returned to Tanzania for the third time and announced the Abbott Fund‘s future plans to modernize the 23 regional laboratories across Tanzania. By the end of 2007, the Abbott Fund had invested more than $50 million in Tanzania alone, strengthening and modernizing the health care infrastructure and systems countrywide. The Abbott Fund planned to continue its support of numerous programs and organizations that were working to prevent mother-to-child transmission of HIV/AIDS and deliver effective care and treatment to HIV-infected patients. The Abbott Fund also supported programs that provided for the basic needs of orphans and vulnerable children in Tanzania and elsewhere in Africa and India.
Case Author(s): Zenios, Stefanos; Chess, Robert; Denend, Lyn Publication Date: 02/01/2005 Revision Date: 06/20/2005 Product Type: Case (Field) Publisher: Stanford University Product Description: In August 2002, the FDA had notified the executive steering committee for Abbott Laboratories’ new rheumatoid arthritis drug to expect approval significantly ahead of schedule. If everything went smoothly, the compound D2E7 (brand name HUMIRA) would be approved for sale in the United States before the end of the year. This gave Abbott and its HUMIRA brand team no more than four months to complete preparations for the product‘s launch. Abbott acquired D2E7, a biologic disease-modifying antirheumatic drug, when the company purchased Knoll Pharmaceuticals in March 2001. With a significant head start and combined 2002 sales anticipated to exceed $2 billion, Enbrel (from Immunex, later acquired by Amgen) and Remicade (from the Johnson & Johnson subsidiary Centocor) would provide HUMIRA with tough competition. Yet, with the rheumatoid arthritis market expected to grow to over $7.5 billion by 2008, there was still a significant opportunity for Abbott. The executive steering committee knew that the HUMIRA team would have to orchestrate every aspect of the product's global launch carefully to quickly and effectively establish HUMIRA in this challenging market. HBS Number: OIT44 Geographic Setting: Chicago, IL Industry Setting: Pharmaceutical industry Subjects: Competition; FDA; Market positioning; Pharmaceuticals; Product introduction; Tradeoff analysis Academic Discipline: Competitive strategy
Case Author(s): Zenios, Stefanos; Chess, Robert; Denend, Lyn Publication Date: 06/20/2005 Product Type: Case (Field) Publisher: Stanford University Product Description: In August 2002, the FDA had notified the executive steering committee for Abbott Laboratories’ new rheumatoid arthritis drug to expect approval significantly ahead of schedule. If everything went smoothly, the compound D2E7 (brand name HUMIRA) would be approved for sale in the United States before the end of the year. This gave Abbott and its HUMIRA brand team no more than four months to complete preparations for the product‘s launch. Abbott acquired D2E7, a biologic disease-modifying antirheumatic drug, when the company purchased Knoll Pharmaceuticals in March 2001. With a significant head start and combined 2002 sales anticipated to exceed $2 billion, Enbrel (from Immunex, later acquired by Amgen) and Remicade (from the Johnson & Johnson subsidiary Centocor) would provide HUMIRA with tough competition. Yet, with the rheumatoid arthritis market expected to grow to over $7.5 billion by 2008, there was still a significant opportunity for Abbott. The executive steering committee knew that the HUMIRA team would have to orchestrate every aspect of the product's global launch carefully to quickly and effectively establish HUMIRA in this challenging market. HBS Number: OIT44C Geographic Setting: Chicago, IL Industry Setting: Pharmaceutical industry Subjects: Competition; FDA; Market positioning; Pharmaceuticals; Product introduction; Tradeoff analysis Academic Discipline: Competitive strategy
Case Grasby EMA; Krupka K A senior product manager at Abbott Laboratories Limited (Abbott) must develop a comprehensive marketing strategy to launch Abbott’s ground-breaking drug, Norvir, into the Canadian market. Norvir has recently been launched in the U.S. and was used totreat patients with the Human Immunodeficiency Virus (HIV). With fewer than six months before the scheduled Canadian launch date, he must make a number of decisions concerning product positioning, sales representation and promotion. Ivey Number: 9A98A011 Publication Date: 3/7/1998 Revision Date: 1/10/1999 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 1996 Subjects: Drugs, Marketing Communication Functional Area: Marketing
Case Author(s): Weiss, Elliott N. Darden ID: UVA-OM-1263 Published: 3/8/2001 Copyright Year: 2001 Subject Area: Business Communications Keywords: Communication process; Communication strategy Abstract: This technical note provides a pedagogical overview of management communication for MBA education.
Case Mufti, A — Air University Shad, I U — Air University Distributor: ecch (www.ecch.com) Reference: 809-010-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: IT Size: 25 employees Timing: 2005 Topics: Decision making; Time management; Conflict management; Business strategy Abstract: This case is about a US-based computer networking company, who have a branch office in Pakistan. The company is operating in two different cultures, business environments and economic conditions. It talks about how the company was started by partners, how the finances were arranged and what was the working pattern, the strategy of the company and its ups and downs. What decisions were made to start a new company, to make it grow and survive? The main focus of the case is about strategy, decision making and time management of the company. The case highlights problems of the two set-ups and of distributed international development centres.
