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Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Bashir, F — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 407-009-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2007 Geo location: Pakistan Industry: Information technology (IT) industry Size: 1,000 employees Timing: 2001-2006 Topics: Information technology; Resistance to change; Employee retention; Hiring, firing; Accessibility of database; Stakeholdingers; Benefits; Job security Abstract: This abstract is currently unavailable.
Case Shirokova, G V — Graduate School of Management, St. Petersburg State University (GSOM) Kozyreva, A — Graduate School of Management, St. Petersburg State University (GSOM) Kozyreva, T — Graduate School of Management, St. Petersburg State University (GSOM) Distributor: ecch (www.ecch.com) Reference: 307-177-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Russia Industry: IT (information technology) Size: Middle-sized Timing: 2001-2005 Topics: Russia; Change management; Organisational life cycle; Strategy; Restructure Abstract: This case study deals with a Russian IT (information technology) company that has experienced a rather severe management crisis and is currently facing reorganisation. It presents an overview of the IT services market in Russia, expands on the Digital Design Company foundation and covers the problems the company had to cope with at a certain stage of its development. The issues of strategy change, corporate reorganisation and organisational change resistance on the part of personnel are paid special attention to.
Case Moeller, S — Cass Business School Distributor: ecch (www.ecch.com) Reference: 309-070-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2009 Geo location: US Industry: Banking Size: $12 billion revenue Timing: 2006 Topics: Mergers and acquisitions (M&A); Banking; Strategy; Asset management; Asset servicing; Negotiation; Due diligence; Leadership; Management Abstract: This is the first of a two-case series (309-070-1 and 309-071-1). This case focuses on the events leading up to the announcement of the merger of The Bank of New York and Mellon Financial in December 2006. At the time, it was the largest merger in the asset servicing business, and the companies also conducted asset management and other banking activities. This case provides a brief background of both companies leading up to the merger. Most of the case focuses on: (1) the initial contacts between the two companies; (2) high level negotiations; (3) due diligence; (4) the use of advisors; and (5) preparations and events on announcement day. The case was written with the support of The Bank of New York Mellon, including interviews with the CEO and over 20 senior managers involved with the deal. The case was designed for use in a post-graduate MBA or MSc course on mergers and acquisitions and has also been used in executive education courses. There is a related case available that shows the integration efforts through closing in July 2007 and the first 100 days thereafter.
Case Moeller, S — Cass Business School Distributor: ecch (www.ecch.com) Reference: 309-071-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2009 Geo location: US Industry: Banking Size: $12 billion revenue Timing: 2006-2007 Topics: Mergers and acquisitions (M&A); Banking; Strategy; Asset management; Asset servicing; Post-merger; Integration; Advisors; Leadership; Management Abstract: This is the second of a two-case series (309-070-1 and 309-071-1). This case focuses on the 6 months preceding closing and the first 100 days following the merger of The Bank of New York and Mellon Financial in July 2007. At the time, it was the largest merger in the asset servicing business, and the companies also conducted asset management and other banking activities. This case provides a brief background of both companies leading up to the merger. Most of the case focuses on the integration approach used by the two banks, including: (1) the goals of the merger; (2) the organisation developed (including integration committees); (3) post-merger integration planning actions; (4) the use of advisors; and (5) the events leading up to and immediately following the closing. The case was written with the support of The Bank of New York Mellon, including interviews with the CEO and over 20 senior managers involved with the deal. The case was designed for use in a post-graduate MBA or MSc course on mergers and acquisitions and has also been used in executive education courses. There is a related case available that shows why the deal took place and the events leading up to the announcement of the merger in December 2006.
Case Brandenburger, Adam; Stuart, Harborne W., Jr.; Nalebuff, Barry J. Describes a problem of bankruptcy, following the treatment in the 2,000 year-old Babylonian Talmud. A person dies, leaving a number of debts that total more than the size of the estate. The question is: How should the estate be divided HBS Number: 9-795-087 Type: Case (Gen Exp) Publication Date: 1/26/1995 Revision Date: 3/27/1997 Geographic Setting: Unspecified Subjects: Bankruptcy; Competition; Economic analysis; Game theory Supplementary Materials: Teaching Note, (5-795-180), 11p, by Adam Brandenburger
Article Vanhonacker, Wilfried R. Traditionally, complex business structures in the Chinese market have kept foreign companies out. Now, with Kodak leading the way, corporate structures from the West are gaining acceptance and are providing a way for China to let foreign companies in through the back door. HBS Number: F00404 Type: Harvard Business Review Article Publication Date: 7/1/2000 Subjects: China; Emerging markets; International business; International trade
Article Author(s): Manzoni, Jean-Francois Publication Date: 09/01/2002 Product Type: HBR OnPoint Article HBS Number: 1776 Subjects: Employee development; Employee empowerment; Employee morale; Employee problems; Human resources management; Interpersonal behavior; Management styles; Managerial skills Academic Discipline: Organizational behavior & leadership Product Description: This is an enhanced edition of HBR article R0209J, originally published in September 2002. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. In an ideal world, a subordinate would accept critical feedback from a manager with an open mind. He or she would ask a few clarifying questions, promise to work on certain performance areas, and show signs of improvement over time. But things don’t always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion. This unintentional — indeed, unconscious — stress-induced habit makes it difficult to deliver corrective feedback effectively. Insead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships. Manzoni describes two behavioral phenomena that color the feedback process — the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren‘t considered) and binary (there are only two possible outcomes — win or lose). And during the feedback discussion, managers' framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee's circumstances rather than just attribute weak performance to a person Source: Harvard
Case Author(s): Thomas L. Lyon, Anthony L. Tocco Source: Annual Advances — 2003 Subjects: Entrepreneurship; Technology commercialization Description: In September of 1999 Jeff Southard, a medical research associate for Clinical Resources, Inc., met with Dr. Sunil Wimalawansa for lunch to discuss a clinical testing issue on a drug he was researching. During the course of their conversation, Jeff learned that Dr. Wimalawansa, a researcher and practicing physician in Galveston, Texas, had worked in London, and while there, had completed research on a powerful gene related peptide. Dr. Wimalawansa received a United States patent for this biotechnology invention in 1999. When the conversation shifted to the potential for the patent, Jeff’s opportunity antennae quickly went up. Shortly after his lunch with Dr. Wimalawansa, Jeff contacted Gary Yewey, a friend and colleague he had worked with in the biotechnology field. Gary had previously been involved with two life science start-ups. When Jeff questioned Gary about his interest in pursuing the patent, Gary said he would only consider the opportunity if it had all the right features: priority technology, major clinically unmet market, really big market, some evidence that the technology worked, and closer term revenue. Dr. Wimalawansa‘s patent related to Calcitonin gene related peptide (CGRP) for the treatment of hypertensive emergencies during balloon angioplasty procedures and topical treatments for male sexual dysfunction. Jeff identified at least three markets in which the patent had potential: angioplasty, male sexual disjunction, and female arousal dysfunction, and each market was in the $4 billion range. Gary and Jeff were acutely aware that biotechnology startups were lengthy processes and required huge dollar commitments. Was this a blindfolded jump off a bridge or a good opportunity?
Article Bryan, Lowell L. The natural franchise of banks is to provide a safe deposit for savers and to protect the payments system. Banks can only do this with government insurance. But government insurance, like any safety net, creates market distortions. To minimize them Washington should isolate government-insured banking from all other financial services. Noninsured banks should be free to compete and innovate, so long as they raise capital from the market and do not rely on safety nets. HBS Number: 91304 Type: Harvard Business Review Article Publication Date: 5/1/1991 Subjects: Banking; Deregulation; Economic policy; Government & business; Insurance; Legislation; Regulated industries
Case Author(s): Kohli, Chiranjeev; Thomas, Sunil Publication Date: 07/15/2009 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH340 Subjects: Brand management; Branding; Brands; Marketing; Marketing strategy; Product positioning; Strategy Academic Discipline: Marketing Product Description: Over the years, numerous brands — such as Oldsmobile, Pan Am, and Woolworth — have met untimely deaths. Many more have steadily declined into oblivion, while others have been revived. When a brand dies, significant investments that were made to build the brand are also lost. Unfortunately, even the strongest brands with high net worth are not immune from brand decline and subsequent death. In today’s market, where new product introductions are both expensive and risky, it may be worthwhile to evaluate brands that are declining and invest in revitalizing them. However, there is a dearth of studies that focus on declining brands. In this article, we use findings from academic literature, detailed case studies, and interviews with marketing executives to provide guidelines in dealing with declining brands. We analyze the conditions that lead to brand decline and brand death, highlight signs that may suggest an impending decline, offer insights into assessing the viability of reviving a brand, and suggest various approaches that can be used to strengthen the brand and give it a second life.
Article Schuster, Thomas F. Large U.S. consumer goods manufacturers and retailers have seen profits decline disastrously when they have overpromoted lines to stimulate short-term volume. A simple application of economic theory shows that overpromotion costs too much - whatever extra volume is generated will be eaten up by increased competition, overhead costs, and customers who learn to wait for a sale rather than to buy at full price. HBS Number: 87613 Type: Harvard Business Review Article Publication Date: 11/1/87 Subjects: Consumer behavior; Marketing management; Marketing strategy; Pricing; Retailing; Sales promotions
Case Author(s): Gurtler, Bridget; Nohria, Nitin Publication Date: 05/14/2004 Revision Date: 06/10/2004 Product Type: Case (Library) Product Description: Provides background biographical information on P. Roy Vagelos, chief executive officer of Merck Pharmaceuticals. Teaching Purpose: To chart the development of a leader in the pharmaceutical industry. May be used with: (94611) Medicine, Management, and Mergers: An Interview with Merck’s P. Roy Vagelos. HBS Number: 9-404-132 Geographic Setting: United States Industry Setting: pharmaceuticals Event Year Start: 1929 Event Year End: 2003 Subjects: Leadership; Organizational behavior; Pharmaceuticals industry Academic Discipline: Organizational behavior & leadership
Technical note Sorenson, T — Seattle University Distributor: ecch (www.ecch.com) Reference: 397-151-6 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 1997 Topics: Non cooperative game theory; Prisoners’ dilemma, dominant strategies; Nash equilibrium; Subgame perfect equilibrium; Credibility and commitment Abstract: Game theory has revolutionized thinking in economics, business, politics - even evolutionary biology. It is used to guide analyses of international trade and monetary policies, mergers and acquisitions, labor negotiations and dispute arbitration, marketing and competitive strategy, financial trading regulations, species evolution, etc. Despite its influence, game theory is still largely unfamiliar to those with only basic training in economic matters. Much of the reason is, basic economics is rooted in the idea of ‘perfectly competitive' markets, in which there are such numerous buyers and sellers that no one of them can possibly influence the terms of trade. Yet real-world markets can rarely be properly characterized as perfectly competitive. Much more commonly, there is but a small number of significant participants, each of whom is bound to acknowledge her interdependence with the others. Game theory, the subject of this note, is the study of 'small numbers' decision problems in which the fortunes of each participant depend directly on what others do.
Case Badaracco, Joseph L., Jr.; Useem, Jerry A product manager at a health products company is responsible for marketing sharps containers, which hospitals use to store used needles in order to protect medical workers from being pricked with AIDS-contaminated needles. After hospi HBS Number: 9-394-058 Type: Case (Field) Publication Date: 10/8/1993 Revision Date: 7/14/1994 Geographic Setting: Unspecified Industry Setting: health care products Company Size: large Event Year Start: 1989 Event Year End: 1989 Subjects: Ethics; Health; Incentives; Management philosophy; Medical supplies; Product management; Product safety Supplementary Materials: Supplement (Field), (9-394-059), 2p, by Joseph L. Badaracco Jr., Jerry Useem; Teaching Note, (5-394-180), 5p, by Joseph L. Badaracco Jr., Jerry Useem
Case Bennett KE; Graham JF The partners of B & B were looking at strategic options for their T. V. and Appliance Retail sales company. Sales were down by almost $100,000 from the previous year, due to a decrease in consumer spending. Options include: selling the business asa going concern, hiring a consultant to close down the business and sell out the remaining inventory or make improvements and continue to operate. Ivey Number: 9A91J003 Publication Date: 1/1/1991 Revision Date: 24/04/2002 Geographic Setting: Canada Industry Setting: Furniture, Home and Equipment Stores Company Size: Small organization Event Year Start: 1990 Subjects: Economic Conditions, Partnership, Retailing, Valuation Functional Area: General Management
Case Author(s): Jeffery, Mark; Anfield, James; Riitters, Tim Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL149 Geographic Setting: United States Industry Setting: IT industry; Web services Subjects: Finance; Financial analysis; Internet; Return on investment; Risk assessment Academic Discipline: Finance Supplementary Materials: Note, (KEL151), 6p, by Mark Jeffery, Chris Rzymski; Teaching Note, (KEL150), 28p, by Mark Jeffery, Frederick Sy, Chris Rzymski Product Description: Should B&K Distributors implement a Web-based customer portal with an integrated marketing campaign? Asks readers to assist Jim Anfield, business development director for JDA Consulting, and Nancy O’Neil, B&K Distributor‘s sales VP, in determining the feasibility of this project. They must build the final ROI projections and develop recommendations for B&K's senior management team. Emphasizes the importance of assumptions and the range of possible outcomes. Based on a real-life management decision for a mid-size firm.
Case Author(s): Jeffery, Mark; Anfield, James; Riitters, Tim Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL149 Geographic Setting: United States Industry Setting: IT industry; Web services Subjects: Finance; Financial analysis; Internet; Return on investment; Risk assessment Academic Discipline: Finance Supplementary Materials: Note, (KEL151), 6p, by Mark Jeffery, Chris Rzymski; Teaching Note, (KEL150), 28p, by Mark Jeffery, Frederick Sy, Chris Rzymski Product Description: Should B&K Distributors implement a Web-based customer portal with an integrated marketing campaign? Asks readers to assist Jim Anfield, business development director for JDA Consulting, and Nancy O’Neil, B&K Distributor‘s sales VP, in determining the feasibility of this project. They must build the final ROI projections and develop recommendations for B&K's senior management team. Emphasizes the importance of assumptions and the range of possible outcomes. Based on a real-life management decision for a mid-size firm.
Case Author(s): Yoffie, David B.; Burton, Stewart C. Publication Date: 10/03/1986 Revision Date: 11/02/1988 Product Type: Case (Field) Product Description: As import penetration into the American footwear market reached 81% in 1986, B-W Footwear, along with all of its American competitors, was struggling. Supply lines were deteriorating, retailers and importers were gaining power, and the government had rejected two consecutive petitions for protection. Like all industries faced with comparative cost disadvantages in international competition, footwear firms such as B-W have to find new ways to compete. This case explores different survival strategies for managing comparative disadvantage. HBS Number: 9-387-022 Geographic Setting: United States Industry Setting: footwear Company Size: small Gross Revenues: $30 million sales Event Year Start: 1986 Event Year End: 1986 Subjects: Competition; Corporate strategy; Footwear; Imports; International trade; Regulation Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-389-061), 14p, by David B. Yoffie; Case Video, (9-887-523), 16 min, by David B. Yoffie; Case Video, (9-887-549), 6 min, by David B. Yoffie
Teaching Note For use with 9-387-022 HBS Number: 5-389-061 Subjects: Competition; Corporate strategy; Footwear; Imports; International trade; Regulation
Case Author(s): Light, Jay O. Publication Date: 03/26/1984 Revision Date: 08/22/1996 Product Type: Case (Library) Product Description: A U.S. manufacturing organization and a Eurobank swap fixed and floating rate obligations to reduce their financing costs. HBS Number: 9-284-080 Geographic Setting: United States, Europe Company Size: Fortune 500 Event Year Start: 1983 Event Year End: 1983 Subjects: Capital markets; Debt management; Financing; Interest rates Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-295-161), 10p, by Andre F. Perold, Wai Lee
Case (Field) Author(s): Wesley Marple Ivey ID: 9B09N010 Publication Date: 6/26/2009 Product Type: Case (Field) Teaching Note: 8B09N10 Geographic Setting: United States Industry Setting: Transportation Equipment Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Leverage; Cost of Capital; Taxation; Financial Strategy Major Disciplines: Finance Product Description: B/E Aerospace, Inc., (BEAV) the market leader for cabin interior products for commercial aircraft and business jets, and a leading aftermath distributor of aerospace fasteners, was reviewing its financial strategy. BEAV was a heavily leveraged company in the cyclical aircraft products industry. Its business had been threatened by the terrorist act of September 11, 2001, the epidemic of SARS in 2003 and the war in Iraq in 2004. These events discouraged Americans from flying, bankrupting airlines and reducing their investments in aircraft. The company sold 18.4 million shares of common stock, raising $156 million to pay down some of its high-cost debt, reduce interest expense and achieve a more balanced capital structure. Still, after restructuring, debt on a pro-forma basis would constitute 79 per cent of its long-term capital. The chief financial officer was considering a more appropriate debt target and how the company might achieve it. Further, he was contemplating a $50 million reduction in debt from available cash. Students are to recommend a target capital structure and steps to achieve it. Data are available to apply theoretical and practical approaches to making recommendations in advanced undergraduate and graduate courses.
Case Author(s): Ohnemus, Lars Publication Date: 03/15/2009 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH319 Subjects: Branding; Business to business; Capital markets; Manufacturing; Marketing Academic Discipline: Marketing Product Description: Is branding an effective tool for generating shareholder wealth for companies that are active in a business-to-business environment? Or, do other factors such as innovation and manufacturing efficiency — or the lack thereof — create or destroy shareholder wealth? Based on an examination of almost 1,700 companies listed either on the United States or European stock exchanges, this study reveals this crucial relationship could be described as a W-shaped curve with five distinctive phases, depending on the strategic branding position of the company. Used strategically, business-to-business (B2B) companies with a balanced corporate brand strategy, generally yield a return to their shareholders that is 5%-7% higher. It is therefore vital that key executives, including the board of directors, systematically assess and monitor the strategic branding position of their company and how their branding investments are performing against key competitors. This study reveals that shareholders should insist on systematic performance feedback from the corporation regarding all key items in the balance sheet — including branding. As disclosed herein, very few of the companies analyzed possessed an optimal balance between branding and financial performance.
Case Pfoertsch, W A Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 508-087-1 Language: English Category: Marketing Data source: Published sources Product Year: 2008 Geo location: China Size: Large Timing: 2007 Topics: B2B e-Commerce; Differentiation; Leadership; Strategic corporation; Business model Abstract: The rise of B2B e-commerce was understood as a kind of third wave of e-commerce worldwide. In China, a company that has now become synonymous with the Chinese B2B e-commerce industry is Alibaba. It was launched in 1999 by Chinese businessman Jack Ma, and now in 2007, it has become the world’s largest on-line B2B global trading marketplace, with 25 million registered users and 255,000 paying members in its international and Chinese domestic marketplace. Its spectacular rise over the years and the numerous challenges it has faced, are a reflection of the entire Chinese B2B e-commerce industry that it has actively helped to shape. This case describes the story of how Alibaba grew from an innovative inspiration, to the largest global B2B e-commerce platform under the leadership of Jack Ma. Jack Ma was considered the first entrepreneur to develop e-commerce in China, the question raised was whether the Alibaba business model would be sustainable when the first-mover advantage was weakening. What will Jack do to keep its legendary leading position in this increasingly globalised business environment?
Case Author(s): Brisen Karpak, Louise Sellaro Source: Annual Advances — 2004 Subjects: Information systems; Small business management; Business to business operations; International business
Case Jeannet, J P; McCann, W C; Lanning, M Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: 501-027-1 Language: English Category: Marketing Data source: Published sources Product Year: 2001 Version Date: 21 March 2001 Geo location: USA Industry: Steel Size: US$3.9 billion sales Timing: 2000 Topics: e-Commerce; Industrial marketing; B2B (business to business); Business transformation; e-Business Abstract: This is the first of a four-case series (501-027-1 to 501-030-1). This case examines the e-business strategy of Bethlehem Steel Corporation, the second largest fully integrated steel company in the US, as it develops electronic technology to connect industry players worldwide. The case describes MetalSite, an industry Internet community, and OneBuild, an on-line industry marketplace, and provides a brief overview of early company history. Case material is from public information sources. The case series is suitable for graduate MBA and executive level courses in e-commerce, industrial marketing, B2B (business to business), new economy, business transformation, and e-business.
Case Jeannet, J P; McCann, W C; Lanning, M Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: 501-028-1 Language: English Category: Marketing Data source: Published sources Product Year: 2001 Version Date: 21 March 2001 Geo location: USA Industry: Chemicals Size: US$4.48 billion sales Timing: 2000 Topics: e-Commerce; Industrial marketing; B2B (business to business); New economy; Business transformation; e-Business Abstract: This is the second of a four-case series (501-027-1 to 501-030-1). This case examines the e-business strategy of Eastman Chemical Corporation as the company develops online customer service, Internet communities, on-line auctions, and content globalisation. The case describes Eastman’s Customer Enabling Program, partnerships and joint ventures with providers of systems integration, on-line procurement, logistics management, and other services to players in the chemical industry.
Case Jeannet, J P; McCann, W C; Lanning, M Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: 501-029-1 Language: English Category: Marketing Data source: Published sources Product Year: 2001 Version Date: 21 March 2001 Geo location: USA Industry: Energy Size: US$40 billion revenues Timing: 2000 Topics: e-Commerce; Industrial marketing; B2B (business to business); New economy; Business transformation; e-Business Abstract: This is the third of a four-case series (501-027-1 to 501-030-1). This case examines the e-business strategy of Enron Corporation. It describes the impact of deregulation on the energy industry and Enron’s moves to create commodity marketing networks on-line, specifically the launch of EnronOnline, a global Internet-based transaction system. Discussion includes financial and risk management tools, bandwidth trading, and deals with the entertainment industry.
Case Jeannet, J P; McCann, W C; Lanning, M Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: 501-030-1 Language: English Category: Marketing Data source: Published sources Product Year: 2001 Version Date: 21 March 2001 Geo location: USA Industry: Industrial products Size: US$111 billion sales Timing: 2000 Topics: e-Commerce; Industrial marketing; B2B (business to business); New economy; Business transformation; e-Business Abstract: This is the fourth of a four-case series (501-027-1 to 501-030-1). This case examines the e-business strategy of General Electric Company. It describes how Chief Executive Officer, Jack Welch captured urgency through a company-wide exercise called Destroy Your Business. The case looks at initiatives by the Plastics Unit and the Medical Systems Unit including website launch, systems integration, wizards, on-line auctions, and on-line customer service programs.
Supplement Jeannet, J P; Lanning, M; McCann, W C Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: 501-027-4 Language: English Category: Marketing Data source: Published sources Product Year: 2001 Version Date: 21 March 2001 Geo location: USA Industry: Various Timing: 2000 Topics: e-Commerce; Industrial marketing; B2B (business to business); New economy; Business transformation; e-Business Abstract: This supplement is to accompany the case series ’B2B to EB2B Transformation (A) to (D)‘ (501-027-1 to 501-030-1). It presents case-based examples of ten critical factors introduced as directives for successful transformation. The supplement may be used as a teaching note for instructors to help students conceptualise the case session, or be distributed for students to read.
Case Shukla, P — University of Brighton Distributor: ecch (www.ecch.com) Reference: 507-079-1 Language: English Category: Marketing Data source: Published sources Product Year: 2007 Geo location: UK Industry: Airline Size: Large Timing: 2007 Topics: Marketing; Strategy; British Airways (BA); Airlines; Competition; Pricing; Service orientation; Innovation; Continuous innovation; Business class; Strategic planning Abstract: British Airways (BA) is suffering due to stiff competition in the business class market at the hands of the new niche carriers such as Emirates, Etihad, Malaysia Airlines etc who are focusing on superior service all around. The case presents BA’s proposed u100 million investment in the new Club World to combat these rivals and questions whether the Chief Executive Officer, Willie Walsh has taken the right decision. The learning objectives are: to allow students to consider issues of service orientation, continuous innovation and the role of competition in strategy formulation.
Case Gil, N — Manchester Business School (MBS) Distributor: ecch (www.ecch.com) Reference: 308-308-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2008 Geo location: UK Industry: Airport and airline industry Size: Large, blue chip company Timing: 2004 Topics: Project management; Change management; Real options thinking; Infrastructure development; Design; Inter-firm relationships; Operational management Abstract: This is the first of a two-case series (308-308-1 and 308-309-1). Part (A) of this case introduces the T5 agreement, the pioneering relational form of contract employed by the British Airport Authority (BAA) to commercially frame the temporary relationships with all the first-tier suppliers (designers, contractors, and manufacturers) to the u4.3 billion Terminal 5 project to expand Heathrow airport. The case describes in detail the relational ethos of the T5 agreement based on principles of trust, collaborative work, and problem solving. It also describes salient details designed into the commercial policy, namely in relation to managing design change, paying suppliers for their work, and rewarding exceptional performance. Furthermore, the case frames the problem of whether to apply the T5 agreement to the fit-out suppliers who will be involved in the last phase of the T5 project. This problem lends itself to a discussion about whether a relational contracting strategy can be a one-size-fits-all in large-scale projects, or whether project clients should use alternative commercial arrangements as a function of the way they segment project suppliers. Part (B) of the case sheds light on other major projects that BAA plans to develop, namely the Satellite C of Terminal 5 (T5C) and the Heathrow East Terminal. It explains that BAA decided not to use the T5 agreement for the Terminal C building, and Source: ecch
Case Gil, N — Manchester Business School (MBS) Distributor: ecch (www.ecch.com) Reference: 308-309-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2008 Geo location: UK Industry: Airport and airline industry Size: Large, blue chip company Timing: 2004 Topics: Project management; Change management; Real options thinking; Infrastructure development; Design; Inter-firm relationships; Operational management Abstract: This is the second of a two-case series (308-308-1 and 308-309-1). Part (A) of this case introduces the T5 agreement, the pioneering relational form of contract employed by the British Airport Authority (BAA) to commercially frame the temporary relationships with all the first-tier suppliers (designers, contractors, and manufacturers) to the u4.3 billion Terminal 5 project to expand Heathrow airport. The case describes in detail the relational ethos of the T5 agreement based on principles of trust, collaborative work, and problem solving. It also describes salient details designed into the commercial policy, namely in relation to managing design change, paying suppliers for their work, and rewarding exceptional performance. Furthermore, the case frames the problem of whether to apply the T5 agreement to the fit-out suppliers who will be involved in the last phase of the T5 project. This problem lends itself to a discussion about whether a relational contracting strategy can be a one-size-fits-all in large-scale projects, or whether project clients should use alternative commercial arrangements as a function of the way they segment project suppliers. Part (B) of the case sheds light on other major projects that BAA plans to develop, namely the Satellite C of Terminal 5 (T5C) and the Heathrow East Terminal. It explains that BAA decided not to use the T5 agreement for the Terminal C building, an Source: ecch
Case Author(s): Rahnema, Ahmad Publication Date: 11/13/2000 Product Type: Case (Field) Publisher: IESE University of Navarra Product Description: In February 2000, Dutch enterprise software company Baan N.V. was in danger of being kicked out of the Amsterdam Stock Exchange’s AEX index of blue chip stocks after its shareholder equity plunged to less than $10 million in the latest round of a series of management and financial crises. The Amsterdam Exchange had given Baan four weeks to improve its balance sheet or face proceedings that could lead to the de-listing of its shares. The new chief financial officer had to decide what equity financing strategy to pursue as the company sought to rebuild itself following a disastrous two years. HBS Number: IES089 Geographic Setting: Netherlands Industry Setting: Software industry Event Year Start: 2000 Event Year End: 2000 Subjects: Capital markets; Equity financing; Internet; Software; Stock exchanges Academic Discipline: Finance
Case Hulsink, W — Erasmus Universiteit Rotterdam Post, H — Erasmus Universiteit Rotterdam, Centre for Entrepreneurship Distributor: ecch (www.ecch.com) Reference: 802-021-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2002 Geo location: Global Industry: ERP systems and software Size: 6,000-7,000 employees Timing: 1995-1998 Topics: Network organisation; Fast growth strategy; Strategic alliance; Mergers and acquisitions; Increasing returns; Corporate venturing; Innovation; ERP (Enterprise Resource Planning) systems and software; Baan Company; McKinsey and Company Abstract: In the mid-1990s, the Dutch Baan Company was ranked the sixth largest software company in the world and number three in the Enterprise Resource Planning (ERP) market segment. Immediately after the company’s floatation in 1995, CEO Jan Baan launched an ambitious strategy for rapid growth through ongoing innovation and dynamic networking, with the aim of becoming a market leader in enterprise software. As a pioneer in the open client/server market, Baan was now seeking to improve its products and services to offer its customers greater flexibility and ease of application, with significantly lower investment and costs levels. To be successful and achieve rapid growth in this emerging market, Baan had to establish a network of co-makers and partners to develop, sell, and distribute its product package, as well as provide service support. In 1996, Jan Baan announced the creation of the Baan Web, inspired by McKinsey consultants and facilitated by a favourable price/earnings ratio. It was expected that a larger business web would be more interesting for Baan‘s customers because it would offer a better, more varied, and more innovative product range. Furthermore, if the number of installed software products would increase, the Baan Web would become m Source: ecch
Case Bell PC; Brudzynski M The marketing services manager at Babcock and Wilcox had determined that: “Despite being quite sophisticated in our analysis, we are not quite getting the information we need for our shop-load planning and scheduling. Our sales projections alsodrive our accounting and business forecasts, so we need to improve the way we develop our basic forecasts.” How can Babcock and Wilcox improve its forecasting? (A Microsoft Excel data file is available for use with this case, product 7A98E023.) Ivey Number: 9A98E023 Publication Date: 16/02/2000 Geographic Setting: USA/Canada Industry Setting: Construction other than Building Company Size: Large organization Event Year Start: 1997 Subjects: Forecasting, Risk Analysis, Simulation, Spread Sheet Application Functional Area: Management Science & Information Systems
Case Zhou, D; Shu, J Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 506-183-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: China Industry: Child car seat Size: Medium Timing: 2005 Topics: Marketing; China; Automobile / automotive; Child car seat; Manufacturer; Private sector; Market entry; Industry value chain Abstract: Ningbo Baby-first Industrial Company Limited (’Baby-first‘) in Ningbo, China, specialised in the production of child car seats. Baby-first had been taking overseas OEM (original equipment manufacturer) orders since the early 1990s. Within a few years, the company's annual export volume was nearly a million sets, with its major focus on markets in Europe, the US and south-east Asia. With the rapid growth of the domestic car market in China, Xu Lihong, the founder of Baby-first, was considering how he could sell child car seats in China. However, due to the immature market environment and lack of marketing experience, his first attempts did not receive satisfactory results. Its international competitors had advantages in technology, brand and economy of scale, while the domestic competitors were advantageous in cost and price. In this low-entry-barrier market, they were posing substantial threats to Baby-first.
Case Dana, L P — McGill University Distributor: ecch (www.ecch.com) Reference: 597-003-1 Language: English Category: Marketing Data source: Published sources Product Year: 1997 Geo location: Latin America Industry: Beverages Size: US$150m in profits in 1990 Timing: 1990s Topics: Trade; Marketing channels; Pull strategy; Product line extension; International product life cycle; Positioning; Market proximity Abstract: This case deals with an industry (beverage; hard liquor) on decline - a lesson in how to handle strategically when the product needs revitalisation to survive. The problem faced by Bacardi is that sales have gone down with the recession of the early 90s. Therefore, a marketing mix has to be considered that will improve performance, taking into account any pertinent uncontrollable variable. The company’s main strengths are the well-known brand and the big size ($150m in profits, 1990). A weakness, though, is that Bacardi have been too reliant on its rum and have nothing to fall back on. Among the opportunities to capitalise on is the large Latin American market with a growing middle class. A threat that has to be taken seriously is that of increased competition from local and multi-national foreign companies in the arena due to NAFTA and other free trade agreements. Recommendation: Pull strategy - make consumers (i.e. primarily young and vibrant ‘experiencers' in urban areas) desire it by (1) geographical diversification and (2) product line extension. The extension should respond to the low-alcohol-trend and consequently emphasise light rum and breezers.
Case Author(s): Landel, Robert D.; Zinner, Daniel Darden ID: UVA-OM-1067 Published: 3/8/2001 Copyright Year: 2001 Subject Area: Business Communications Keywords: Communication process; Communication strategy Teaching Note: UVA-OM-1067TN Abstract: This technical note provides a pedagogical overview of management communication for MBA education.
Case Author(s): Landel, Robert D.; Zinner, Daniel Darden ID: UVA-OM-1067 Published: 3/8/2001 Copyright Year: 2001 Subject Area: Business Communications Keywords: Communication process; Communication strategy Teaching Note: UVA-OM-1067TN Abstract: This technical note provides a pedagogical overview of management communication for MBA education.
Case H.Jeff SmithSteve Corcoran has been asked to recommend changes in the computer systems of this 21-restaurant chain. Past investments in technology have been haphazard, bringing duplication of effort and implementation problems to line management. Can the current system be fixed? Corcoran wonders whether technology could be used for strategic purposes in the future. Whatever he suggests, he must grapple with the details of implementation in a workforce that is not in the mood for another false start. Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: Systems Analysis and Design; Technology Topics:
Article Author(s): Rose, Stuart Publication Date: 05/01/2007 Product Type: Harvard Business Review Article HBS Number: R0705B Subjects: Customer service; Department stores; Inventory management; Organizational transformations; Product management Academic Discipline: Organizational behavior & leadership Product Description: Back in 1998, Marks & Spencer (M&S) was the first British retailer to reach a profit of 1 billion pounds. Just a few years later, profits were down to 145 million pounds, and the company’s share price stood at two-thirds of its previous high. The problem, says CEO Stuart Rose, was that M&S lost sight of what had made it great for more than a century. In this first-person account, Rose explains that he was hired in the spring of 2004 to turn the company around — just in time to stave off retail investor Philip Green‘s hostile takeover attempt. He spent his first six weeks convincing reporters, analysts, and investors that he was the one to lead Marks & Spencer back to prosperity. Then, after Green withdrew his bid, Rose put his plans for M&S to work. He knew that three things needed to be done right away: improve the product, improve the stores, and improve the service. One of his first and most important changes was to tighten the reins on inventory. When Rose arrived at M&S, assistant buyers were spending more than 300 million pounds of the company's money without oversight. Management now gets weekly inventory updates. With a keen eye on fundamentals like stock control, Rose has tried to return Marks & Spencer to the levels of profitability it achieved before its sharp decline. Although there is more to do, the company is back on track. In November 2006, M&S posted half-year profits of 405.1 million pounds — up 32.2% from the previous fiscal year. Rose attributes the turnaround almost entirely to a renewed focus on core values. Now, with signs of health in the business, he Source: Harvard
Article Author(s): Critelli, Michael J. Publication Date: 05/01/2005 Product Type: Harvard Business Review Article HBS Number: R0505B Subjects: Core competency; Emerging markets; Future; Leadership; Strategy formulation Academic Discipline: Competitive strategy Product Description: If you were the CEO of Pitney Bowes, the postage meter maker, how would you envision the future of the business? The company has an undeniable core competence in the solutions it provides to high-volume postal service users. But with snail mail on the decline, some would say that core has about as much future as the buggy whip. In this article, Pitney Bowes Chairman and CEO Michael Critelli gives us a glimpse of how he leads his company’s strategy development — and how that development has supported a counterintuitive return to the company‘s core after decades of diversification. He and others in the company begin the process by tapping into deeply knowledgeable people and organizations to understand key trends in the business and the rate at which change is occurring. Then, it's a question of the firm reshaping the environment in which it does business, whether through R&D investments or work with regulators and policy makers who influence market forces; this is especially important in emerging markets. Focusing on a core business area enables a company to find adjacent high-margin opportunities and to offer comprehensive solutions to customers. What stands out most sharply in this account, however, is the importance of having a strategist's mind-set. Whether Critelli is reading the day's news, visiting a key account, or spending an hour with his own people working in the context of a customer mail room, he is constantly extrapolating possible long-term competitive implications from the immediate facts. Often inspired by strategic thinkers, Critelli believes that the greatest thing he can do for his organization is to shift Source: Harvard
Article Author(s): Hicks, Christian; Pachamanova, Dessislava Publication Date: 07/01/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University HBS Number: BH241 Industry Setting: IT industry; Software industry Subjects: Compatibility; Innovation; IT infrastructure; Open-source software Academic Discipline: Management of information systems Product Description: Open source software (OSS) is a dramatically disruptive force in the software industry. While businesses see OSS succeeding, many of them have trouble gleaning the lessons that can be learned from the OSS phenomenon, since OSS development appears to be far removed from traditional business practices and principles. A major observation resulting from research on OSS products is that OSS product development is not only enabling innovations by its users, but also providing a structure for them to back-propagate into OSS products, a process that enhances compatibility in OSS products and presents a low-cost solution to the more general problem of servicing highly segmented markets. Argues that this innovative management process carries important insights for both commercial software vendors and companies outside the software industry.
Case Author(s): Gupta, Sunil; Shukla, Kavita; Clayton, Zach Publication Date: 04/13/2009 Revision Date: 08/14/2009 Product Type: Color Case HBS Number: 509026 Industry Setting: Broadcasting industry; Media; Telecommunications industry; Television Number of Employees: 28 Gross Revenues: 0 Event Year Start: 2008 Event Year End: 2009 Subjects: Advertising; Entrepreneurship; Innovation; Marketing strategy Academic Discipline: Marketing Product Description: Backchannelmedia (BCM), a three year old start-up, intended to completely disrupt the world of advertising by transforming the way Americans watched television. BCM had developed a technology to make television “clickable,” enabling viewers to interact with the content on their television screens. By April 2009, BCM had conducted consumer studies and field tests and the results were very promising. However, the industry was dominated by large players who could impede the introductions of new technologies. BCM’s founders would have to make critical decisions about how quickly to roll-out their technology, and to whom. Which industry players were allies? How would BCM monetize the value they would create? Would investors see as much potential in BCM as its founders? And how would the company‘s cash constraints impact the strategy in the current economic environment?
Case Wells, Louis T., Jr.; Sprague, Courtenay A brief history of foreign direct investment (FDI) is put forth, with emphasis on conflicts, accompanied by developments in the legal framework governing FDI, as well as international agreements and nonbinding principles formulated to resolve disputes brought in by FDI. Propositions provide a context from which core issues may be discussed by the students. Teaching Purpose: To explore the reasons for international conflict over foreign direct investment and the opportunities for international agreements to manage these conflicts. HBS Number: 9-796-148 Type: Case (Library) Publication Date: 4/1/1996 Revision Date: 11/20/1997 Geographic Setting: Unspecified Subjects: Foreign investment; International business; International finance; Negotiations
Case Heil, D; de Blois, L Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 301-183-5 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2001 Geo location: Global Industry: e-Commerce Size: Large Timing: 2000 Topics: Global strategy; Mergers, alliances and acquisitions; Finance and global investments; International marketing; Competitive strategies; Global networks and e-commerce; Entrepreneurship; Business philosophy and ethics Abstract: This background note is to accompany the case ’DIDATA: Globalising at warp speed‘ (301-183-1). The abstract of the case is a follows: Dimension Data (DD) was founded in 1983 by three friends as a local supplier of low-margin networking products. In 1987 it was listed on the Johannesburgh Stock Exchange. In 1996, Jeremy Ord, the Executive Chairman, and his top management team considered the developments in South Africa and in the IT industry internationally and decided to globalise. By 2000, the company had grown to a provider of global network integration services and global end-to-end i-Commerce to corporations, telecommunication service providers and New Economy companies. It was represented on five continents, in over 30 countries and employed more than 10,000 staff. Market value had increased from R30 million in 1987 to R53.2 billion by March 2000. The group was not only the largest IT company in South Africa, but one of the largest integration service businesses in the world. Over the past five years turnover had increased by a compound annual growth rate of 98 percent and headline earnings by 57 percent. DD conducted its business through a number of subsidiaries and associated companies, and enjoyed independence of supply due to its established supplier base. Listing on the London Stock Exchange o Source: ecch
Case Bhakar, S S — Prestige Institute of Management, Gwalior India Mehta, S — Prestige Institute of Management, Gwalior India Singh, T — Prestige Institute of Management, Gwalior India Jaiswal, G — Central Institute of Business Management Research and Development (CIBMRD) Bhingare, S — Dr Babasaheb Ambedkar University Agarwal, R — ICFAI, Gwalior Distributor: ecch (www.ecch.com) Reference: 309-010-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2009 Geo location: Gwalior Industry: Manufacturing Size: A company with more than 30 branches and 3 plants nationwide Topics: Backward integration; Strategic marketing management; Industrial marketing Abstract: This case is based on one of the leading Indian lighting companies, Sunstar Lighting Ltd. The company was manufacturing general lighting solutions (GLS) and fluorescent tube light (FTL). Under backward integration, the company expanded and set up their component division of glass shell and aluminum caps. The company believed that their efficient lighting equipment would cater to the large market for their GLS and FTL products. But the company had to face huge competition. The company was not getting the expected prices for their export assignments due to selling pressure. Also they were facing competition from the organised and unorganised sector, and Chinese and Korean products in the national market. The company was facing a great challenge from a changing customer demand pattern and an increase in awareness of energy conservation. The company’s top management was also worried about the selling of unused glass shell. The case discusses strategic marketing management and backward integration. It can be used for teaching the above concepts to executives and postgraduate management students for individual analysis and small g Source: ecch
Article Andreasen, Alan R. Successful research is designed to lead to actionable conclusions. By working backward and ascertaining results before the research actually hits the field, managers are more likely to get results they can work with. Managers must tell researchers the answers they need to accomplish company goals. By determining where they want to go, and then figuring out how to get there, both managers and researchers can expect successful research. HBS Number: 85301 Type: Harvard Business Review Article Publication Date: 5/1/85 Subjects: Market research; Polls & surveys
Callous: Al Dunlap—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7656BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Too often, callous leaders get away with heartlessness toward the very people whose well-being they are supposed to enhance and protect. Take the case of “Chainsaw” Al Dunlap, whose story is explored in this chapter. He is a prime example of a callous leader, and what happens when followers allow this type of bad leadership to continue unchecked.
Callous: Al Dunlap—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7656BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Too often, callous leaders get away with heartlessness toward the very people whose well-being they are supposed to enhance and protect. Take the case of “Chainsaw” Al Dunlap, whose story is explored in this chapter. He is a prime example of a callous leader, and what happens when followers allow this type of bad leadership to continue unchecked.
Claiming the Bad Side: Recognizing Both the Good and Bad Sides of Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7673BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: We must come to grips with the fact that leadership can be both good and bad. Americans, for both historical and political reasons, tend to assume that leaders are by definition good. They refuse to label as leaders those who may be considered lacking — people such as Nixon and Hitler, for example. In order to truly encourage good leadership, however, it is imperative that we acknowledge the shades of gray — and black.
Claiming the Bad Side: Recognizing Both the Good and Bad Sides of Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7673BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: We must come to grips with the fact that leadership can be both good and bad. Americans, for both historical and political reasons, tend to assume that leaders are by definition good. They refuse to label as leaders those who may be considered lacking — people such as Nixon and Hitler, for example. In order to truly encourage good leadership, however, it is imperative that we acknowledge the shades of gray — and black.
Comments and Corrections: Strategies for Preventing Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7661BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: How can we get from bad leadership to better leadership? In this chapter the author offers some thoughts on stopping bad leadership. Some of the suggestions for leaders include sharing power and not believing your own hype. Followers can help, too, by paying attention to what is happening, and being willing to take a stand, among other things.
Comments and Corrections: Strategies for Preventing Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7661BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: How can we get from bad leadership to better leadership? In this chapter the author offers some thoughts on stopping bad leadership. Some of the suggestions for leaders include sharing power and not believing your own hype. Followers can help, too, by paying attention to what is happening, and being willing to take a stand, among other things.
Corrupt: William Aramony—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7657BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Corrupt leaders can be found everywhere, even in seemingly virtuous places such as charitable organizations. Proof of this is William Aramony, former head of United Way of America. He, along with the followers who enabled him, took money from those who needed it most and stained the reputation of American charities. Here the author tells Aramony’s story, providing a hindsight view of what could have prevented this severe breach of trust.
Corrupt: William Aramony—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7657BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Corrupt leaders can be found everywhere, even in seemingly virtuous places such as charitable organizations. Proof of this is William Aramony, former head of United Way of America. He, along with the followers who enabled him, took money from those who needed it most and stained the reputation of American charities. Here the author tells Aramony’s story, providing a hindsight view of what could have prevented this severe breach of trust.
Costs and Benefits: Why We Need to Study Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7660BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Most books that examine leadership do so from the perspective that true leaders are good and ethical leaders, with little or no attention paid to bad leaders. With the costs of bad leadership being so high, ignoring its existence, and allowing it to continue, is a disservice to everyone involved. And focusing on leaders and shortchanging the role of followers, when the two should be looked at in tandem, only makes matters worse.
Costs and Benefits: Why We Need to Study Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7660BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Most books that examine leadership do so from the perspective that true leaders are good and ethical leaders, with little or no attention paid to bad leaders. With the costs of bad leadership being so high, ignoring its existence, and allowing it to continue, is a disservice to everyone involved. And focusing on leaders and shortchanging the role of followers, when the two should be looked at in tandem, only makes matters worse.
Evil: Radovan Karadzic—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7659BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: When leaders commit atrocities and still stay in power for years on end, their followers are anesthetized, inflamed, or terrorized — or they are in some way rewarded. A very powerful example is that of Radovan Karadzic, the leader responsible for ethnic cleansing in Bosnia. While he made the orders, many were only too eager to fall into line. Through his story, this chapter illustrates how this type of leadership wins the complicity of followers.
Evil: Radovan Karadzic—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7659BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: When leaders commit atrocities and still stay in power for years on end, their followers are anesthetized, inflamed, or terrorized — or they are in some way rewarded. A very powerful example is that of Radovan Karadzic, the leader responsible for ethnic cleansing in Bosnia. While he made the orders, many were only too eager to fall into line. Through his story, this chapter illustrates how this type of leadership wins the complicity of followers.
Insular: Bill Clinton—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7658BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: To insular leaders, human rights in general are less important than the rights, and even the needs and wants, of their specific constituencies. This chapter discusses the consequences of insular leadership using former President Bill Clinton’s failure to intervene in the Rwanda genocide as a case in point. The author‘s analysis of the situation points out mistakes Clinton made and why those mistakes were so costly.
Insular: Bill Clinton—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7658BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: To insular leaders, human rights in general are less important than the rights, and even the needs and wants, of their specific constituencies. This chapter discusses the consequences of insular leadership using former President Bill Clinton’s failure to intervene in the Rwanda genocide as a case in point. The author‘s analysis of the situation points out mistakes Clinton made and why those mistakes were so costly.
Intemperate: Marion Barry Jr.—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7655BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Intemperate leaders lack self-control and are abetted by followers who are unwilling or unable to intervene. Marion Barry Jr., former mayor of Washington D.C. was caught numerous times during his time in the public eye indulging in illicit behavior. As the author explains, he was able to stay in office only because of his followers turning a blind eye to his indiscretions.
Intemperate: Marion Barry Jr.—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7655BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Intemperate leaders lack self-control and are abetted by followers who are unwilling or unable to intervene. Marion Barry Jr., former mayor of Washington D.C. was caught numerous times during his time in the public eye indulging in illicit behavior. As the author explains, he was able to stay in office only because of his followers turning a blind eye to his indiscretions.
Making Meaning of Being Bad: Different Forms of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7652BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders are bad either because they are ineffective, or unethical. They can further be broken down into seven types, a list that ranges from incompetent to evil. Along with an overview of seven types, this chapter contains brief real-life examples of leaders who fit into each one. Examining this list will enable you to know more clearly what bad leadership looks like.
Making Meaning of Being Bad: Different Forms of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7652BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders are bad either because they are ineffective, or unethical. They can further be broken down into seven types, a list that ranges from incompetent to evil. Along with an overview of seven types, this chapter contains brief real-life examples of leaders who fit into each one. Examining this list will enable you to know more clearly what bad leadership looks like.
Reasons for Being Bad: Why Leaders and Followers Behave Badly Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7651BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders have various reasons for behaving badly, from the influence of others to being unwilling to control their desire for more. But why do people follow them? Using the extreme example of Nazi Germany, the author illustrates the different reasons followers put up with, or even actively support, a bad leader.
Reasons for Being Bad: Why Leaders and Followers Behave Badly Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7651BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders have various reasons for behaving badly, from the influence of others to being unwilling to control their desire for more. But why do people follow them? Using the extreme example of Nazi Germany, the author illustrates the different reasons followers put up with, or even actively support, a bad leader.
Rigid: Mary Meeker—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7654BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: With change occurring faster, more often and sometimes more suddenly and dramatically than before, leaders and followers who hold fast to the familiar are likely to lag behind. Mary Meeker was one such leader, refusing to shift gears when the stock market did. Her inability, or unwillingness, to adapt cost her loyal, and equally rigid, followers a lot of money.
Rigid: Mary Meeker—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7654BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: With change occurring faster, more often and sometimes more suddenly and dramatically than before, leaders and followers who hold fast to the familiar are likely to lag behind. Mary Meeker was one such leader, refusing to shift gears when the stock market did. Her inability, or unwillingness, to adapt cost her loyal, and equally rigid, followers a lot of money.
Webs of Significance: The Connection Between Leaders and Followers Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7572BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders are inescapably tied to their followers. We must remember that leaders acting alone are not responsible for bad leadership; leaders cannot lead at all unless followers follow.
Webs of Significance: The Connection Between Leaders and Followers Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7572BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders are inescapably tied to their followers. We must remember that leaders acting alone are not responsible for bad leadership; leaders cannot lead at all unless followers follow.
Case A Thomas M. BegleyJack Davis advised against acquiring Badger Plastics. But Newchem, Davis’ employer, had to take Badger in order to complete a larger deal. Now Davis has been assigned to complete the due diligence investigations and turn Badger around in a year‘s time. He is working against time and does not like what he sees. The (B) case presents the data gathered by Davis' team and the two major options for turning Badger around. Case (C) describes Davis' planning and implementation in the months of acquisition. Source: North American Case Research Association, Case Research Journal, Vol. 15, Issue 2, Spring 1995. Copyright 1995. Courses: Business Policy/Strategy; Finance; Operations Management; Organizational Behavior Topics:
Case Author(s): Applegate, Lynda M.; Montealegre, Ramiro; Nelson, H. James; Knoop, Carin-Isabel Publication Date: 04/12/1996 Revision Date: 11/06/1996 Product Type: Case (Field) Product Description: Describes the events surrounding the construction of the BAE baggage-handling system at the Denver International Airport. It looks specifically at project management, including decisions regarding budget, scheduling, and the overall management structure. Also examines the airport’s attempt to work with a great number of outside contractors, including BAE, and coordinate them into a productive whole, while under considerable political pressures. Approaches the project from the point of view of BAE‘s management, which struggles to fulfill its contract, work well with project management and other contractors, and deal with supply, scheduling, and engineering difficulties. May be used with: (9-396-312) BAE Automated Systems (B): Implementing the Denver International Airport Baggage-Handling System. HBS Number: 9-396-311 Geographic Setting: Denver, CO Industry Setting: Construction industry; Engineering Number of Employees: 365 Event Year Start: 1989 Event Year End: 1994 Subjects: Engineering; Management communication; Politics; Project management Academic Discipline: General management Supplementary Materials: Teaching Note, (5-399-099), 33p, by Lynda M. Applegate
Case Applegate, Lynda M.; Montealegre, Ramiro; Knoop, Carin-Isabel Describes the negotiations that took place between the City of Denver officials, airlines, consulting companies, and BAE for the construction of a backup baggage system to enable the Denver International Airport (DIA) to open. When DIA finally opens in February 1995, 16 months behind schedule, it has three separate baggage-handling systems instead of a single state-of-the-art integrated baggage handling system. Teaching Purpose: Students should review the entire project to distill the main lessons for city officials, DIA project managers and subcontractors such as BAE. May be used with: (9-396-311) BAE Automated Systems (A): Denver International Airport Baggage-Handling System. HBS Number: 9-396-312 Type: Case (Field) Publication Date: 5/21/96 Revision Date: 11/6/96 Geographic Setting: Denver, CO Industry Setting: engineering and construction Number of Employees: 365 Event Year Start: 1989 Event Year End: 1995 Subjects: Engineering; Management communication; Politics; Project management; Transportation services Supplementary Materials: Teaching Note, (5-399-099), 32p, by Lynda M. Applegate
Case Brown, R Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 595-032-1 Language: English Category: Marketing Data source: Field research Product Year: 1995 Geo location: London, UK Industry: Food retailing Size: From 1 to 50 employees Timing: 1990-95 Topics: Entrepreneurship; Small business growth; Finance Abstract: This is the first of a three case series (595-032-1, 595-033-1 and 595-034-1). The cases describe an entrepreneurial new business, Bagel Express, in London, through the first five years of its existence. Bagel Express (A) details the first year and practical divergences from the Business Plan. The issue is whether further outlets should be opened. The teaching objectives are to encourage entrepreneurship and highlight problems and opportunities in a new start business. A video ’595-032-3‘ is available to accompany the case series.
Case Brown, R Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 595-033-1 Language: English Category: Marketing Data source: Field research Product Year: 1995 Geo location: London, UK Industry: Food retailing Size: From 1 to 50 employees Timing: 1990-1995 Topics: Entrepreneurship; Small business growth; Finance Abstract: This is the second of a three-case series (595-032-1, 595-033-1 and 595-034-1). The cases describe an entrepreneurial new business, Bagel Express, in London, through the first five years of its existence. The (B) case describes years 2 opened and operational difficulties experienced. The issue is what actions should be taken to improve the business. The teaching objectives are to encourage entrepreneurship and highlight problems and opportunities in a new start business. A video ’595-032-3‘ is available to accompany the case series.
Case Brown, R Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 595-034-1 Language: English Category: Marketing Data source: Field research Product Year: 1995 Geo location: London, UK Industry: Food retailing Size: From 1 to 50 employees Timing: 1990-1995 Topics: Entrepreneurship; Small business growth; Finance Abstract: This is the third of a three-case series (595-032-1, 595-033-1 and 595-034-1). The cases describe an entrepreneurial new business, Bagel Express, in London, through the first five years of its existence. Part (C) describes actions taken, and the teaching objectives are to encourage entrepreneurship and highlight problems and opportunities in a new start business. A video ’595-032-3‘ is available to accompany the case series.
Case Rarick, C A — Barry University Distributor: ecch (www.ecch.com) Reference: 804-079-1 Language: English Category: Entrepreneurship Data source: Published sources Product Year: 2004 Geo location: Bahamas Industry: Baked goods Size: 8 employees Timing: 2000-2004 Topics: Bahamas; Caribbean; Tourism; Rum cakes Abstract: Nestled off the main tourist track of Nassau is a small cake factory that hopes to sell to the global marketplace. The Bahamas Rum Cake Factory is a local partnership that sells its freshly baked rum cakes in a small shop next door to its bakery. The Bahamas Rum Cake Factory must compete against bigger and better known producers as it attempts to place its products into the global product stream.
Case Mersha, T — University of Baltimore Distributor: ecch (www.ecch.com) Reference: 699-015-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 1999 Geo location: Ethiopia, East Africa Industry: Textile Timing: 1994 Topics: Managing LDCs; Managing the transition to a market economy; Process flow analysis; Turnaround strategy; Quality, productivity improvement in LDCs Abstract: This case study is concerned with a textile factory in Ethiopia, East Africa, which is struggling to survive in a market-oriented economy after years of operating in a centrally planned socialist system. Under the socialist regime, Bahr Dar Textile Factory (BDTF) produced fabric as specified in the government’s central plan and distributed its outputs to specific customers at a fixed price set by the government. In the 1990s, a privatisation program was initiated by the new Ethiopian government which allowed management autonomy to public enterprises, including BDTF. This also meant that the government will no longer subsidise its operations. BDTF was faced with several problems most of which were inherited from the socialist era, including excess workforce, low productivity and lack of direction that can enable it to launch a successful turnaround and become a viable enterprise in the new competitive environment. This case was sponsored by the Indiana University CIBER Case Collection.
Case Author(s): Pill, Huw; Mathis, Don Publication Date: 04/14/1998 Revision Date: 01/18/2005 Product Type: Case (Library) HBS Number: 798089 Geographic Setting: Asia Industry Setting: Banking industry Subjects: Crisis management; Currency; Economic analysis; Economic development; International banking; International finance Academic Discipline: Business & government Supplementary Materials: Teaching Note, (705014), 12p, by Rafael Di Tella, Ingrid Vogel Product Description: Describes, in detail, events precipitating crises. Provides both conventional and new explanations of crises. Presents a chronology of crises as the events unfold, and a brief summary of four particular countries (Malaysia, Indonesia, South Korea, Thailand) and their perspective development strategies (18 presented). May be used with: (799145) Note: Chronology of the Asian Financial Crisis.
Case Author(s): Pill, Huw; Mathis, Don Publication Date: 04/14/1998 Revision Date: 01/18/2005 Product Type: Case (Library) Product Description: Describes, in detail, events precipitating crises. Provides both conventional and new explanations of crises. Presents a chronology of crises as the events unfold, and a brief summary of four particular countries (Malaysia, Indonesia, South Korea, Thailand) and their perspective development strategies (18 presented). Teaching Purpose: Provides sufficient background for class discussion of financial crises — causes, consequences, implications, and prevention. May be used with: (1-799-145) Note: Chronology of the Asian Financial Crisis. HBS Number: 9-798-089 Geographic Setting: Asia Subjects: Asia; Currency; Economic analysis; Economic development; International banking; International finance; Management of crises Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-705-014), 12p, by Rafael Di Tella, Ingrid Vogel
Teaching Note For use with 9-798-089 HBS Number: 5-705-014 Subjects: Asia; Currency; Economic analysis; Economic development; International banking; International finance; Management of crises
Case Kevin F. McCrohan, Barra O’CinneideWhen corporate budgeted an 11 percent increase in world-wide sales for Baileys Irish Cream, two regional managers were nervous. Responsible for the U.S. and Europe, they accounted for 65 percent of Baileys sales and both felt such an increase was unlikely in their own territories. Yet corporate managers expected results, not complaints. Should they object to corporate objectives they felt were unrealistic? 1992 Source: North American Case Research Association, Case Research Journal, Spring 1994, Vol. 14, Issue 2. Courses: International Marketing; Marketing Management Topics:
Case Author(s): McAfee, Andrew P. Publication Date: 09/01/2005 Revision Date: 08/24/2006 Product Type: Case (Field) HBS Number: 9-606-010 Geographic Setting: United States Industry Setting: Consulting Number of Employees: 2,000 Gross Revenues: $1 billion revenues Event Year Start: 2001 Event Year End: 2005 Subjects: Growth; Information technology; Organizational change Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-606-011), 1p, by Andrew P. McAfee; Supplement (Field), (9-606-012), 4p, by Andrew P. McAfee Product Description: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain’s clients have been asking more and more IT-related questions of the firm‘s partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners.
Case Author(s): McAfee, Andrew P. Publication Date: 09/01/2005 Product Type: Supplement (Field) HBS Number: 9-606-011 Subjects: Growth; Information technology; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-606-010) Bain & Co.’s IT Practice (A).
Case Author(s): McAfee, Andrew P. Publication Date: 09/01/2005 Product Type: Supplement (Field) HBS Number: 9-606-012 Subjects: Growth; Information technology; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-606-010) Bain & Co.’s IT Practice (A).
Case Author(s): Yoshino, Michael Y.; Ormiston, Charles M. Publication Date: 09/28/1990 Product Type: Case (Field) Product Description: Raises management issues facing Bain & Co. in formulating its future global strategy and implementation of that strategy. HBS Number: 9-391-069 Geographic Setting: United States, Europe, Japan Industry Setting: consulting Number of Employees: 1,000 Event Year Start: 1990 Event Year End: 1990 Subjects: Consulting; Corporate culture; International business; Organization; Strategy formulation Academic Discipline: Business & government
Case Nanda, Ashish; Fagan, Perry L. In June 1998, Bain’s Compensation & Policy Committee meets to review candidates for elevation to partnership. The case presents the profiles of four candidates and ends with the promotion committee debating the merits of the candidates. Teaching Purpose: To explore the issues that have to be considered in deciding whether to promote a PS firm employee to partner. HBS Number: 9-899-066 Type: Case (Field) Publication Date: 2/2/1999 Revision Date: 3/7/2000 Geographic Setting: Global Industry Setting: consulting Number of Employees: 16,000 Gross Revenues: $500 million revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Business policy; Consulting; Employee promotions; Human resources management; Management of professionals; Partnerships; Professionals Supplementary Materials: Case Video, (9-800-503), 13 min, by Ashish Nanda
Case Yoshino, Michael Y.; Williamson, Peter J. Examines major strategic and organizational issues facing Bain & Co., a leading strategy consulting firm, regarding global expansion. The Bain partners must choose a course among many exciting and attractive opportunities for growth. Also explores organizational and managerial implications for various growth scenarios. Teaching Purpose: An excellent vehicle to explore strategic and organizational issues facing a successful professional service firm. HBS Number: 9-395-102 Type: Case (Field) Publication Date: 11/28/94 Geographic Setting: Global Industry Setting: consulting Number of Employees: 1,250 Gross Revenues: $250 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Business policy; Consulting; International business; Service management
Case Quelch, John A.; Laidler, Nathalie Bajaj Auto Ltd., the world’s second-largest manufacturer of two- and three-wheeler vehicles, is facing increasing competition in its domestic Indian market. The case evaluates appropriate marketing responses both in the Indian market and export markets. Teaching Purpose: To demonstrate the importance of product development within marketing and to analyze product-market fits. HBS Number: 9-593-097 Type: Case (Field) Publication Date: 06/03/1993 Revision Date: 07/24/1996 Geographic Setting: India Industry Setting: automotive Company Size: large Event Year Start: 1993 Event Year End: 1993 Subjects: Automotive supplies; India; International marketing; Product development Supplementary Materials: Teaching Note, (5-598-140), 14p, by John A. Quelch
Case Author(s): Groysberg, Boris; Sherman, Eliot Publication Date: 08/06/2007 Revision Date: 09/12/2008 Product Type: Case (Field) HBS Number: 408008 Geographic Setting: Global Industry Setting: Legal services Number of Employees: 10,000 Gross Revenues: $1 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Careers & career planning; Employee development; Employee retention; Hiring; Human resources management; International management Academic Discipline: Human resources management Supplementary Materials: Supplement, (408009), 30p, by Boris Groysberg, Eliot Sherman Product Description: Describes the process by which the largest law firm in the world developed a unique framework for personnel management. In 2004, John Conroy is about to take the reins as the leader of Baker & McKenzie, the largest law firm in the world by employees, with offices in 38 different countries. Facing an intensifying war for talent and associate retention concerns in some offices, Conroy has spearheaded the development of a framework for guiding the hiring, development, and retention of employees. As he is getting ready to introduce his framework at the firm’s annual meeting, however, he faces many questions about its implementation. Could a single framework effectively apply to lawyers across so many different regions and cultures? Had this framework properly identified the attributes needed to succeed at Baker & McKenzie? How would the firm‘s hundreds of partners react? Offers the industry- and firm-specific content necessary for students to explore these questions and more.
Case Author(s): Groysberg, Boris; Sherman, Eliot Publication Date: 08/06/2007 Product Type: Case (Field) HBS Number: 9-408-008 Geographic Setting: Global Industry Setting: Legal services Number of Employees: 10,000 Gross Revenues: $1 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Careers & career planning; Employee development; Employee retention; Hiring; Human resources management; International management Academic Discipline: Human resources management Supplementary Materials: Supplement, (9-408-009), 31p, by Boris Groysberg, Eliot Sherman Product Description: Describes the process by which the largest law firm in the world developed a unique framework for personnel management. In 2004, John Conroy is about to take the reigns as the leader of Baker & McKenzie, the largest law firm in the world by employees, with offices in 38 different countries. Facing an intensifying war for talent and associate retention concerns in some offices, Conroy has spearheaded the development of a framework for guiding the hiring, development, and retention of employees. As he is getting ready to introduce his framework at the firm’s annual meeting, however, he faces many questions about its implementation. Could a single framework effectively apply to lawyers across so many different regions and cultures? Had this framework properly identified the attributes needed to succeed at Baker & McKenzie? How would the firm‘s hundreds of partners react? Offers the industry- and firm-specific content necessary for students to explore these questions and more.
Case Author(s): Groysberg, Boris; Sherman, Eliot Publication Date: 08/06/2007 Revision Date: 09/12/2008 Product Type: Supplement HBS Number: 408009 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (408008) Baker & McKenzie (A): A New Framework for Talent Management.
Case Author(s): Groysberg, Boris; Sherman, Eliot Publication Date: 08/06/2007 Revision Date: 08/15/2007 Product Type: Supplement HBS Number: 9-408-009 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (9-408-008) Baker & McKenzie (A): A New Framework for Talent Management.
Case Author(s): Lipson, Marc Darden ID: UVA-F-1516 Published: 1/25/2007 Revised: 3/12/2007 Copyright Year: 2007 Subject Area: Finance Keywords: currency, hedging, finance, international Student Spreadsheet: UVA-S-F-1516 Abstract: A small adhesives company faces exchange-rate risks as it makes its first foray into international sales. The receipt of payment from an unhedged foreign currency denominated past sale illustrates potential currency risks while a potential follow-on order provides a context to discuss potential hedges. Additional richness is provided by the fact that the follow-on sale appears unprofitable unless the analysis acknowledges the irrelevance of overhead and that the market value of raw materials is below book value.
Article Shank, John K.; Niblock, Edward G.; Sandalls, William T., Jr. Long-range planning often involves conflicts between creativity and practicality. It is important to maintain an equilibrium when making trade-offs between plans and budgets. Three questions influence this balance: how to link planning data and financial statements; how to integrate people responsible for planning and people responsible for budget; and how to determine the proper sequence of annual planning and budgeting cycles. HBS Number: 73108 Type: Harvard Business Review Article Publication Date: 1/1/1973 Subjects: Budgeting; Corporate strategy; Creativity; Long term planning; Strategic planning
Case Author(s): Yoffie, David B.; Austin, Jane K. Publication Date: 08/08/1983 Product Type: Note Product Description: Provides an overview of balance of payments accounting and analytical presentation of balance of payments data. Includes sample transactions to illustrate the application of the basic accounting principles and definitions of the standard balances. May be used with: (9-383-073) Kennedy and the Balance of Payments. HBS Number: 9-384-005 Subjects: Balance of payments; EC single market; Economic policy; International trade; Monetary policy Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-385-241), 13p, by David B. Yoffie
Teaching Note For use with 9-384-005 HBS Number: 5-385-241 Subjects: Balance of payments; EC single market; Economic policy; International trade; Monetary policy
Case Author(s): Christmann, Petra Publication Date: 04/03/2004 Product Type: Exercise HBS Number: UV0986 Subjects: Balance of payments; Global business Academic Discipline: Finance Product Description: This exercise defines balance of payments as a statement of a country’s economic transactions with the rest of the world and explains its significance and utility, along with other essential economic terms related to understanding and calculating balance of payments. An exercise for calculating a country‘s balance of payments accompanies the note.
Case Author(s): Christmann, Petra Darden ID: UVA-BP-0473 Published: 4/3/2004 Copyright Year: 2002 Subject Area: Accounting and Control Keywords: balance of payments world trade Abstract: This exercise defines balance of payments as a statement of a country’s economic transactions with the rest of the world and explains its significance and utility, along with other essential economic terms related to understanding and calculating balance of payments. An exercise for calculating a country‘s balance of payments accompanies the note.
Case Author(s): Christmann, Petra Darden ID: UVA-BP-0473 Published: 4/3/2004 Copyright Year: 2002 Subject Area: Accounting and Control Keywords: balance of payments world trade Abstract: This exercise defines balance of payments as a statement of a country’s economic transactions with the rest of the world and explains its significance and utility, along with other essential economic terms related to understanding and calculating balance of payments. An exercise for calculating a country‘s balance of payments accompanies the note.
Case Author(s): Hawkins, David F.; Cohen, Jacob Publication Date: 05/30/2001 Revision Date: 03/05/2007 Product Type: Note HBS Number: 9-101-108 Subjects: Accounting; Balance sheets; Financial reporting Academic Discipline: Accounting & control Product Description: Discusses the accounting equation and defines common terms found in the statement. Also provides an example of the balance sheets of Coca-Cola Co., Ariba, Inc., and Safeway, Inc.
Case Author(s): Hamermesh, Richard G.; Lutz, Michele Publication Date: 02/20/2001 Revision Date: 05/04/2001 Product Type: Case (Gen Exp) Product Description: Focuses on an entrepreneur who founded a successful health food store and seeks to expand his retail concept, and illustrates the challenges he faces as he recruits his top management team. Teaching Purpose: To help students understand the typical provisions of an employment contract, including negotiations, and the consequences of those agreements over time. HBS Number: 9-801-169 Geographic Setting: New York, NYIndustry Setting: retailNumber of Employees: 25 Event Year Start: 1997Event Year End: 1999 Subjects: Agreements; Employee compensation; Entrepreneurship; Legal aspects of business; Negotiations; Retailing Academic Discipline: Entrepreneurship Supplementary Materials: Supplement (Gen Exp), (9-801-170), 2p, by Richard G. Hamermesh, Michele Lutz; Teaching Note, (5-801-372), 5p, by Richard G. Hamermesh, Michele Lutz
Teaching Note For use with 9-801-169 HBS Number: 5-801-372 Subjects: Agreements; Employee compensation; Entrepreneurship; Legal aspects of business; Negotiations; Retailing
Teaching Note For use with 9-801-170 HBS Number: 5-801-372 Subjects: Agreements; Employee compensation; Entrepreneurship; Legal aspects of business; Negotiations; Retailing
Article Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 09/13/2000 Product Type: HBS Press Chapter HBS Number: 1621BC Subjects: Compensation; Academic Discipline: Competitive strategy Product Description: The final linkage from high-level strategy to day-to-day actions occurs when companies link individuals’ incentive and reward programs to the Balanced Scorecard. Focuses on several approaches to linking incentive compensation to Balanced Scorecards, encouraging employee understanding and acceptance of organizational strategy. May be used with: (1611BC) Creating the Strategy-Focused Organization; (1612BC) How Mobil Became a Strategy-Focused Organization; (1613BC) Building Strategy Maps; (1614BC) Building Strategy Maps in Private Sector Companies; (1615BC) Strategy Scorecards in Nonprofit, Government, and Health Care Organizations; (1616BC) Creating Business Unit Strategy; (1617BC) Creating Synergies through Shared Services; (1618BC) Creating Strategic Awareness; (1620BC) Defining Personal and Team Objectives; (1622BC) Planning and Budgeting (Linking Operational Control Processes to Strategy); (1623BC) Feedback and Learning (Using the Balanced Scorecard to Create a Strategic Feedback System); (1624BC) Leadership and Mobilization; (1625BC) Avoiding the Pitfalls (Learning from Failed Balanced Scorecard Programs); (1714BC) The Strategy-Focused Organization FAQ.
Article Author(s): Kaplan, Robert S. Publication Date: 11/15/2002 Product Type: Balanced Scorecard Report Article Product Description: By adopting strategic performance measures, nonprofits can bring focus and discipline to their mission and much-needed information to donors and supporting organizations. The result: a more efficient marketplace that rewards effectiveness, thereby bringing bigger benefits to society. And in the post-Enron era, the stewardship and accountability that the Balanced Scorecard can help nonprofits achieve is just as relevant to the private sector as it is to the public sector. HBS Number: B0211A Subjects: Balanced scorecard; Corporate strategy; Nonprofit accounting; Nonprofit organizations; Nonprofit sector; Performance measurement; Strategy formulation; Strategy implementation Academic Discipline: General management
Article Author(s): Kaplan, Robert S.; Lamotte, Gaelle Publication Date: 03/15/2001 Product Type: Balanced Scorecard Report Article Product Description: No need to choose between a quality program and the Balanced Scorecard. Robert S. Kaplan, with co-author Gaelle Lamotte, believes that the BSC can co-exist with quality programs—like the Baldrige National Quality Program, Total Quality Management, and the European Foundation Quality Management Excellence Model. And co-exist not merely peacefully, but symbiotically. Following Kaplan’s Part I article, which examined the benefits of integrating the BSC with change initiatives like shareholder value and activity-based costing, here Kaplan and Lamotte examine how the BSC enhances quality programs--providing them focus and clear linkages to improvements in strategic customer and financial outcomes. Quality programs, in turn, offer a systematic discipline for improving critical business processes that enhance customer value propositions and increase productivity. May be used with: (B9911C) The Balanced Scorecard for Public-Sector Organizations. HBS Number: B0103D Subjects: Balanced scorecard; Corporate strategy; Strategy formulation; Total quality Academic Discipline: General management
Article Author(s): Olson, Eric M.; Slater, Stanley F. Publication Date: 05/15/2002 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Many managers have adopted a balanced scorecard approach to measuring performance. But "balance" implies that all measures are equally important in all settings. The authors endorse the multimeasure approach, but challenge the idea that all measures are equally important regardless of the product-market strategy adopted. Results of a survey of more than 200 businesses support this position. The most successful performers emphasized the measures and perspectives (customer, internal business, innovation and growth, financial) most appropriate to their strategy type (prospector, analyzer, low-cost defender, differentiated defender). HBS Number: BH075 Subjects: Balanced scorecard; Corporate strategy; Performance measurement Academic Discipline: General management
Article Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 07/01/2005 Product Type: Harvard Business Review Article HBS Number: R0507Q Industry Setting: Automotive industry; Chemical industry; Semiconductor industry Subjects: Balanced scorecard; Customer satisfaction; Goals; Implementation; Information systems; Innovation; Layoffs; Learning; Mission statements; Performance measurement; Process improvement; Strategy formulation; Suboptimization; Surveys Academic Discipline: Competitive strategy Product Description: Executives know that a company’s measurement systems strongly affect employee behavior. But the traditional financial performance measures that worked for the industrial era are out of sync with the skills organizations are trying to master. Frustrated by these inadequacies, some managers have abandoned financial measures like return on equity and earnings per share. “Make operational improvements, and the numbers will follow,” the argument goes. But managers want a balanced presentation of measures that allow them to view the company from several perspectives at once. In this classic article from January 1992, authors Robert Kaplan and David Norton propose an innovative solution. During a year-long research project with 12 companies at the leading edge of performance management, the authors developed a “Balanced Scorecard,” a new performance measurement system that gives top managers a fast but comprehensive view of their business. The Balanced Scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures related to customer satisfaction, internal processes, and the organization‘s ability to learn and improve — the activities that drive future financial performance. The Balanced Scorecard helps managers look at their businesses from four ess Source: Harvard
Case Author(s): Collins, George; Williams, Peter Darden ID: UVA-BP-0337 Published: 10/13/1993 Copyright Year: 1993 Subject Area: Operations Management Keywords: economic policy, public administration, diversity case Teaching Note: UVA-BP-0337TN Abstract: This case raises the issue of whether the United States should adopt a balanced-budget amendment. It is useful for discussions of fiscal policy, the role of government, and the budget process.
Case Author(s): Collins, George; Williams, Peter Darden ID: UVA-BP-0337 Published: 10/13/1993 Copyright Year: 1993 Subject Area: Operations Management Keywords: economic policy, public administration, diversity case Teaching Note: UVA-BP-0337TN Abstract: This case raises the issue of whether the United States should adopt a balanced-budget amendment. It is useful for discussions of fiscal policy, the role of government, and the budget process.
Article Author(s): Hackley, Susan Publication Date: 02/01/2005 Product Type: Negotiation Article Product Description: There are three tensions inherent in any negotiation, whether the goal is to make a deal or settle a dispute: (1) the tension between creating and distributing value, (2) the tension between empathy and assertiveness, and (3) the tension between principals and agents. Managing them is vital for successful negotiations. Learn how. HBS Number: N0502C Subjects: Competitive advantage; Conflict; Interpersonal behavior; Negotiations Academic Discipline: Negotiations
Article Brown, John Seely; Duguid, Paul Everyone knows that the way things are formally organized in most companies (their processes) is not the same as the way things are actually done (their practices). The difference between the two creates tension that can be very diffic HBS Number: R00309 Type: Harvard Business Review Article Publication Date: 5/1/2000 Subjects: Information management; Knowledge management; Knowledge transfer; Knowledge workers; Process innovation
Case DeLong, Thomas J.; O’Neil, Scott; Conneely, Catherine Balancing professional and private lives continues to challenge single and committed partners alike. Professionals are expected to work long hours. It is simply part of the ethos of professional service firms. This case focuses on the lives of three couples connected to professional service firms and their ensuing challenges in balancing professional and private life. HBS Number: 9-899-140 Type: Case (Field) Publication Date: 12/11/1998 Revision Date: 1/20/2000 Geographic Setting: United States Industry Setting: professional services Subjects: Career changes; Families & family life; Job satisfaction; Professional services
Case Mohanty, P — T.A. Pai Management Institute Madhavan, S — T.A. Pai Management Institute Killa, N — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 106-043-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2006 Geo location: India Industry: Power solutions Topics: Key performance area; Performance evaluation; Power solutions; Captive power plants installation; Collection of receivables; Cash out situation; Inter corporation deposits (ICDs); Cash movement; Cash balance; Balance sheet; Short term instruments Abstract: This abstract is currently unavailable.
Article Handy, Charles Given that organizations are seen more and more as minisocieties, the prospect of applying political principles to management makes a great deal of sense. Federalism is particularly appropriate because it offers a well-recognized system for dealing with paradoxes of power and control: the need to make things big by keeping them small; to encourage autonomy but within bounds; and to combine variety and shared purpose. Federalism responds to these paradoxes by balancing power among those in the center of the organization, those in the centers of expertise, and those in the center of the action—the operating businesses. Federalism avoids the risks of autocracy and the overcontrol of a central bureaucracy. It ensures a measure of democracy and creates a "dispersed center" that is more a network than a place. McKinsey Award Winner. HBS Number: 92604 Type: Harvard Business Review Article Publication Date: 11/1/92 Subjects: Board of directors; Business policy; Corporate governance; Decentralization; Leadership; McKinsey Award Winners; Organizational structure; Subsidiaries
Article Author(s): Bovet, David Publication Date: 08/01/2005 Product Type: Supply Chain Strategy Article Product Description: No matter the risks, global supply chains continue to grow longer and more complex as companies push deeper into uncharted territory in search of lower costs. As a result, the questions surrounding what managers should do about risk have never been more pressing. Do you add tons of inventory? Build myriad backup plans? Or rethink the whole thing and retreat from the cost-saving sourcing deals that are driving you into far-flung lands in the first place? While there are no easy answers — and, in most cases, no “right” answers -- there are frameworks for thinking about how to manage risk more effectively and to reach the right balance with potential return that will bring benefits to supply chain managers, strategic planners, and C-level executives alike. Learn to examine your basic supply-to-market strategy to ensure you’re following the course that best supports your business and to determine the right tactics to support your strategy. HBS Number: P0508C Subjects: Decision analysis; Outsourcing; Risk management; Strategic intent; Supply chain Academic Discipline: Operations management
Technical Note Author(s): Clawson, James G. Darden ID: UVA-OB-0323 Published: 4/3/1991 Revised: 4/25/2003 Copyright Year: 1986 Subject Area: Organizational Behavior and Human Resources Keywords: personal values,work-family,self-assessment, career management Abstract: This self-assessment instrument helps students assess their current level of development and then examine their allocation of time to see whether the daily and weekly structure of time allocation is consistent with their personal definition of success. It can be used alone or with such cases as “The Life and Career of a Senior Executive Officer” (UVA-PACS-0023).
Technical Note Author(s): Clawson, James G. Darden ID: UVA-OB-0323 Published: 4/3/1991 Revised: 4/25/2003 Copyright Year: 1986 Subject Area: Organizational Behavior and Human Resources Keywords: personal values,work-family,self-assessment, career management Abstract: This self-assessment instrument helps students assess their current level of development and then examine their allocation of time to see whether the daily and weekly structure of time allocation is consistent with their personal definition of success. It can be used alone or with such cases as “The Life and Career of a Senior Executive Officer” (UVA-PACS-0023).
Case Author(s): Wells, John R.; Raabe, Elizabeth A. Publication Date: 11/14/2005 Revision Date: 01/22/2008 Product Type: Case (Library) HBS Number: 9-706-450 Geographic Setting: United States Industry Setting: Fitness industry Number of Employees: 22,200 Gross Revenues: $954 million revenues Event Year Start: 2003 Event Year End: 2004 Subjects: Accounting; Competitive strategy; Five forces; Health; Industry analysis; Industry structure; Profits; Service organizations Academic Discipline: Competitive strategy Product Description: A modest health and tennis club in 1962, Bally Total Fitness had grown to become one of the major firms in the $14 billion U.S. health club industry in 2004. Throughout its history, Bally had faced its share of challenges as it rose to become a leading health club operator. The last couple of years had proven particularly difficult, however: Bally’s stock price had collapsed, it restated earnings in 2003 to the chagrin of stockholders, and the U.S. Securities and Exchange Commission began investigating the company‘s accounting procedures. Also, Bally faced significant competition from the likes of privately owned 24 Hour Fitness, which had $1 billion in sales in 2003. In 2004, under the direction of CEO Paul Toback, the company streamlined advertising efforts — targeting undertapped segments of the population — cut costs, and modified the firm's internal controls. Management's focus remained on increasing membership and maximizing revenue per member. Would Toback's efforts get the company's price back up, inspire stockholder confidence in Bally, and resist a rumored takeover, enabling Bally to remain a major player in the industry? May be used with: (9-706-404) 24 Hour Fitness.
Case Author(s): Wells, John R.; Raabe, Elizabeth A. Publication Date: 11/14/2005 Revision Date: 01/22/2008 Product Type: Case (Library) HBS Number: 9-706-450 Geographic Setting: United States Industry Setting: Fitness industry Number of Employees: 22,200 Gross Revenues: $954 million revenues Event Year Start: 2003 Event Year End: 2004 Subjects: Accounting; Competitive strategy; Five forces; Health; Industry analysis; Industry structure; Profits; Service organizations Academic Discipline: Competitive strategy Product Description: A modest health and tennis club in 1962, Bally Total Fitness had grown to become one of the major firms in the $14 billion U.S. health club industry in 2004. Throughout its history, Bally had faced its share of challenges as it rose to become a leading health club operator. The last couple of years had proven particularly difficult, however: Bally’s stock price had collapsed, it restated earnings in 2003 to the chagrin of stockholders, and the U.S. Securities and Exchange Commission began investigating the company‘s accounting procedures. Also, Bally faced significant competition from the likes of privately owned 24 Hour Fitness, which had $1 billion in sales in 2003. In 2004, under the direction of CEO Paul Toback, the company streamlined advertising efforts — targeting undertapped segments of the population — cut costs, and modified the firm's internal controls. Management's focus remained on increasing membership and maximizing revenue per member. Would Toback's efforts get the company's price back up, inspire stockholder confidence in Bally, and resist a rumored takeover, enabling Bally to remain a major player in the industry? May be used with: (9-706-404) 24 Hour Fitness.
Case O’Cinneide, B — University of Limerick Distributor: ecch (www.ecch.com) Reference: 593-060-1 Language: English Category: Marketing Data source: Field research Product Year: 1993 Geo location: Newcastle West, Ireland Industry: Drinks Size: 100 employees Timing: 1979-1989 Topics: New product development; Entrepreneurship; Marketing research; Publicity, advertising; Product range management; International marketing; ‘Start your own business'; Environmental analysis; Branding; Packaging Abstract: At the time, it seemed a daunting task facing a new Irish business venture: bottling spring water, and attempting to compete with the mineral water giant, Perrier. Yet, this is the story of 'Ballygowan' which has become a modern Irish fairy tale, with the entrepreneur, Geoff Read, 38, a millionaire in the process. The 'Ballygowan' concept arose from attendance at a 'Start your own business' course. The case describes the progression from evaluation of the market potential to location of a suitable water source with historical connections near a Co Limerick market town. It traces the search for an appropriate brandname and the development of distinctive product packaging. With a significant market share attained by the original 'natural' product, range extension was attempted with the addition of natural fruit extracts. The case describes Geoff Read's efforts to generate a cost effective marketing communications programme through publicity and strategically placed small ads.
Case Belford, Raymond Bama Pie has experienced phenomenal growth in the past 24 years based largely on their contract as the single-source pie suppliers to McDonald’s, as well as supplying pies to TCBY and breadsticks to Pizza Hut. This case analyses the company‘s future as it tries to break away from its association with McDonald's and build its own brand name. Publication Date: 1990 Revision Date: 1992 Geographic Setting: U.S. Industry Setting: Packaged Foods Event Year Start: 1968 Event Year End: 1992 Courses: Business Policy; Entrepreneurship Course Sequence: Implementation Subjects: Business Policy; Implementation; Leadership; Corporate Culture Supplementary Material: Teaching Note
Case Bell PC Harry Lev was reviewing the recent sales reports for Bamberger’s Department Store in an effort to assess whether or not the newly implemented Wednesday evening late openings had had a positive overall effect on sales. He was under some pressure todemonstrate that the sales during the extended hours were more than covering the added cost to the store of the late opening, since he had been instrumental in initiating this change despite strong employee resistance. If he could not clearly show afinancial benefit, he could expect pressure to discontinue the experiment. (A Microsoft Excel data file is available for use with this case, product 7A99E006.) Ivey Number: 9A99E006 Publication Date: 30/04/1999 Geographic Setting: USA Industry Setting: General Merchandise Stores Company Size: Medium organization Subjects: Data Analysis, Statistical Analysis, Probability, Retailing Functional Area: Management Science & Information Systems
Case Dana, L P — McGill University Distributor: ecch (www.ecch.com) Reference: 598-052-1 Language: English Category: Marketing Data source: Published sources Product Year: 1998 Geo location: Russia Industry: Ice cream Size: Medium Timing: 1992 Topics: Distribution; Promotion; Target market identification; Regulatory environment Abstract: Ben and Jerry’s Homemade Inc., founded in Vermont in 1978, is a corporation that makes frozen yoghurt and ice cream in unique as well as traditional flavours. The company‘s mission statement, important for long term strategic operation as well as for visible day-to-day decisions, could be separated into threes dimensions: besides a sound economic mission in favour of shareholders, Ben & Jerry's product mission is to produce, sell and distribute the finest quality of all natural ice cream and related dairy products in a wide variety of innovative flavours. The social mission, distinct as such, is to operate activities with focus on the role it could play in the structure of society: eg initiating innovative ways to improve the community's (local, national and international) quality of life, and holding a deep respect for the people inside and outside the company. Factors that make this company stand out, and at least on an ethical level, very suitable for exploitation in the Russian market is its environmental awareness - Ben & Jerry's, wishing to set up a full-scale manufacturing plant in Moscow and St Petersburg, due to a community orientation and its pioneering and leading efforts in waste management and recyclable packaging (85% post-consumer recycled waste paperboard) makes it more than welcome in the heavy-polluted industrial climate of Russia.
Article Author(s): Bucheli, Marcelo Publication Date: 11/01/2005 Product Type: Harvard Business Review Article Product Description: How Dole beat Chiquita by working around a restrictive EU trade policy instead of struggling against it. HBS Number: F0511E Geographic Setting: Africa; Caribbean; Europe; Latin America Industry Setting: Food industry; Fruit Subjects: Competitive strategy; Regulations; Strategy; Trade policy Academic Discipline: Competitive strategy
Case Barth, Mary E.; Coxe, Dale O. As Banc One’s use of derivatives had proliferated, investors and analysts had expressed increasing concern about the size of derivative portfolios, the potential sensitivity of their value to interest rate swings, and the lack of standardized reporting on their use. The case looks at Banc One‘s attempts to maintain stock value through annual report disclosure of derivatives and presentations on derivatives; traces derivative use at Banc One; and describes FASB statements on derivatives. HBS Number: 9-195-207 Type: Case (Library) Publication Date: 6/5/1995 Geographic Setting: Columbus, OH Industry Setting: banking Company Size: large Number of Employees: 45,000 Gross Revenues: $6 billion revenues (1992) Event Year Start: 1993 Event Year End: 1993 Subjects: Accounting procedures; Banking; Derivatives; Financial analysis; Financial reporting Supplementary Materials: Supplement (Library), (9-195-257), 3p, by Mary E. Barth, Dale O. Coxe
Case Author(s): Kanter, Rosabeth Moss; Myers, Paul S. Publication Date: 09/19/1989 Revision Date: 04/10/1990 Product Type: Case (Field) Product Description: Banc One Corp., an innovative and financially successful super-regional bank holding company, has a track record of upgrading performance of acquisitions while retaining previous management — doing better with the same people. In June 1989 Banc One made its first acquisition out of its home base region by purchasing McCorp’s insolvent Bridge Bank in Texas, with assets almost half that of the entire Banc One system. Banc One is now much larger and operating on new territory at a time when its decentralized operating philosophy is already strained by growth and innovation. Chairman John B. McCoy, who describes himself as “chief personnel officer,” has been active as a general manager in developing and upgrading people through a variety of means. What should he do to meet the performance challenges of the future? HBS Number: 9-390-029 Geographic Setting: United States Industry Setting: Banking industry Event Year Start: 1989 Event Year End: 1989 Subjects: Banking; Growth management; Holding companies; Personnel management Academic Discipline: General management Supplementary Materials: Teaching Note, (5-796-085), 10p, by Cynthia A. Montgomery
Case Heskett, James L. Concerns the decision about whether to negotiate non-financial measures into the company’s Management Information Control System (MTCS). These measures would describe factors such as customer satisfaction and customer loyalty. HBS Number: 9-395-024 Type: Case (Field) Publication Date: 8/4/94 Revision Date: 9/21/94 Geographic Setting: United States Industry Setting: banking Gross Revenues: $6 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Control systems; Customer relations; MIS; Service management
Case Author(s): Tufano, Peter; Esty, Benjamin C. Publication Date: 02/25/1994 Revision Date: 07/01/2008 Product Type: Case (Field) HBS Number: 294079 Geographic Setting: Columbus, OH Industry Setting: Commercial banking Company Size: large Number of Employees: 33,000 Gross Revenues: $4.3 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Derivatives; Financial management; Financial reporting; Interest rates; Liability; Risk assessment; Risk management Academic Discipline: Finance Supplementary Materials: Teaching Note, (298039), 14p, by Peter Tufano Product Description: Banc One’s share price has been falling recently due to analyst and investor concern over the bank‘s heavy use of interest rate derivatives. Dick Lodge, chief investment officer in charge of the bank's investment and derivative portfolio, must recommend to the CEO a course of action to allay investors' fears and communicate to the market the reasons for Banc One's use of derivatives. The bank uses interest rate swaps to manage the sensitivity of its earnings to changes in interest rates and as attractive investment alternatives to conventional securities.
Case Author(s): Tufano, Peter; Esty, Benjamin C. Publication Date: 02/25/1994 Revision Date: 07/01/2008 Product Type: Case (Field) HBS Number: 294079 Geographic Setting: Columbus, OH Industry Setting: Commercial banking Company Size: large Number of Employees: 33,000 Gross Revenues: $4.3 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Derivatives; Financial management; Financial reporting; Interest rates; Liability; Risk assessment; Risk management Academic Discipline: Finance Supplementary Materials: Teaching Note, (298039), 14p, by Peter Tufano Product Description: Banc One’s share price has been falling recently due to analyst and investor concern over the bank‘s heavy use of interest rate derivatives. Dick Lodge, chief investment officer in charge of the bank's investment and derivative portfolio, must recommend to the CEO a course of action to allay investors' fears and communicate to the market the reasons for Banc One's use of derivatives. The bank uses interest rate swaps to manage the sensitivity of its earnings to changes in interest rates and as attractive investment alternatives to conventional securities.
Case Author(s): Tufano, Peter; Esty, Benjamin C. Publication Date: 02/25/1994 Product Type: Case (Field) Product Description: Banc One’s share price has been falling recently due to analyst and investor concern over the bank‘s heavy use of interest rate derivatives. Dick Lodge, chief investment officer in charge of the bank's investment and derivative portfolio, must recommend to the CEO a course of action to allay investors' fears and communicate to the market the reasons for Banc One's use of derivatives. The bank uses interest rate swaps to manage the sensitivity of its earnings to changes in interest rates and as attractive investment alternatives to conventional securities. Teaching Purpose: Five objectives: 1) to teach students how banks measure and control their interest rate exposure; 2) to show how derivatives, specifically swaps, can be used as synthetic investments that are an alternative to traditional investments; 3) to highlight the salient differences between traditional investments and these synthetic investments (credit, regulatory capital, financial ratios, and liquidity); 4) to understand how the use of derivatives creates a need for other risk-management strategies (basis swaps); and 5) to highlight one institution's management policies to monitor and control derivatives activities. HBS Number: 9-294-079 Geographic Setting: Columbus, OH Industry Setting: commercial banking Company Size: large Number of Employees: 33,000 Gross Revenues: $4.3 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Derivatives; Financial management; Financial reporting; Interest rates; Liability; Risk assessment; Risk management Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-298-039), 14p, by Peter Tufano
Case Paul S. Myers, Rosabeth Moss Kanter, Paul W. MarshallThis case focuses on Chairman John B. McCoy, who has been active as a general manager in developing and upgrading people through a variety of means. Banc One is now much larger and operating on new territory at a time when its decentralized operation philosophy is already strained by growth and innovation. What should McCoy do to meet the performance challenges of the future? Source: Harvard Business School. Copyright 1990, Revised December 2, 1991. Courses: Business Policy/Strategy; Human Resources; Money and Banking Topics:
Case Author(s): Uyterhoeven, Hugo E.R.; Hart, Myra Publication Date: 10/19/1993 Revision Date: 09/12/1996 Product Type: Case (Field) Product Description: From a small local bank, Banc One has grown to one of the largest and most profitable banks in the United States under the leadership of its CEO, John B. McCoy. It has an impressive track record of improving the performance of its acquisitions while retaining the previous management and transferring its corporate culture. Banc One’s uncommon partnership and its “share and compare” practices are viewed as key to its success. How long will it be able to sustain its stellar track record, particularly when confronted with mounting industry pressures? It has broadened its strategy, resulting in a number of organizational challenges. Teaching Purpose: Assessing John B. McCoy as strategist, organization builder, and performer, as well as his “constructive conflict‘' approach. What lessons can be learned, particularly in terms of Banc One's acquisition approach? How is Banc One responding to the changing industry and how does it organizationally manage this change? HBS Number: 9-394-043 Geographic Setting: United States Industry Setting: banking Number of Employees: 32,700 Gross Revenues: $4.8 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Acquisitions; Banking; Business policy; Corporate culture; Decentralization; Growth management; Leadership Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-180), 7p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-394-043 HBS Number: 5-395-180 Subjects: Acquisitions; Banking; Business policy; Corporate culture; Decentralization; Growth management; Leadership
Case Heskett, James L.; Urban, Thomas N., Jr. In February 1995, Banc One faced the replacement of the "Uncommon Partnership," a basic operating strategy that had served it well for years. Leadership now struggled with the new protocols for replacement operating strategies. HBS Number: 9-396-315 Type: Case (Field) Publication Date: 3/28/96 Geographic Setting: United States Industry Setting: banking Event Year Start: 1995 Event Year End: 1995 Subjects: Financial services; Organizational change
Case Cappetta, R Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 905-028-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2005 Geo location: Milan, Italy Industry: Banking Timing: 1997-2002 Topics: Knowledge transfer; HR (human resources) mechanism Abstract: The intent of the case is to reflect on the topic of knowledge management. The aim is to highlight the difference between a knowledge management project and the construction of an electronic archive. This is the critical issue that top management at Mediolanum is facing, one that keeps the knowledge management project from taking off. Attention is entirely focused on the sophistication of the electronic instrument, but the main problems have to do with other factors; the codification/modifiability of knowledge, the motivation of operators to contribute with relevant knowledge, etc. Identifying and acting on organisational and human factors is essential to the success of a knowledge management project.
Case Author(s): Chu, Michael; Steege Hazell, Jean Publication Date: 02/06/2007 Revision Date: 04/24/2007 Product Type: Case (Field) HBS Number: 9-307-060 Geographic Setting: Latin America Industry Setting: Financial industry; Financial institution Number of Employees: 2,500 Gross Revenues: $185 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Competition; Globalization; International banking; Microfinance; Poverty; Social enterprise; Strategy formulation Academic Discipline: General management Product Description: Three leading Latin American microfinance banks join forces to face the new challenges of globalization, competition, and politics while common shareholder ACCION investments considers its options. From an initial project to share costs in the revamping of their IT systems, the Banca Regional Andino develops into the possibility of a common operating platform across three separate institutions, BancoSol of Bolivia, Mibanco of Peru, and Banco Solidario of Ecuador. The Banca Regional is a response to forces that the banks perceive as potentially threatening to their long history of success. In the process, presents the evolution of the national microfinance markets of Bolivia, Ecuador, and Peru within the context of global microfinance.
Case Author(s): Martinez-Jerez, F. Asis; Miller, Katherine Publication Date: 02/14/2007 Revision Date: 05/14/2008 Product Type: Case (Field) HBS Number: 107055 Geographic Setting: Spain Industry Setting: Banking industry Event Year Start: 1996 Event Year End: 1997 Subjects: Change management; Credit cards; Customer affinity; Customer data integration; Customer feedback; Customer relationship management Academic Discipline: Marketing Supplementary Materials: Supplement (Field), (107066), 7p, by F. Asis Martinez-Jerez, Katherine Miller Product Description: In 1996, CEO Fernando Garcia Checa wanted to make customer analytics a part of Bancaja’s new strategy. Bancaja, a savings bank based in Valencia, Spain, was expanding and wanted to exploit customer information to increase commercial effectiveness. At the same time, it was pushing for innovation in the nascent Spanish credit card market. To avoid the considerable investments of time and money that a large-scale customer relationship management (CRM) project would require, the bank decided to explore its benefits with a smaller pilot project. It appointed a CRM project team to design and implement a project focused on credit cards. Describes the challenges of the Spanish credit card market at the time, the methods for profiling credit card customers, and the variables involved in designing an optimal credit card. Concludes with a consideration of the decisions the CRM team had to make in designing the project, including whether to use conjoint analysis or implement a mini campaign.
Case Author(s): Martinez-Jerez, F. Asis; Miller, Katherine Publication Date: 02/14/2007 Revision Date: 05/29/2007 Product Type: Case (Field) HBS Number: 9-107-055 Geographic Setting: Spain Industry Setting: Banking industry Event Year Start: 1996 Event Year End: 1997 Subjects: Change management; Credit cards; Customer affinity; Customer data integration; Customer feedback; Customer relationship management Academic Discipline: Marketing Supplementary Materials: Supplement (Field), (9-107-066), 7p, by F. Asis Martinez-Jerez, Katherine Miller Product Description: In 1996, CEO Fernando Garcia Checa wanted to make customer analytics a part of Bancaja’s new strategy. Bancaja, a savings bank based in Valencia, Spain, was expanding and wanted to exploit customer information to increase commercial effectiveness. At the same time, it was pushing for innovation in the nascent Spanish credit card market. To avoid the considerable investments of time and money that a large-scale customer relationship management (CRM) project would require, the bank decided to explore its benefits with a smaller pilot project. It appointed a CRM project team to design and implement a project focused on credit cards. Describes the challenges of the Spanish credit card market at the time, the methods for profiling credit card customers, and the variables involved in designing an optimal credit card. Concludes with a consideration of the decisions the CRM team had to make in designing the project, including whether to use conjoint analysis or implement a mini campaign.
Case Author(s): Martinez-Jerez, F. Asis; Miller, Katherine Publication Date: 02/20/2007 Revision Date: 05/14/2008 Product Type: Supplement (Field) HBS Number: 107066 Subjects: Change management; Credit cards; Customer affinity; Customer data integration; Customer feedback; Customer relationship management Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (107055) Bancaja: Developing Customer Intelligence (A).
Case Author(s): Martinez-Jerez, F. Asis; Miller, Katherine Publication Date: 02/20/2007 Revision Date: 05/29/2007 Product Type: Supplement (Field) HBS Number: 9-107-066 Subjects: Change management; Credit cards; Customer affinity; Customer data integration; Customer feedback; Customer relationship management Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (9-107-055) Bancaja: Developing Customer Intelligence (A).
Case Author(s): Martinez-Jerez, F. Asis; Miller, Katherine Publication Date: 02/20/2007 Revision Date: 05/14/2008 Product Type: Supplement (Field) HBS Number: 107066 Subjects: Change management; Credit cards; Customer affinity; Customer data integration; Customer feedback; Customer relationship management Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (107055) Bancaja: Developing Customer Intelligence (A).
Case Author(s): Chu, Michael; Cuellar, Regina Garcia Publication Date: 01/28/2008 Revision Date: 07/18/2008 Product Type: Color Case HBS Number: 308094 Geographic Setting: Latin America Industry Setting: Banking industry Number of Employees: 3,203 Gross Revenues: $188,000,000 Event Year Start: 2007 Event Year End: 2007 Subjects: Developing countries; Microfinance Academic Discipline: General management Product Description: After an international IPO yielding extraordinary returns to original investors, Banco Compartamos, Mexico’s leading microfinance institution, contemplates its future strategic and competing priorities: maintaining growth, defending industry, leadership, preserving social mission and meeting the expectations of a demanding capital market. Additionally, Compartamos‘ Co-CEOs must decide how to face the highly polarized reactions in the microfinance industry to its IPO. In the process, the case examines the history of Compartamos, from its NGO origins to its license as a full service bank; describes the competitive context of low-income sector of financing in Mexico; and reviews the decisions leading to the IPO in the Mexican Stock Exchange.
Case Author(s): Chu, Michael; Cuellar, Regina Garcia Publication Date: 01/28/2008 Revision Date: 07/18/2008 Product Type: Color Case HBS Number: 308094 Geographic Setting: Latin America Industry Setting: Banking industry Number of Employees: 3,203 Gross Revenues: $188,000,000 Event Year Start: 2007 Event Year End: 2007 Subjects: Developing countries; Microfinance Academic Discipline: General management Product Description: After an international IPO yielding extraordinary returns to original investors, Banco Compartamos, Mexico’s leading microfinance institution, contemplates its future strategic and competing priorities: maintaining growth, defending industry, leadership, preserving social mission and meeting the expectations of a demanding capital market. Additionally, Compartamos‘ Co-CEOs must decide how to face the highly polarized reactions in the microfinance industry to its IPO. In the process, the case examines the history of Compartamos, from its NGO origins to its license as a full service bank; describes the competitive context of low-income sector of financing in Mexico; and reviews the decisions leading to the IPO in the Mexican Stock Exchange.
Case Author(s): Kanter, Rosabeth Moss; de Pinho, Ricardo Reisen Publication Date: 04/13/2005 Revision Date: 11/17/2008 Product Type: Case (Field) HBS Number: 305100 Geographic Setting: Brazil Industry Setting: Banking industry Number of Employees: 28,000 Event Year Start: 2000 Event Year End: 2005 Subjects: Change management; Corporate branding; Corporate strategy; Developing countries; Diversity; Leadership; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (306067), 13p, by Rosabeth Moss Kanter, Ryan Leo Raffaelli Product Description: ABN AMRO REAL made corporate social responsibility central to its brand, adding to customer focus and reflecting its values. Leaders developed the Bank of Value theme and implemented it through activities such as microfinance in poor communities, environmentally oriented lending products, socio-environmental screening of customers and suppliers, employee diversity, and reduction of waste and recycling. Now the fourth largest private bank in Brazil, its top leaders are assessing the first four years and wondering what to do next, as competitors adopt similar practices, reducing its competitive advantage, and as it wants to ensure its impact on social change in a country with daunting social problems. May be used with: (99306) From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation.
Case Author(s): Kanter, Rosabeth Moss; de Pinho, Ricardo Reisen Publication Date: 04/13/2005 Revision Date: 11/17/2008 Product Type: Case (Field) HBS Number: 305100 Geographic Setting: Brazil Industry Setting: Banking industry Number of Employees: 28,000 Event Year Start: 2000 Event Year End: 2005 Subjects: Change management; Corporate branding; Corporate strategy; Developing countries; Diversity; Leadership; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (306067), 13p, by Rosabeth Moss Kanter, Ryan Leo Raffaelli Product Description: ABN AMRO REAL made corporate social responsibility central to its brand, adding to customer focus and reflecting its values. Leaders developed the Bank of Value theme and implemented it through activities such as microfinance in poor communities, environmentally oriented lending products, socio-environmental screening of customers and suppliers, employee diversity, and reduction of waste and recycling. Now the fourth largest private bank in Brazil, its top leaders are assessing the first four years and wondering what to do next, as competitors adopt similar practices, reducing its competitive advantage, and as it wants to ensure its impact on social change in a country with daunting social problems. May be used with: (99306) From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation.
Case Planellas, M — ESADE Alemany, L — ESADE Distributor: ecch (www.ecch.com) Reference: 307-148-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2007 Geo location: Spain, Latin America, Europe Industry: Banking Size: 70 billion euros (market capital) Timing: 1984-2005 Topics: Growth strategy; Internationalisation; Retail banking; Entrepreneurial orientation; Banking in Spain Abstract: In July 2005 Grupo Santander received one of the Euromoney Awards for Excellence 2005 as the world’s best global bank. The award was given by Euromoney magazine, which is renowned for its reporting on banking and international finances. It was the first time that a Spanish bank had won the award. Euromoney pointed to Grupo Santander‘s strong growth over the last 20 years, which has turned it into one of the world's ten largest banks in terms of stock market capitalisation. A key winning point was Grupo Santander's acquisition of Abbey National in 2004, the UK's sixth largest bank. Emilio Botin, President of Grupo Santander, heard the news in his office, which is sited in the bank's spanking new corporate campus at Boadilla del Monte, near Madrid. The headquarter is located in a 160-hectare greenfield site occupied by more than six thousand employees. At that moment, he must have recalled the path blazed by his bank, now considered to be the world's best. He may well have thought back to the first time he attended the luncheon traditionally held by Spain's eight biggest banks. There is a Spanish translation available 'E307-148-1'.
Case Planellas, M — ESADE Alemany, L — ESADE Distributor: ecch (www.ecch.com) Reference: E307-148-1 Language: Spanish Category: Strategy and General Management Data source: Published sources Product Year: 2007 Geo location: Spain, Latin America, Europe Industry: Banking Size: 70 billion euros (market capital) Timing: 1984-2005 Topics: Growth strategy; Internationalisation; Retail banking; Entrepreneurial orientation; Banking in Spain Abstract: This is a Spanish translation of the case ’307-148-1‘. In July 2005 Grupo Santander received one of the Euromoney Awards for Excellence 2005 as the world's best global bank. The award was given by Euromoney magazine, which is renowned for its reporting on banking and international finances. It was the first time that a Spanish bank had won the award. Euromoney pointed to Grupo Santander's strong growth over the last 20 years, which has turned it into one of the world's ten largest banks in terms of stock market capitalisation. A key winning point was Grupo Santander's acquisition of Abbey National in 2004, the UK's sixth largest bank. Emilio Botin, President of Grupo Santander, heard the news in his office, which is sited in the bank's spanking new corporate campus at Boadilla del Monte, near Madrid. The headquarter is located in a 160-hectare greenfield site occupied by more than six thousand employees. At that moment, he must have recalled the path blazed by his bank, now considered to be the world's best. He may well have thought back to the first time he attended the luncheon traditionally held by Spain's eight biggest banks.
Case Author(s): John Zerio, Carolina Chahuan Eltit Abstract: Banco Santiago is one of the leading financial institutions in modern Chile. With the liberalization of trade in Chile, and the globalization of financial institutions, Banco Santiago is under increased pressure to maintain market share, margins, and profitability. To establish a more differentiated market presence, Banco Santiago launched a value segmentation strategy. A few months into the rollout, problems started to surface. Though relatively successful, the implementation process requires fine-tuning. The marketing leaders must face some critical decisions on how to regain momentum. Teaching: Appropriate for advanced marketing strategy courses at graduate level, and international marketing and management classes of an MBA program. Its primary focus is on strategy implementation. Thunderbird #: A12-03-0022 Setting: Chile; 2001/02 Industry: Banking Subjects: Marketing; financial services; strategy implementation; Latin America
Case Ogliastri, E — INCAE Business School Caballero, K — INCAE Business School Melgarejo, M — INCAE Business School Distributor: ecch (www.ecch.com) Reference: 108-047-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2008 Abstract: This abstract is currently unavailable.
Case Author(s): Kennedy, Robert E. Publication Date: 01/19/2002 Product Type: Case (Field) Product Description: Examines the founding and evolution of a for-profit microlending organization in Bolivia. Explores the mechanics of microlending, nonprofit and for profit approaches to serving the informal sector, and how the industry evolves over a 15-year period. Teaching Purpose: To introduce students to microenterprise finance and to consider industry evolution in an emerging market context. HBS Number: 9-702-019 Geographic Setting: La Paz, BoliviaIndustry Setting: microlendingNumber of Employees: 750Gross Revenues: $75 million revenues Event Year Start: 1986Event Year End: 2000 Subjects: Emerging markets; Financial services; Social enterprise Academic Discipline: Business & government
Case Iansiti, Marco; Moel, Alberto The Mexico city office of a large U.S. bank is asked by clients to develop currency swaps, a derivative financial product. This case deals with the new product development process in financial services, and the problems and issues that are raised in product development in a volatile environment. Teaching Purpose: To study the effect of an established product development policy in a new, uncertain environment. HBS Number: 9-697-044 Type: Case (Field) Publication Date: 11/15/1996 Revision Date: 9/18/1997 Geographic Setting: Mexico Industry Setting: financial services Number of Employees: 10,000 Gross Revenues: $60 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Banking; Financial services; Mexico; Product development Supplementary Materials: Teaching Note, (5-697-114), 15p, by Marco Iansiti
Case Ravasi, D Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 305-056-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Denmark Industry: Audio video Size: Medium Timing: 1991-1996 Topics: Brand management; Design management; Style; Luxury; Brand identity; Organisational identity; Design; Image Abstract: Bang & Olufsen is a Danish producer of high-end audio visual equipment. The case illustrates a turnaround combining aggressive cuts with fundamental changes in corporate culture and a bold renewal of product lines. The case can be used to encourage students to reflect on what it means to manage an organisation that produces highly expressive goods and what fundamental tensions it faces. The case can also be used to introduce the concept of organisational identity and discuss its relevance for design processes and strategic change. The story of Bang & Olufsen illustrates how building a strong brand requires a co-ordinated collective effort. In this respect, the case can be used to highlight how managing a brand requires developing and disseminating a clear and effective brand identity.
Case Author(s): Beyersdorfer, Daniela; Austin, Robert D. Publication Date: 09/01/2006 Revision Date: 09/05/2007 Product Type: Case (Field) HBS Number: 9-607-016 Geographic Setting: Denmark; Global Industry Setting: Consumer electronics Number of Employees: 2,300 Gross Revenues: $600 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Change management; Creativity; Design; Innovation; Management of professionals; Product design; Product development; Product differentiation Academic Discipline: Operations management Product Description: A successful company, recognized worldwide for exquisite design of consumer electronics products, strives to better integrate software design into its traditional physical product design processes to meet the demands of a post-iPod world. Details the Bang & Olufsen “design driven innovation” process, that works very differently than many companies’ product development processes, but allows this company to produce very high profit margin products that retain their margins for a very long time in an industry in which products come and go very quickly. The case helps students understand processes and practices that support the creation of highly differentiated products. It also deals with issues of change in an already successful context, and of managing highly creative staff who are vital to a company‘s business model.
Case Author(s): Light, Jay O.; Caravella, Mary Neuner Publication Date: 06/21/2001 Product Type: Case (Field) Product Description: In November 2000, six month-old start-up Bang Networks is preparing a proposal for its first paid subscription contract. The recent MBA founders of the new San Francisco-based company believe they have a unique new solution for effective delivery of real-time Web content. This case discusses how to negotiate with the large media company that has been an early beta customer and whom Bang could really use as a referenceable customer as it approaches its formal launch. Teaching Purpose: To illustrate the complexity and power imbalance involved in getting a new venture’s first customer deal to aid students in developing negotiating strategies for these situations. To sharpen students‘ skills in assessing their value proposition as compared to the other party's alternatives and deciding on content, timing, and sequencing of negotiations to develop and capture maximum value in a new venture setting. HBS Number: 9-201-111 Geographic Setting: San Francisco, CAIndustry Setting: high techCompany Size: start-upNumber of Employees: 20 Event Year Start: 2000Event Year End: 2000 Subjects: Internet; Negotiations; Pricing strategy Academic Discipline: Negotiations Supplementary Materials: Supplement (Field), (9-202-066), 2p, by Jay O. Light, Mary Neuner Caravella
Case Author(s): Light, Jay O.; Caravella, Mary Neuner Publication Date: 11/16/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-201-111) Bang Networks: The First Customer (A). HBS Number: 9-202-066 Subjects: Internet; Negotiations; Pricing strategy Academic Discipline: Negotiations
Case Author(s): Allayannis, Yiorgos; Shapiro, Andrew Publication Date: 10/03/2008 Product Type: Note HBS Number: UV1053 Industry Setting: Banking industry Subjects: Capital structure; Financial ratios Academic Discipline: Finance Product Description: This technical note accompanies the case titled “Suntrust Acquisition of National Commerce” and describes the various capital ratios that are commonly used in the banking sector as well as gives an example of those ratios using a hypothetical bank. It also discusses briefly Basel I and Basel II which shaped capital regulations and ratios in the banking sector.
Technical Note Author(s): Shapiro, Andrew; Allayannis, Yiorgos (George) Darden ID: UVA-F-1555 Published: 10/3/2008 Copyright Year: 2008 Subject Area: Finance Keywords: Bank Capital; Basel I; Basel II; Capital Ratios Abstract: This technical note accompanies the case titled “Suntrust Acquisition of National Commerce” (UVA-F-1554) and describes the various capital ratios that are commonly used in the banking sector as well as gives an example of those ratios using a hypothetical bank. It also discusses briefly Basel I and Basel II which shaped capital regulations and ratios in the Banking sector.
Case Author(s): Jenifer Daley Publication Date: 12/1/2006 Product Type: Case (Field) Ivey ID: 9B07M005 Geographic Setting: Jamaica Industry Setting: Banking Size: Not Applicabel Year of Event: 1999 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Financial Analysis; Developing Countries; Corporate Financial Reporting; Financial Crisis Major Disciplines: General Management; International Product Description: This case provides a springboard for a general discussion of banking problems and the issues facing decision-makers as a result. The central issues deal with identifying the causes of banking problems and the resolution of such banking problems in a developing country context. Students will discuss the causes of banks failures, the use of quantitative and qualitative data in assessing bank failures, alternatives facing decision-makers and, generally, the use of past information to predict future outcomes. The effects of, and the responses to, the failures contribute to an understanding of the Jamaican banking crisis and the related issues of regulation and supervision in three main ways.
Case Author(s): Chacko, George; Hecht, Peter; Dessain, Vincent; Sjoman, Anders; Plotkin, Adam Publication Date: 09/02/2004 Revision Date: 12/06/2004 Product Type: Case (Field) Product Description: In 2001, Bank Leu, a Swiss private bank, is considering creating the world’s first public fund for catastrophe bonds. Cat bonds are securities whose payments depend on the probability of a catastrophe occurring, such as an earthquake or hurricane. Cat bonds are traditionally issued by large insurance or reinsurance companies. Outlines the traditional reinsurance market and securitization efforts that have taken place in the past and focuses on Bank Leu‘s decision as a buy-side participant in the cat bond market. Teaching Purpose: To explore how insurance risks can be transferred to the capital markets and how risks in general can be brokered, securitized, and traded. HBS Number: 9-205-005 Geographic Setting: Zurich, SwitzerlandIndustry Setting: bankingNumber of Employees: 600Gross Revenues: 116 million CHF revenues Event Year Start: 2001Event Year End: 2001 Subjects: Bonds; Capital markets; Europe; Financial instruments; Financing; Institutional investments; Risk management; Switzerland Academic Discipline: Finance
Case Author(s): Thomke, Stefan; Nimgade, Ashok Publication Date: 09/17/2002 Revision Date: 10/28/2002 Product Type: Case (Field) Product Description: Describes how Bank of America is creating a system for product and service innovation in its retail banking business. Emphasis is placed on the role of experimentation in some two-dozen real-life “laboratories” that serve as fully operating banking branches and as sites for testing new ideas and concepts. Focuses on: 1) how learning from experimentation can be maximized; 2) incentive and reward systems that motivate employees to experiment in “life’‘ environments; and 3) the challenges of managing innovation in an industry that eschews risks, failure, and change. HBS Number: 9-603-022 Geographic Setting: United States Industry Setting: banking Number of Employees: 140,000 Gross Revenues: $20 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Banking; Financial services; Innovation; Operations management; Organizational change; Product development; Risk management; Service management Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-603-023), 1p, by Stefan Thomke, Ashok Nimgade; Teaching Note, (5-603-086), 16p, by Stefan Thomke
Case A Anne T. LawrenceCase A focuses on the dilemma faced by Bank of America executive Jim Jackson when the bank acquired in foreclosure a parcel of land in San Diego County whose development was constrained by an endangered species listing. What should the bank do with the property, which had an appraised value far below the amount of the bank loan? Case B describes the outcome: the creation of the nation’s first “conservation bank.” Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1995. Courses: Environmental Issues; Money and Banking; Real Estate Topics:
Case Author(s): Larson, Andrea; Eckhoff, Anne Darden ID: UVA-ENT-0092 Published: 1/30/2007 Copyright Year: 2006 Subject Area: Entrepreneurship and Innovation Keywords: Innovation, entrepreneurship, sustainable business, sustainability, triple bottom line, natural environment, environmental, ecology, ecological, strategy, implementation, financial returns Abstract: This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase describes Bank of America’s new headquarters building in New York City focusing on the “green” or sustainable design features used and anticipated benefits.
Case Author(s): Larson, Andrea; Eckhoff, Anne Darden ID: UVA-ENT-0092 Published: 1/30/2007 Copyright Year: 2006 Subject Area: Entrepreneurship and Innovation Keywords: Innovation, entrepreneurship, sustainable business, sustainability, triple bottom line, natural environment, environmental, ecology, ecological, strategy, implementation, financial returns Abstract: This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase describes Bank of America’s new headquarters building in New York City focusing on the “green” or sustainable design features used and anticipated benefits.
Case Author(s): Misawa, Mitsuru Publication Date: 11/10/2006 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU601 Geographic Setting: Japan Industry Setting: Banking industry; Financial industry Subjects: Business & government; Central banks; Economic policy; Finance; Inflation; Monetary policy Academic Discipline: Finance Supplementary Materials: Teaching Note, (HKU602), 8p, by Mitsuru Misawa Product Description: The Bank of Japan’s (BOJ) policy board convened for a two-day meeting starting March 8, 2006. It was expected the BOJ‘s Policy Board would decided to end its five-year, super-loose monetary stance, mainly because a set of predetermined conditions for terminating the quantitative easing had been met — including steady year-on-year growth in the core CPI (consumer price index). Under the quantitative easing approach, the BOJ had flooded the market with far greater amounts of liquidity than needed. A decision to end the policy meant Japan was returning to a normal monetary stance targeting interest rates after five years of pursuing an unorthodox policy designed to combat persistent deflation. The BOJ's decision was not easy. Although the law established the BOJ's independence, there was considerable opposition from the government, including Prime Minister Koizumi in particular, to an early dropping of the quantitative monetary easing. Because no major central bank had ever had such a loose-money policy, no one knew for sure how to end it smoothly.
Case Author(s): John G. Wilson; Gerard Seijts Publication Date: 2/4/2009 Product Type: Case (Gen Exp) Ivey ID: 9B09C004 Industry Setting: Banking Level of Difficulty: 4 - Undergraduate/MBA Subjects: Diversity in the Workplace; Elementary Data Analysis; Multiple Regression; Management Science and Info. Systems; Employee Relations; Labour Relations; Discrimination; Crisis Management Major Disciplines: Human Resource Management Product Description: The vice-president of the Bank of London was stunned to hear that the union representing clerical workers was initiating a complaint of gender discrimination in starting salaries. The vice-president had believed the Bank of London was actively promoting diversity and inclusion as a natural part of its culture; additionally, the senior leadership team understood how vital diversity and inclusion were to organizational effectiveness and growth. The vice-president was wondering what the accusation of discrimination was costing the Bank of London, and how to manage perceptions both inside and outside of the organization. To determine this, he wanted to understand if discrimination had in fact occurred and analyzed the following factors between male and female job-holders: beginning salary, time at current job, education and experience.
Case Author(s): William W. Sihler Description: The management of the Bank of Montreal is considering how best to structure the bank and investment bank groups that service the larger corporate market. Subjects: structuring; Darden ID: F-1319 Teaching Note: N/A
Case White RE; Paul-Chowdhury C Reflecting upon the bank’s performance over the last two years of his tenure, the CEO was pleased with the progress so far, particularly on the domestic side of the business. However, many international strategic opportunities remained to beaddressed. What should the bank be doing in the U.S. and with its U.S. subsidiary, the Harris Bank? As the investment banking business goes global, what should the bank do with its Canadian presence through its Nesbitt Thompson subsidiary.Furthermore, the bank‘s traditional corporate banking business was increasingly competing with investment bankers for the corporate and institutional business. The CEO felt that incremental change would not suffice. He wanted to present theemployees of the bank with a challenge - a vision of the future they could help create and that would help guide the organization's change process. (Two supplements to this case are available and address specific bank divisions - Bank of Montreal(B1): A North American Personal and Commercial Financial Services Strategy, case 9A95M013, and Bank of Montreal (B2): A North American Corporate and Institutional Financial Services, Investment Bank Strategy, case 9A98M013.) Ivey Number: 9A95M012 Publication Date: 17/11/1995 Revision Date: 23/01/2001 Geographic Setting: Canada/USA Industry Setting: Banking Company Size: Large organization Event Year Start: 1991 Subjects: Visioning, Corporate Strategy, Financial Institutions, International Business Functional Area: General Management
Case White RE; Paul-Chowdhury C This case is a sequel to Bank of Montreal (A): A Vision for the Future, case 9A95M012, which addressed the need to create a vision for the bank. This case focuses on the retail side of the bank and its U.S. subsidiary, the Harris Bank, particularlyon competition in Canada and the United States. Ivey Number: 9A95M013 Publication Date: 17/11/1995 Revision Date: 19/10/2001 Geographic Setting: Canada/USA Industry Setting: Banking Company Size: Large organization Event Year Start: 1991 Subjects: Visioning, Corporate Strategy, Financial Institutions, International Business Functional Area: General Management
Case White RE; Paul-Chowdhury C The Bank of Montreal has created a Vision for the Future for the bank (see Bank of Montreal (A), case 9A95M012). A related case, Bank of Montreal (B1): A North American Personal and Commercial Financial Services Strategy, case 9A95M013, takes thesituation forward three years and permits the students to see what happened and assess both the vision that was espoused and how well it is being accomplished. This case focuses on the bank’s corporate and investment banking businesses. Ivey Number: 9A98M031 Publication Date: 25/11/1998 Geographic Setting: Canada/USA Industry Setting: Banking Company Size: Large organization Event Year Start: 1994 Subjects: Visioning, Corporate Strategy, Financial Institutions, International Business Functional Area: General Management
Case Sharp DJ The Bank of Montreal’s Seoul branch manager has to decide how to respond to a change in local government banking regulations that effectively makes lending activities in Korea unprofitable. He has to consider the role of the Korean branch as part ofthe bank‘s global operations, and the local culture and regulatory environment. The main objective of the case is to provide an introduction to the Korean business environment as part of a political/economic/social/technological analysis. Ivey Number: 9A93B021 Publication Date: 12/11/1993 Revision Date: 6/5/2002 Geographic Setting: Korea/Canada Industry Setting: Banking Company Size: Large organization Event Year Start: 1993 Subjects: Control Systems, Intercultural Relations, International Finance Functional Area: Accounting
Case Portis B; Tebbutt P A two-year bank employee is at a decision point in her career. She must assess whether or not the actions and recommendations of the Task Force on the Advancement of Women in the bank will be successful in managing change. Specifically, she isconcerned with the “glass ceiling” - the barriers to the advancement of women - and the process used by the bank to eliminate the barriers. (A sequel to this case bearing the same name is available, case 9A92C008.) Ivey Number: 9A92C007 Publication Date: 5/8/1992 Revision Date: 29/04/2002 Geographic Setting: Canada Industry Setting: Banking Company Size: Large organization Event Year Start: 1992 Subjects: Women in Management, Career Planning, Management of Change, Employment Equity Functional Area: Human Resource Management
Case Portis B; Tebbutt P A project team manager faces the issues of managing employee’s expectations and minimizing the resistance to change while implementing an automated Job Vacancy Notification System (JVNS) at the bank. The JVNS was proposed by the Task Force on theAdvancement of Women to promote equal access to job information to all employees. This is a continuation of the Bank of Montreal Task Force (A) case 9A92C007 . Ivey Number: 9A92C008 Publication Date: 5/8/1992 Revision Date: 6/5/2002 Geographic Setting: Canada Industry Setting: Banking Company Size: Large organization Event Year Start: 1992 Subjects: Women in Management, Management of Change, Information Systems, Staffing Functional Area: Human Resource Management
Case Pearce MR; Mahieu Y Several years ago, Bank of Montreal conducted an intensive review of the wealth management areas of the Bank’s business and held national focus groups. The outcome of this research led to two main findings: Canadians were anxious about their money management decisions and they were looking for a new way to shop for money management. From these findings, Investore was born. The stores provided customers with everything to manage their money, ranging from a staff of money management experts toa resource library, Internet kiosks, touch-screen terminals, co-promotions and information seminars. The management of the Bank of Montreal was pondering the future of Investore. The five outlets and the mobile unit were performing well, but theynow faced major decisions about the next stages of development. Should the concept be expanded on a conservative or aggressive basis? Should any expansion go to new markets or infill existing major Canadian markets? Should expansion be in physicalstores or move onto the Internet platform? Should they make changes to the Investore concept? Should they change the funding model? Ivey Number: 9A99A033 Publication Date: 29/10/1999 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Company Size: Large organization Event Year Start: 1999 Subjects: Competition, Consumer Behaviour, Profitability Analysis, Retail Marketing Functional Area: Marketing
Case Wynant L; Talbot RE The Bank of N.T. Butterfield & Son, the second largest bank in Bermuda, is considering an expansion in Europe. The costs and benefits of an increased European presence must be assessed, as well as the most appropriate base of operations: either theU.K., Luxembourg or Germany. Ivey Number: 9A91B013 Publication Date: 1/1/1991 Revision Date: 2/4/2002 Geographic Setting: Bermuda Industry Setting: Banking Company Size: Large organization Event Year Start: 1990 Subjects: Financial Institutions, Internationalization Functional Area: Finance
Case Marie Bussing-BurksIn 1987, Bank of New York shocked the banking industry with a $1.4 billion hostile bid for Irving Bank. Irving’s immediate response was to resist the takeover, which thrust the two opponents into heated litigation battles. Irving finally ended its opposition and it agreed to the purchase, making it the highest-priced, most fiercely-contested acquisition in banking history. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Business Policy/Strategy; Finance; Money and Banking Topics:
Case Author(s): Lane HW; Mendes E; Powrie D Publication Date: 1/1/1986 Revision Date: 1/7/2004 Industry: Banking Abstract: The Bank of Nova Scotia has documents subpoenaed by a grand jury in the United States which is deliberating issuing an indictment against two U.S. citizens (clients of the bank) for drug trafficking and tax evasion. The documents are located in the Bahamas and the Cayman Islands. The bank has not been able to get permission from the islands to release the documents and complying with the subpoena would mean violating the bank secrecy laws of the islands. The bank is caught in a bind. Itschoices seem to be breaking the laws of the Cayman Islands and the Bahamas or the laws of the U.S. (A sequel to this case titled Bank of Nova Scotia (Brady Subpoena) (B), case 9A86G010, describes the decision made by the Bank.) Ivey Number: 9A86G009 Geographic Location: USA/Caribbean Company Size: Large organization Year of Event: 1983 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Political Environment; Government Regulation; Ethical Issues; International Finance
Case Author(s): Lane HW; Mendes E; Powrie D Publication Date: 1/1/1986 Revision Date: 1/7/2004 Industry: Banking Abstract: The Bank of Nova Scotia has documents subpoenaed by a grand jury in the United States which is deliberating issuing an indictment against two U.S. citizens (clients of the bank) for drug trafficking and tax evasion. The Cayman Island secrecy laws donot allow the bank to comply with the subpoena. This case is a sequel to a case bearing the same name, titled Bank of Nova Scotia (Brady Subpoena) (A), case 9A86G009. It describes the course of action the Bank of Nova Scotia took, the outcome ofthe legal fight and the consequences for the bank. Ivey Number: 9A86G010 Geographic Location: USA/Caribbean Company Size: Large organization Year of Event: 1985 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Political Environment; Government Regulation; Ethical Issues; International Finance
Case Conklin DW The Bank of Nova Scotia faced the decision whether to expand its investments in the Mexican bank, Inverlat. In 1995, it had to write down the value of its investments from $154-million to $10-million as a result of the Mexican peso crisis andsubsequent recession. This case examines the environment of business in Mexico during the time of the currency devaluation. In particular, it focuses on the factors underlying the peso crisis. Privatization of Mexico’s banks and liberalization ofregulations created new opportunities, but at the same time, resulted in extreme instability within the financial sector. While Mexico offered the opportunity to become a major player in the growing Latin American market, nevertheless there wererisks of major losses. (A sequel to this case is available, titled Bank of Nova Scotia: The Mexico Decisions (B), case 9A97H004.) Ivey Number: 9A96H001 Publication Date: 15/04/1996 Revision Date: 15/09/1998 Geographic Setting: Mexico Industry Setting: Banking Company Size: Large organization Event Year Start: 1996 Subjects: Financial Institutions, Management in a Global Environment, Environmental Change, Exchange Rates Functional Area: General Management
Case Frost TS; Campbell DD The Bank of Nova Scotia has decided not to increase its ownership in Grupo Financiero Inverlat. Details of the deal between the Bank of Nova Scotia and the Mexican Government are provided together with updated information about the Mexican economyand changes in the Mexican banking sector. This case provides material about events that follow the decision outlined in “Bank of Nova Scotia: The Mexico Decision (A)”, case 9A96H001. Ivey Number: 9A97H004 Publication Date: 16/04/1997 Revision Date: 3/10/2000 Geographic Setting: Mexico Industry Setting: Banking Company Size: Large organization Event Year Start: 1995 Subjects: International Business, Economic Conditions, Strategic Alliances, Risk Analysis Functional Area: General Management
Case Currie DM Bureaucrats from the Thailand central bank and Ministry of Finance meet to discuss the implications of abandoning the peg of the baht to the U.S. dollar. This is a role play supplement to Thailand, 1997, product 9B01M024. Ivey Number: 9B01M025 Publication Date: 27/09/2001 Geographic Setting: Thailand Industry Setting: Executive, Legislative & General Gov. Event Year Start: 1997 Subjects: Government and Business, Developing Countries, Economic Conditions, Exchange Rates Functional Area: General Management
Case Author(s): Schill, Michael J. Darden ID: UVA-F-1018 Published: 12/14/1992 Revised: 11/17/1997 Copyright Year: 1992 Subject Area: Finance Keywords: bank management bonds capital markets commercial banking diverse protagonist; Asian; option pricing; international case; diversity case; valuation; international Teaching Note: UVA-F-1018TN Abstract: In October 1990, the president of this bank (the 9th largest in Japan and 15th largest in the world) must design a financing plan with which to bring the bank into compliance with the new worldwide Bank for International Settlements’ (BIS) capital-adequacy standards. The alternatives include (1) slowing the growth of the bank, (2) issuing equity, and (3) issuing convertible subordinated debentures. The tasks of the student are to compare and contrast the equity and convertibles tactics and to recommend a possible price or coupon rate for the convertible issue.
Case Author(s): Schill, Michael J. Darden ID: UVA-F-1018 Published: 12/14/1992 Revised: 11/17/1997 Copyright Year: 1992 Subject Area: Finance Keywords: bank management bonds capital markets commercial banking diverse protagonist; Asian; option pricing; international case; diversity case; valuation; international Teaching Note: UVA-F-1018TN Abstract: In October 1990, the president of this bank (the 9th largest in Japan and 15th largest in the world) must design a financing plan with which to bring the bank into compliance with the new worldwide Bank for International Settlements’ (BIS) capital-adequacy standards. The alternatives include (1) slowing the growth of the bank, (2) issuing equity, and (3) issuing convertible subordinated debentures. The tasks of the student are to compare and contrast the equity and convertibles tactics and to recommend a possible price or coupon rate for the convertible issue.
Case Author(s): Phillips, Peter L.; Greyser, Stephen A. Publication Date: 01/01/2001 Product Type: Case (Field) Publisher: Design Management Institute HBS Number: DMI009 Geographic Setting: United States Industry Setting: banking Event Year Start: 1968 Event Year End: 1998 Subjects: Acquisitions; Bank management; Brand management; Commercial banking; Corporate branding; Corporate strategy; Financial institutions; Growth strategy; Market positioning; Mergers & acquisitions; Organizational change Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (DMI010), 4p, by Peter L. Phillips, Stephen A. Greyser Product Description: Chronicles the 30-year evolution of Bank One’s business strategy of growth through acquisition and the resulting branding issues encountered by the need to rebrand the acquired existing entities. Begins in 1968 — at the start of the newly formed First Banc Group of Ohio, Inc. — a holding company created by the McCoy family to acquire other small banks in the state of Ohio. The banks were to be renamed “Bank One.” Continues through the next 30 years of growth, marketing innovations, and expansion to many states beyond its Ohio base. This period of growth and change produced numerous challenges to the company‘s identity. The principal focus of the case is on the major branding obstacles associated with Bank One's merger with First Chicago NBD, a very large commercial bank. First Chicago NBD represented the first major commercial bank to become a member of the Bank One family of dominantly retail banks. Issues encompass whether the First Chicago NBD name should be changed to Bank One, as had been done for all previous retail bank acquisitions over the years, or retain its name using only the endorsement, “A Bank One Company.” Further complicating the situation is a major Bank On Source: Harvard
Case Foerster SR A pension fund manager was examining Bank of Montreal’s recent financial performance in comparison with other large Canadian bank stocks, and large U.S. bank stocks as well, to determine what factors appeared to be driving the stock‘s performance.He then needed to consider whether to change the fund's investment in the stock. This case examines the usefulness of financial performance measures and examines what drives stock values. Ivey Number: 9A96B055 Publication Date: 24/10/1996 Revision Date: 4/8/1998 Geographic Setting: Canada Industry Setting: Holdings and other Investment Companies Company Size: Large organization Event Year Start: 1996 Subjects: Valuation, Financial Analysis, Financial Institutions Functional Area: Finance
Technical Note Author(s): Ramraika, Baijnath; Allayannis, Yiorgos (George); Darden ID: UVA-F-1582 Published: 4/7/2009 Copyright Year: 2009 Subject Area: Finance Keywords: Bank credit quality; Capital; Liquidity; Profitability metrics Abstract: This technical note describes some of the key issues that bank analysts, ratings agencies, and the market broadly examine to understand the financial health of a bank and ultimately to estimate its value. Specifically, the note discusses alternative credit quality, capital, liquidity, and profitability metrics and provides related terminology.
Case Author(s): Conklin DW; Hunter T Publication Date: 3/24/1999 Revision Date: 1/12/2006 Product Type: Case Ivey ID: 9A99M008 Geographic Setting: Russia Industry Setting: Banking Size: Large organization Year of Event: 1998 Level of Difficulty: MBA Subjects: Restructuring; Corporate Strategy; Financial Institutions; Political Environment Functional Area: General Management Product Description: Through acquisitions and innovative management, Moscow Joint Stock Commercial Bank "Vozrozhdeniye" (V.Bank), had grown to be one of the largest banks in Russia. In a market with many competitors of varying strength and reliability in an unstablebusiness environment, V.Bank was attempting to become a true commercial bank, fashioned after the operations of western banks. The Canadian Imperial Bank of Commerce had undertaken a World Bank contract to assist V.Bank in this process. However, inOctober 1998, as the Russian economy grew worse, management of V.Bank wondered if it would be able to survive the crisis, let alone continue towards its goal of transforming its operations into those that were competitive with the western banks. This case is appropriate for courses where the goal is to provide students with the ability to understand and forecast broad economic forces and incorporate this information into a decision-making process. The student is forced to make strategicdecisions in a situation of uncertainty and instability, and in crisis mode, in an emerging market. Issues that need to be resolved include privatization, economic and monetary policy, IMF and World Bank intervention, societal stability, andgovernment regulation.
Case Author(s): David W. Conklin; Danielle Cadieux Publication Date: 2/6/2006 Revision Date: 5/31/2007 Product Type: Case Ivey ID: 9B06M014 Geographic Setting: Russia Industry Setting: Banking Size: Large Level of Difficulty: 4 — Undergraduate/MBA Subjects: Government and business; Financial institutions; Business policy Major Disciplines: General Management; International Product Description: By 2006, in spite of lack a of significant reforms, the Russian banking system had recovered from the 1998 crisis, and its indicators such as capital, assets, and loans greatly exceeded the levels prior to 1998. The Russian economy had expanded rapidly, largely as a result of higher energy prices. However, many analysts were concerned about the large role played by oil and gas, and feared that energy exports were keeping the value of the ruble so high that non-energy manufacturing was being hurt. V. Bank had survived the 1998 crisis, and was considered one of the top 25 banks. In spite of this progress, its financial reports emphasized a series of concerns. Furthermore, Russia’s political situation seemed precarious, as illustrated in the Khodorkovsky crisis, as a result of which Gazprom and the Yukos assets returned to majority state ownership. Some analysts pointed to a revival of authoritarian and arbitrary state intervention, and debated the possibility of a liberal political reaction in Russia similar to the “Orange Revolution” in the Ukraine.
Case Van der Sijde, P — University of Twente Groen, A J — University of Twente Distributor: ecch (www.ecch.com) Reference: 803-027-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2003 Geo location: The Netherlands Industry: High technology and corporate banking Size: Large Timing: 1993-2003 Topics: Entrepreneurship; Start-up business plan; Banking relationships; ICT services; Measurement and reporting of intangibles; Regional development; Economic regeneration; Valuation of intangible assets Abstract: This case is part of the PRISM case study portfolio of 15 cases on the intangible economy, funded by the European Commission. This case contains two stories that are related, but also separate. In both stories intangible aspects of entrepreneurship are central. On the one hand it is the story of the start of a firm called TeleCats BV, a company that entered the area of interactive voice response systems. Typically, entrepreneurs proposing a start-up have ideas and enthusiasm but few, if any, tangible assets. Based on TeleCats’ business plan, an analysis of the intangible aspects of entrepreneurship can be made. On the other hand it is the story of a banking initiative to help revitalise a geographical region. And, in particular, the role of intangible aspects in valuation processes applied by banks to loan applications made by entrepreneurs who wish to start up new businesses in that region. TeleCats‘ business plan was refused by bankers in the depressed region until the entrepreneurs approached Rabobank, a bank co-operative whose managers were equipped to take intangible assets into account. This case reveals the importance of non-banking aspects in entrepreneurship. It offers lessons for entrepreneurs who are learning to deal with banks and, equally, for bank managers or regional developers who seek to recognise Source: ecch
Technical note Van der Sijde, P — University of Twente Groen, A J — University of Twente Distributor: ecch (www.ecch.com) Reference: 803-027-6 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2003 Geo location: The Netherlands Industry: High technology and corporate banking Size: Large Timing: 1993-2003 Topics: Entrepreneurship; Start-up business plan; Banking relationships; ICT services; Measurement and reporting of intangibles; Regional development; Economic regeneration; Valuation of intangible assets Abstract: This technical note is to accompany the case ’Banking and Entrepreneurship: Assessing and Fostering the Value of Intangibles‘ (803- 027-1) and is supplied free of charge when the case is ordered. The case abstract is as follows: This case contains two stories that are related, but also separate. In both stories intangible aspects of entrepreneurship are central. On the one hand it is the story of the start of a firm called TeleCats BV, a company that entered the area of interactive voice response systems. Typically, entrepreneurs proposing a start-up have ideas and enthusiasm but few, if any, tangible assets. Based on TeleCats' business plan, an analysis of the intangible aspects of entrepreneurship can be made. On the other hand it is the story of a banking initiative to help revitalise a geographical region. And, in particular, the role of intangible aspects in valuation processes applied by banks to loan applications made by entrepreneurs who wish to start up new businesses in that region. TeleCats' business plan was refused by bankers in the depressed region until the entrepreneurs approached Rabobank, a bank co-operative whose managers were equipped to take intangible assets into account. This case reveals the importance of non-banking aspects in entrepreneurship. It offers lessons for entrepreneurs w Source: ecch
Case Jelassi, T — EuroArab Management School Enders, A — HHL Leipzig Graduate School of Management Distributor: ecch (www.ecch.com) Reference: 699-016-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 1999 Geo location: Germany Industry: Banking Size: Medium Timing: 1998 Topics: Establishing a nation-wide branch-less bank; Building customer relationships; Leveraging IT capabilities; Superior customer service; Aligning business and marketing strategy with IT strategy; Electronic commerce Abstract: The case discusses the launch of Advance bank, the branch-less bank in Germany to offer a full range of banking services and investment advice. A unique feature of Advance bank is that it was built from scratch without relying on the products and banking infrastructure of its parent company, a branch-based bank. The bank’s concept is that of a virtual company that sources its services and products from different financial providers spread out all over Germany and integrates them through a seamless interface with the customer. The case also discusses how a bank combines the offering of its services through a variety of distribution channels (telephone, PC, and Internet). Customers can perform online standardised banking operations. For highly personalised and complex products, financial advice is offered by integrating telephone and Internet capabilities, thus allowing simultaneous voice and data communication with the customer. The case concludes by highlighting the future challenges facing the Advance Bank. The teaching objectives include: (1) to contrast the business models of a traditional, brick-and-morter bank and a virtual, branch-less bank; (2) to assess the design and launch of the Advance Bank and determine ways of improving its operations in Germany; (3) to analyse the role of IT and of Source: ecch
Case Author(s): John S. Haywood-Farmer; Brad Baker; Rob Levy Publication Date: 1/31/2008 Revision Date: 4/3/2008 Product Type: Case Teaching Note: 8B08D02 Ivey ID: 9B08D002 Geographic Setting: Canada Industry Setting: Business Services Size: Medium Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Job Requirements; Management of Professionals; Corporate Culture Major Disciplines: Production and Operations Management Product Description: Emily Holland-Power was eager to start looking for permanent employment. Holland-Power was entering the final year of the two-year honours bachelor of arts program in business administration at the Richard Ivey School of Business at The University of Western Ontario in London, Ontario. From her summer work at Lalani, O?Hagan & John, an accounting firm in London, she had concluded that accounting was not for her. However, she had also decided that she wanted to work in a professional firm. Thus, Holland-Power wanted to learn more about opportunities in management consulting and investment banking. She decided to meet with two of her classmates who had worked in each of these occupations. After asking them about various aspects of their jobs and the firms for which they worked, Holland-Power needed to decide which career path to pursue.
Case Author(s): Martinez-Jerez, F. Asis; Miller, Katherine Publication Date: 05/04/2007 Revision Date: 05/28/2008 Product Type: Case (Field) HBS Number: 107070 Geographic Setting: Spain Industry Setting: Banking industry Event Year Start: 2003 Event Year End: 2003 Subjects: Banking; Customer & client analysis; Customer profitability; Mortgages Academic Discipline: Finance Supplementary Materials: Supplement (Spreadsheet), (107708), 0p, by F. Asis Martinez-Jerez; Teaching Note, (107080), 20p, by F. Asis Martinez-Jerez Product Description: Describes how Bankinter, a mid-sized Spanish bank, altered the information set available to its customer-facing employees. In the spring of 2003, Bankinter introduced an Excel-based program called the mortgage simulator that helped branch managers calculate the price of a mortgage and estimate the customer lifetime value (CLV). Facilitates a discussion of the impact of such a change in the information set for employees when the incentives and decision rights remain unchanged. Also examines the tradeoffs front-line employees face as they divide their efforts between reaching new customers and increasing the amount of cross-selling to existing customers.
Case Author(s): Martinez-Jerez, F. Asis; Miller, Katherine Publication Date: 05/04/2007 Product Type: Case (Field) HBS Number: 9-107-070 Geographic Setting: Spain Industry Setting: Banking industry Event Year Start: 2003 Event Year End: 2003 Subjects: Banking; Customer & client analysis; Customer profitability; Mortgages Academic Discipline: Finance Supplementary Materials: Supplement (Spreadsheet), (9-107-708), 0p, by F. Asis Martinez-Jerez; Teaching Note, (5-107-080), 20p, by F. Asis Martinez-Jerez Product Description: Describes how Bankinter, a mid-sized Spanish bank, altered the information set available to its customer-facing employees. In the spring of 2003, Bankinter introduced an Excel-based program called the mortgage simulator that helped branch managers calculate the price of a mortgage and estimate the customer lifetime value (CLV). Facilitates a discussion of the impact of such a change in the information set for employees when the incentives and decision rights remain unchanged. Also examines the tradeoffs front-line employees face as they divide their efforts between reaching new customers and increasing the amount of cross-selling to existing customers.
Case Author(s): Martinez-Jerez, F. Asis; Bellin, Joshua Publication Date: 04/19/2007 Product Type: Case (Field) HBS Number: 9-107-075 Geographic Setting: Spain Industry Setting: Banking industry Event Year Start: 2003 Event Year End: 2003 Subjects: Banking; Customer & client analysis; Customer feedback; Customer relations; Customer relationship management Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-107-076), 26p, by F. Asis Martinez-Jerez Product Description: Surveys the overall sequence of processes needed for the success of a strategy based on customer analytics. In particular, it charts the formulation and implementation of this strategy by a Spanish bank that decided to expand into the Small and Medium Enterprises (SME) segment. Starting with the creation of information necessary for the bank to compete in this segment, it describes the strategic selection of the target customer group, the definition of the product offering, and the organizational changes needed to implement such a strategy.
Case Author(s): Esty, Benjamin C.; Auerbach, Jason S. Publication Date: 09/16/1997 Revision Date: 08/13/2007 Product Type: Case (Library) HBS Number: 9-298-059 Geographic Setting: United States Industry Setting: Media Number of Employees: 1,600 Gross Revenues: $800 million revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Bankruptcy; Corporate governance; Liquidation; Restructuring; Valuation Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-298-028), 22p, by Benjamin C. Esty Product Description: Marvel Entertainment Group is the leading comic book publisher in the United States, with superheros like Spider-Man, the Incredible Hulk, the X-Men, and Captain America. It is also one of the leading manufacturers of sports and entertainment trading cards under the Fleer and Sky Box brand names. In the mid-1990s, it experienced sharp declines in both businesses, causing it to file for bankruptcy in December 1996. This case is set in late January 1997, shortly after Marvel filed its reorganization plan with the bankruptcy court and approximately one month before creditors will have to vote on the plan at the confirmation hearing. Two of the most prominent corporate raiders of the 1980s are pitted against each other for control of the company. On one side is Ronald Perelman, who controls Marvel through his MacAndrews & Forbes holding company. On the other side is Carl Icahn, who controls 25% of Marvel’s public debt. Icahn and the other bondholders must decide whether to accept Perelman‘s plan, to reject it in favor of their own plan, or to sell their bonds before the confirmation hearing. Perelman must decide whether to change the plan in response to the debtholders' threats or to wait and see what happens at the hearing. A rewritten version of another case.
Teaching Note For use with 9-298-059 HBS Number: 5-298-028 Subjects: Bankruptcy; Corporate governance; Entertainment industry; Liquidation; Restructuring; Valuation
Case Author(s): Stevenson, Howard H.; Roberts, Michael J. Publication Date: 06/10/1998 Revision Date: 06/25/1998 Product Type: Note Product Description: Describes the business and legal context surrounding personal and corporate bankruptcy. May be used with: (9-899-212) Eric Weston. HBS Number: 9-898-278 Geographic Setting:Industry Setting: Subjects: Bankruptcy; Entrepreneurship Academic Discipline: Entrepreneurship
Background note Wood, T — Sheffield Hallam University Scholes, K — The Chartered Institute of Bankers Distributor: ecch (www.ecch.com) Reference: 394-142-5 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1994 Geo location: International Industry: Banking Size: 100,000 employees Timing: 1992 Topics: Social responsibility; Competitiveness; Ethics; Stakeholders; Equal opportunities; Consumerism; Thirdworld debt; Health; Community relations; Environment Abstract: This background note is to accompany the case (394-142-1): The case abstract is as follows: The case study includes an overview of corporate social responsibility and a description of the attitudes and approach to social responsibility within NatWest Bank. Users should follow the list of questions. Motives: why is CSR important to banks and how does it relate to competitive strategy?; Issues: ar all issues included, are they balanced, what has been missed out and how should they be prioritised?; Management process: is it managed adequately, what is the most important aspect, and how would you do it? Teaching objectives: to understand the issues and to present a competent case for community involvement.
Case Wood, T — Sheffield Hallam University Scholes, K — The Chartered Institute of Bankers Distributor: ecch (www.ecch.com) Reference: 394-142-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1994 Geo location: International Industry: Banking Size: 100,000 employees Timing: 1992 Topics: Social responsibility; Competitive strategy; Ethics; Stakeholders; Equal opportunities; Consumerism; Thirdworld debt; Health; Community relations; Environment Abstract: The case study includes an overview of corporate social responsibility and a description of the attitudes and approach to social responsibility within NatWest Bank. Users should follow the list of questions. Motives: why is CSR important to banks and how does it relate to competitive strategy?; Issues: ar all issues included, are they balanced, what has been missed out and how should they be prioritised?; Management process: is it managed adequately, what is the most important aspect, and how would you do it? Teaching objectives: to understand the issues and to present a competent case for community involvement. In addition there is a background note available to accompany this case (394-142-5).
Case Dauchy, D — EDHEC - Business School Distributor: ecch (www.ecch.com) Reference: 307-179-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Europe Industry: Financial services Size: 1,200 employees Timing: 2007 Topics: Business strategy; Corporate strategy; Marketing strategy; Business model; Financial services; Retailing; Partnership; Channel strategy; Retail banking; Consumer credit; Bank card Abstract: Banque Accord, an Auchan Group subsidiary, is positioned at the crossroads of two industries: mass retailing and financial services (bank card and consumer credit). The case explores the strategic advantages of this position: (1) various growth opportunities (product portfolio extension, new partner retailers, geographical expansion); and (2) business model and value chain originality (double-sided value proposition, ability to offer discount prices and customer proximity). The case allows the development of knowledge about retail banking specifics on strategic marketing (channel and brand strategy) and economic models. The case also sheds light on the future challenges from the company environment: (1) competitive landscape complexity; (2) threat of substitutes (the mobile phone as a payment tool); and (3) the new European payment flow organisation.
Case Mason, Scott P.; Singh, Kuljot In March 1993, the management of Paribas Capital Markets is making a final review of the proposal to set up Paribas Derives Garantis (PDG), a special-purpose subsidiary of Compagnie Financiere de Paribas (CFP), that would guarantee der HBS Number: 9-295-008 Type: Case (Field) Publication Date: 9/27/1994 Revision Date: 4/24/1995 Geographic Setting: Europe Industry Setting: finance Number of Employees: :27,000 Gross Revenues: FFR 880 Event Year Start: 1993 Event Year End: 1993 Subjects: Banking; Capital markets; Derivatives; Financial management; Financial services; Investment banking; Securities
