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Case Thompson, Arthur A. Jr.; Gamble, John E. This case chronicles the rise and fall of Al Dunlap and his “radical surgery” tactics for turning around under-performing companies. Dunlap’s leadership style provides a sharp contrast with the styles of Steve Case at AOL, Michael Dell, Howard Schultz at Starbucks, and Andy Grove at Intel that are portrayed in other ‘’leadoff‘' e-cases in the collection. Publication Date: 1999 Geographic Setting: U.S. Industry Setting: Consumer Goods Event Year Start: 1996 Event Year End: 1998 Courses: Business Policy; Business Ethics Course Sequence: Lead-Off; Business Strategy; Strategy, Ethics, and Social Responsibility Subjects: Business Policy; CEO; Acquisitions Supplementary Material: Teaching Note
Case Patel, T — Groupe ESC Rennes Distributor: ecch (www.ecch.com) Reference: 404-106-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2004 Geo location: India, France Timing: 2000-2004 Topics: Work-life balance; Expatriates; Expatriation; Employee Assistance Programmes; Elder Care Benefit Programmes; Work interference with family conflict; Family interference with work conflict; Short-term assignments; International commuter; Frequent Flyer Abstract: This case study addresses the issue of work-life balance in expatriate couples. It is believed that in the last ten years some organisations have made remarkable gains in work-life balance programmes. Flexible work arrangements, competitive compensation and advancement for men, women and minorities, long term saving and profit-sharing programmes and resource services to help with such things as day-care, elder-care and adoptions are all programmes in which sponsoring organisations can be proud. However, as is evident in this case, there is still scope for improvement. The issue of work-life balance becomes all the more complicated in the case of expatriate couples. It is important to realise that success in long-term expatriate assignments is not just a function of the individual but also of the partner and the family. Several recent surveys have focused on the move towards alternative forms of international working such as: short-term assignments, the ’international commuter‘ and the 'frequent flyer'. This case study is intended for use by academicians engaged in teaching human resource management, international human resource management as well as organisational behaviour at the Bachelor level programmes in business schools.
Case Khattak, H R — Army Public College of Management Sciences (APCOMS) Bukhari, Z u — Army Public College of Management Sciences (APCOMS) Distributor: ecch (www.ecch.com) Reference: 308-079-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: USA Size: 50 employees Topics: Project management; Employee empowerment; Contingency planning; Project monitoring and control; Fresh graduate Abstract: This case highlights the importance of the different steps involved in the project management life cycle. It also throws light on the importance of complete planning, with detailed contingency analysis and monitoring and control, as these help in making the future more predictable and hence more controllable. This case is a story of a fresh graduate, named ’Fredrick Boyd‘, who immediately joins an establishment 'Chinook Choppers' as a Project Supervisor. The post demands the incumbent to be analytical. How the inexperienced gets carried away by the experienced subordinates having no management knowledge, is the perspective around which this whole case revolves.
Technical note Agbaje, O — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 307-303-6 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2007 Topics: Concentrate producers; Bottlers; Software and hardware; Intellectual property; Brands; Skills and competences Abstract: This technical note discusses a hypothesis developed from several case studies - the difference between ’concentrate producers‘ and 'bottlers'. The metaphors for this hypothesis derive from the carbonated soft drinks (CSD) industry. The note discusses some incongruities between the investments by concentrate producers and bottlers, their relative returns and their source of value. It extends the distinction between concentrate producers and bottlers to other industries, and asserts that markets reward the intangible, brainpower rather than hard labour, software rather than hardware, brands rather than factories, skills and competences rather than machines and equipment, in formulas and patents rather than trucks and bottles.
Case Murtaza, G — Air University Shad, I U — Air University Distributor: ecch (www.ecch.com) Reference: 409-031-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: Research organisation Size: 170 employees Timing: 2006-2007 Topics: Motivation; Performance management; Reward system; Bureaucrats; Conflict Abstract: This case is about a research organisation where the vice chancellor initiated a policy for encouraging research, and decided to give two equalling salaries on one research publication as a reward. The decision of the vice chancellor proved very productive and about fifty articles were published in a single year, but later on an audit objection was raised against the decision. It was said that researchers are not entitled to extra benefits and it should be stopped. The institute administration had to withdraw the decision regarding extra benefits, consequently the progress regarding research publication was stopped and not a single article was published in the whole year.
(OP 5/2004) Case Author(s): Corey, E. Raymond Publication Date: 08/09/1989 Revision Date: 10/04/1989 Product Type: Case (Field) HBS Number: 9-590-024 Geographic Setting: Southeastern United States Industry Setting: Chemical industry Subjects: Negotiations; Pricing; Suppliers Academic Discipline: Marketing Product Description: Involves price negotiation and reciprocity. A rewritten version of a case by W.B. England and J. Landendorf.
Case Author(s): Fournier, Susan; Yao, Julie Publication Date: 06/15/1998 Revision Date: 09/09/1998 Product Type: Color Case HBS Number: 598023 Subjects: Brands; Consumer behavior; Customer retention; Loyalty; Marketing management Academic Discipline: Marketing Supplementary Materials: Teaching Note, (598123), 17p, by Susan Fournier, Julie Yao Product Description: Brand loyalty is one of the core concepts of the marketing discipline that has enjoyed practical and academic attention for over 75 years. The era of relationship marketing, with its focus on retaining customers for life, has instilled yet greater interest in the concept, precipitating unprecedented growth in frequency programs designed to lock in customer loyalties over time. Despite this rich history, many questions remain about the definition, measurement, and significance of brand loyalty. Some state that brand loyalties are declining and that in today’s consumer world, multibrand usage — not brand loyalty — appears the norm. Others feel that the concept of loyalty itself is not outmoded or outdated, but rather that new theoretical and methodological perspectives are required that can revitalize what has become a theoretically uninspired, overly simplistic, and conceptually limiting idea. This case seeks to inform this latter point of view by encouraging students to “see” brand loyalty from the perspective of the consumers that live it. Includes color exhibits.
Article Tedlow, Richard S.; Marram, Michele S. In this three-part case, the authors explore how an HIV-infected employee should be managed over time. Manager Greg van de Water must make a series of decisions regarding Joe Collins. Three AIDS-in-the-workplace experts recommend action to Greg at each decision point. They are: Lee Smith of Levi Strauss; Jim Nichols of American Security Bank (where he is on long-term disability leave as a result of HIV infection); and Jonathan Mann of the Harvard School of Public Health. HBS Number: 91611 Type: Harvard Business Review Article Publication Date: 11/1/1991 Subjects: Diversity; HBR Case Discussions; Health; Human resources management; Performance appraisal; Personnel policies; Personnel selection
Case Mishra, S; Jain, S; Jain, V K; Merh, N; Reddy, J Publisher: Prestige Institute of Management & Research Distributor: ecch (www.ecch.com) Reference: 505-006-1 Language: English Category: Marketing Data source: Field research Product Year: 2005 Geo location: Central India Industry: Telecommunication Size: Large Timing: 2001 Topics: Privatisation; Data communication systems; Telecom services Abstract: This case study is based on Alpha Telenet Limited, which was part of the Alpha group of industries. It focuses on the technological advancements undertaken and the quality services provided by the company to derive a competitive advantage for itself. The company started its operations as a mobile service provider under the name of ’Web-Tel‘ in 1996. Until 1994, the Department of Telecommunications (DoT) enjoyed a monopoly in the fixed telephone services segment, but with the privatisation of the telecom sector in the country, a number of private players started venturing into this area. To tap into this opportunity, the company conducted a market survey for extending its services in Pune. The results of the survey were encouraging for the company, which revealed that there was a long waiting list for DoT connection seekers. The company started cashing in on this, and made a modest start by installing their exchanges covering a radius of 0.5 kilometre. A year later, the company was allowed to extend the coverage radius to 1 kilometre, which further boosted the results. With a few teething problems, the company committed itself to provide a quality service to its customers. With technological advancements like the installation of a fibre optical communication system, latest digital switches, a geographic information system for network surveillance, and a round the clock internal network management system for technical support, the company was able to provid Source: ecch
Case Bhakar, S S — Prestige Institute of Management, Gwalior India Bhakar, S — Prestige Institute of Management, Gwalior India Singh, T — Prestige Institute of Management, Gwalior India Chaudhary, N — Prestige Institute of Management, Gwalior India Sharma, N — Prestige Institute of Management, Gwalior India Distributor: ecch (www.ecch.com) Reference: 408-023-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2008 Geo location: Gwalior, India Industry: Confectionery Timing: December 2006 Topics: Total quality management; Interpersonal relations Abstract: The case is a critical instance case in which a specific incident and its ramifications are depicted. The case is based on a real-life incident faced by the 70-year-old Indian subsidiary of a multinational confectionery and beverages giant which operates in 78 nations. The case deals with a quality problem in the Parrie brand of biscuits, which had a 52% market share in India, in the branded category. For the first time a lack of sensitivity to the variation in quality practices and in turn, community practices, shown by the executives involved, lead to the erosion in organisational goodwill. The executives have had exemplary performance in the past. The quality manager had informed the manufacturing manager about the quality problem in the main ingredient, ’arrarote‘ used to produce biscuits, but the advice was not taken seriously and not only were the biscuits produced, but also distributed in the marketplace, leaving Mr Sanjay Gupta (Managing Director) to take a decision regarding calling back the product worth Rs 4 crores from the market and taking disciplinary action against the executives involved.
Case Kotlarsky, J — Warwick Business School Distributor: ecch (www.ecch.com) Reference: 906-046-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2006 Geo location: USA and Europe Industry: Test and measurement equipment Size: 400 employees Timing: 1997-2003 Topics: Component-based architecture; Component-based system; System re-engineering; Globally distributed team Abstract: This case study discusses two related aspects that are becoming increasingly important in today’s software development practice: (1) re-engineering of a monolithic system into a component-based system (the focus of this case); and (2) globally distributed work. It describes an actual situation at LeCroy Corporation, involving several decisions, challenges and opportunities faced by the managers of a globally distributed software development team over a period of time when they re-engineered a monolithic system into a component-based system. This case was written with the support of a //www.ecch.com/scholarships target=_blank>Philip Law Scholarship awarded by ecch.
Case Dana, L P — McGill University Distributor: ecch (www.ecch.com) Reference: 396-066-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1996 Geo location: Laos Industry: Service Size: Small Timing: 1990s Topics: Livestock-raising; Rice; Agriculture; Economy of scale Abstract: An entrepreneur in Laos seeks to make her enterprise increasingly profitable. This case analyses the environment for business in this formerly communist republic.
Case Tao, I — School of Business, The University of Hong Kong Distributor: ecch (www.ecch.com) Reference: 692-040-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 1992 Geo location: Hong Kong Industry: Airline Size: HKUS$20.935 billion revenue Timing: 1991 Topics: Management information systems objectives; Disaster recovery plan; Future enhancement of the disaster recovery plan; Systems and security control Abstract: The advent of information technology has effected many organisational changes in the world of business in recent years. There is no lack of evidence that many of the day-to-day operations and decision-making of organisations depend largely upon a sound business information system. This case used the example of an accident which brought down the computer systems at Cathay Pacific Airways, Hong Kong in August, 1991. It describes the sequence of events which followed a fire breakout in the building that housed one of Cathay Pacific’s major computer centres. The company had a large-scale contingency plan in place, hence it was soon able to keep the situation under control, and continue with normal daily operations after only a short period of total breakdown. In addition, there is a background note (692-040-5).
Case Bhakar, S S — Prestige Institute of Management, Gwalior India Pandey, V K — Prestige Institute of Management, Gwalior India Pandey, K K — Prestige Institute of Management, Gwalior India Sardar, R — Central Institute of Business Management Research and Development (CIBMRD) Singh, A — Prestige Institute of Management, Gwalior India Sarang, R P — Prestige Institute of Management, Gwalior India Distributor: ecch (www.ecch.com) Reference: 609-002-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2009 Geo location: Gwalior Industry: Manufacturing Size: 500 employees Topics: Total quality management implementation; Strategy; Change management Abstract: This case is based on the challenge faced by a company while implementing total quality management (TQM) in India. The company faced the challenge of changing the hostile behaviour of workers. It succeeded in changing human behaviour by providing training and development programmes with the help of TQM tools and expert knowledge, and finally bore the fruits of its endeavours. The case deals with TQM and inter personnel relations in a manufacturing organisation. It can be used for teaching the above concepts to executives and postgraduate management students for individual analysis and small group discussion. The case and references should be given to the executives and students one day prior to the discussion for individual analysis and write-up. Next day, the case should be discussed amongst a small group. The outcome of the discussion should be presented in front of the whole assembly by representatives from each group in order to evaluate each option in detail. The case is suitable for written assessment or examination, role playing and oral presentations.
Case Mohanty, P — T.A. Pai Management Institute Karthik, . — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 107-006-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2007 Geo location: India Industry: Financial corporation Timing: February 2001 Topics: Karnataka State Financial Corporation (KSFC); Government of Karnataka; Subsidy disbursement; Supplemental Security Income (SSI); Fund mobilisation; Securities; Pass through certificates (PTCs); Payment schedule; Securitisation Abstract: This abstract is currently unavailable.
Case Van den Broeck, H; Cools, E; Maenhout, T Publisher: Vlerick Leuven Gent Management School Distributor: ecch (www.ecch.com) Reference: 408-048-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2008 Geo location: Belgium Industry: Textile industry Size: About 200-300 Timing: 2006-2007 Topics: Change management; Innovation; Creativity; Organisation development; Entrepreneurship; Intrapreneurship; Art Abstract: In a world where there has long since been more at play than functionality and cost price, we need creative innovation more than ever before. Organisations are trying to find ways to embed more creativity, more innovative potential and more entrepreneurship into the everyday running of their businesses. They are constantly in search of effective ways to make their organisation’s culture better equipped for change. The Flemish non-profit organisation Arteconomy has developed a method for doing this, by bringing businesspeople and artists together in a series of particularly unique projects. In this case study, you can read about the philosophy that give rise to Arteconomy and the pioneering work that preceded it. The case describes two specific projects that provide a concrete illustration of the arteconomy approach in two Belgian textile firms: ‘The Dragon of Deerlijk' at Promo Fashion and 'The Walk' at Concordia Textiles. The case study, and more specifically Arteconomy's approach, provides relevant material for discussion with students (level: Masters and MBA) and managers (in the context of executive business programmes) on: (1) change as an organisational process; and (2) how to stimulate employees' creative skills.
Case Hendry, C — Cass Business School Patel, D — Cass Business School Distributor: ecch (www.ecch.com) Reference: 402-036-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2002 Geo location: UK Industry: High technology optics Size: Medium Timing: 2000-2002 Topics: Technological competencies and skills; Innovation; Process design; Design and manufacture of high-tech products; Defence industries; Skills planning; Business strategy and performance; Mergers and acquisitions; Intellectual property and trade secrets; Int Abstract: This case is part of the PRISM case study portfolio of 15 cases on the intangible economy, funded by the European Commission. Innovation is changing from a process that is based on exploiting the technological competencies that a company possesses to one that is dependent on being able to access and make use of external sources of technology and expertise. For any company that regards itself as being at the leading edge of technological developments in its area of business, it is important to maintain skills in technological leadership. This involves being able to relate new technologies to existing capabilities and predict which ones will fit best with future business strategies. This case study illustrates this theme by examining the introduction of a new production technology into the process of designing and manufacturing high technology optics. It adds to the understanding of innovation in industries where a key factor is the ability to develop new skills and capabilities in emerging technologies. The contribution to the intangibles project is that it highlights the skills issues that need to be considered when a company is moving into a higher technological domain. This in turn contributes to the debate on how to measure such intangibles and relate Source: ecch
Technical note Hendry, C — Cass Business School Patel, D — Cass Business School Distributor: ecch (www.ecch.com) Reference: 402-036-6 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2002 Geo location: UK Industry: High technology optics Size: Medium Timing: 2000-2002 Topics: Technological competencies and skills; Innovation; Process design; Design and manufacture of high-tech products; Defence industries; Skills planning; Business strategy and performance; Mergers and acquisitions; Intellectual property and trade secrets; Int Abstract: This technical note is to accompany the case ’A Case Study on Measuring Skills in Technological Leadership‘ (402-036-1) and is supplied free of charge when the case is ordered. The case abstract is as follows: Innovation is changing from a process that is based on exploiting the technological competencies that a company possesses to one that is dependent on being able to access and make use of external sources of technology and expertise. For any company that regards itself as being at the leading edge of technological developments in its area of business, it is important to maintain skills in technological leadership. This involves being able to relate new technologies to existing capabilities and predict which ones will fit best with future business strategies. This case study illustrates this theme by examining the introduction of a new production technology into the process of designing and manufacturing high technology optics. It adds to the understanding of innovation in industries where a key factor is the ability to develop new skills and capabilities in emerging technologies. The contribution to the intangibles project is that it highlights the skills issues that need to be considered when a company is moving into a higher technological doma Source: ecch
Case Maital, S — Technion Institute of Management (TIM) Berray, D — Massachusetts Institute of Technology (MIT) Distributor: ecch (www.ecch.com) Reference: 102-038-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2002 Geo location: Global Industry: Investment banking Timing: 1990-1998 Topics: Value at risk; Banks; Global risk; Asian crisis; Management Abstract: Value at Risk (VAR) models are mathematical tools for risk management. Their most dramatic failure was in the near bankruptcy of Long Term Capital Management. This case study describes the variant of VAR used by a global financial institution ’RMIC bank‘, to manage financial exposures globally, and specifically in Asia, and the chain of events that led to significant losses throughout the region following Thailand's decision to float the boat on 2 July, 1997. Among the issues examined in this study are: (1) why did seasoned capital-market players fail to recognise the flaws in VAR?; (2) should VAR models be discarded, or can they still be useful tools when applied with appropriate circumspection?; (3) how can VAR and macroeconomic tools be used to spot signals of impending capital-market crisis in sufficient time to avoid major losses?; and (4) why should risk management be regarded as a critical success factor in performance evaluation? The hypothetical 'RMIC Bank' is a fictitious composite based upon amalgamated financial and anecdotal information from several different, but real, financial institutions. Various anecdotal references are drawn from several firms. All of the numbers, which relate to risk limits, financial exposures, profits or losses, are hypothetical. However the figures do, in the authors' estimate, accurately reflect the general magnitude of a situation faced by several real competitors at the time.
Article O’Rourke, J. Tracy; Avishai, Bernard In an interview with HBR, Allen-Bradley CEO J. Tracy O‘Rourke talks about the decisions that led up to the construction and development of the peopleless, paperless plant. He demonstrates how his management team went to computer-integrated manufacturing (CIM), not because of any desire for technological revolution, but as the best way to confront a potentially devastating competitive challenge. HBS Number: 89107 Type: Harvard Business Review Article Publication Date: 1/1/1989 Subjects: Information systems; Interviews; Manufacturing strategy; Production planning
Article Author(s): DeLisi, Peter S.; Danielson, Ronald L.; Po Publication Date: 01/15/1998 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: As the breadth and depth of the impact of information technology (IT) on the firm has grown, there has been a corresponding rise in rank of the senior IT executive. Recent evidence, however, indicates this trend might have reversed itself. This article reports chief executives’ views of IT and senior IT managers. CEOs believe that IT executives need to develop a “big picture” perspective, enhance their interpersonal skills, raise the general awareness of the value of IT, establish visible relationships, and identify with the role of “change agent.‘' CEOs lament that all too often, IT senior managers do not demonstrate those skills or take advantage of their unique opportunities to learn them. HBS Number: BH002 Subjects: Executives; Information systems; Information technology; Leadership Academic Discipline: Management of information systems
Case Author(s): John Todd Source: Business Case Journal — 2005 Subjects: Organizational behavior; Publis administration; Leadership styles; Geriatics; Medical care; Organizational culture; Organizational change Description: The Center on Aging and its affiliated Department of Geriatrics were created to focus part of a university medical school’s resources on improving the health of senior citizens. The case describes the establishment and evolution of the Center under the leadership of a charismatic and dynamic Director. The Center experienced rapid growth, measured by the size of the staff, budget, and activities. A new building was constructed and equipped to support the delivery of medical care for older adults, research, and education of medical students. Even though the organization had been very successful, the new chancellor of the medical school was considering significant changes. He believed the organization had much more potential for growth and success but was concerned that its leadership, culture, and infrastructure might not be adequate for stepping up to that level. He also realized that making changes in order to better prepare the Center for further growth might jeopardize its current success.
Case Robert P. Crowner Source: The Society for Case Research, Annual Advances 1997, Copyright 1998. Topics: Accounting; Business Ethics; Business and Society
Case Sullivan, J D — Boston University Distributor: ecch (www.ecch.com) Reference: 706-062-1 Language: English Category: Ethics and Social Responsibility Data source: Published sources Product Year: 2006 Geo location: USA Industry: Manufacturing Size: Large Timing: 2005 Topics: Manufacturing; Merger; Acquisition; Ethics; Valuation Abstract: On 28 February 2005, Gillette employees awoke to the startling news that their company would be sold to Procter and Gamble for an estimated $57 billion. As a result of the merger, 6,000 employees would be cut from the payroll with the majority of the losses coming from Gillette’s headquarters in Boston. For the city of Boston, the news of the acquisition was particularly hard to take. In the past year, several large acquisitions had reduced the payrolls in the city or had the promise to do so in the near future. To make matters more interesting, Mr James Kilts, the Chief Executive Officer of Gillette, stood to earn $173 million in cash and stock once the deal closed.
Case Natarajan, R — T.A. Pai Management Institute Rajan, V — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 506-100-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: India Industry: Milk food products Topics: ABC Ltd (ABCL); Milk based food products; Tasty ice cream; Competitive pricing; Ice cream manufacturing units (ICMU); Stock keeping units (SKUs); Wholesale distributors (WDs); Scheduling; Order processing; Distribution structure; Marketing and sales activities Abstract: Mr Arun had been with ABC Ltd (ABCL) for the last 19 years and had been a part of the tremendous growth the company had achieved over the years. He was the Head of Operations of Tasty products (a wide range of milk-based food products) at Bangalore. The office had 14 officers managing the accounting and marketing activities of the Bangalore and South India operations. The company had entered the ice cream business in early 1997. There were three officers exclusively dedicated to the ice cream operations. Mr Ajay was handling the logistics, while Mr Ramesh and Mr D’Souza were handling the marketing and sales activities. All three were reporting to Mr Arun. Together the four of them were responsible for the ice cream operations in South India. What was commendable was the fact that Tasty ice cream managed the ‘number two' slot in the country within three years of operations and the business was expected to grow by 20% per year according to the industry information. But the story wasn't so rosy after all. The competition and the size of business were assuming unprecedented proportions. It was a phase that was causing Mr Arun some concern. Sure, he was pleased at the way things had been going so far, but he wasn't sure if things could take care of themselves from now on. Mr Arun was wondering where his business was headi Source: ecch
Case Nellis, J; Fleming, M J Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 194-010-1 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 1994 Geo location: Europe Industry: Housing market Timing: 1990 Topics: European housing markets; Housing tenure; Demographics; Housing stock; Affordability of house; Housing finance systems Abstract: Since 1st January 1993 there exists the opportunity for a free flow of goods, services, people and capital throughout the European Community. In time, this freedom will bring about major changes in the structure and organisation of many industries in all member states. At the same time, the influence can be expected to widen beyond the commercial field to affect the behaviour and living styles of people generally as the integration and expansion of the Community proceeds. There will, therefore, be a growing demand for detailed information concerning a wide range of business and personal sectors relating to each member state. This paper focuses on one particular sector, namely the housing market, and provides a comparative country analysis of this market.
Case Whittaker, L; Egnal, D Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 904-021-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Published sources Product Year: 2004 Geo location: UK Industry: Health service Size: Medium Timing: 1992 Topics: IT systems implementation Abstract: This case looks at the well-known failure of the computer-aided despatch system that the London Ambulance Service implemented in 1992. As the date for publication of the results of the enquiry into the incident approaches, John Wilby, former Chief Executive of London Ambulance Service (LAS) wonders what went so desperately wrong at LAS. Was it just the IT industry that generated so many problems and cost so many millions, or was the LAS failure the result of gross mismanagement? Or perhaps it was both? The furore surrounding the failure of the Computer-Aided Despatch (CAD) system that had been implemented at LAS the month before seemed to indicate that there was more to it than simply placing the blame wherever it fell.
Case Ananyev, I — Graduate School of Management, St. Petersburg State University (GSOM) Serova, E G — Graduate School of Management, St. Petersburg State University (GSOM) Distributor: ecch (www.ecch.com) Reference: 607-022-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2007 Geo location: Russia Industry: Information technology (IT) Size: Middle-sized Timing: 2005-2006 Topics: Russia; Information and knowledge management; Manufacturing enterprise; Corporate information system; Automation of management function; Database; Infological model; ER-diagram; Operational management accounts Abstract: This case deals with the issue of creation and development of an advanced information system at the Priborostroitel Plant. The case study describes the current condition of the plant, its management and economic features. The goal of that corporate information system deployment at the enterprise is dictated by the need for solving tasks of automation of management functions such as raising operational management accounts, making returns more analytical and ensuring its authenticity. The case study analyses the approach of choosing: (1) an information system class (small, middle, large), which is supposed to be implemented and used at the plant; (2) a method of building the system (the plant’s own development, custom development, replicated systems); and (3) identification of the system‘s module structure. Special attention is paid to the issues of choosing the structure and contents of basic financial and management statements. The case study discusses the issues of database design and the infological model building which is necessary for the implementation of the management automation project at the enterprise.
Case Author(s): McAfee, Andrew Publication Date: 07/26/2004 Revision Date: 09/28/2004 Product Type: Note Product Description: Two managers discuss the benefits, costs, opportunities, and headaches of corporate computing. Topics include security, training, the Internet and Web, collaboration, productivity, Moore’s law, computer crashes, upgrades, open source software, network effects, enterprise computing, and competitive differentiation via IT. Teaching Purpose: To highlight some of the major issues of information technology. HBS Number: 9-605-023 Geographic Setting: United StatesIndustry Setting: high techNumber of Employees: 100Gross Revenues: $50 million revenues Event Year Start: 2004Event Year End: 2004 Subjects: High technology; Information age; Information systems; Information technology; Internet; Management philosophy; Organizational management Academic Discipline: Management of information systems
Article Krugman, Paul Should politicians turn to business leaders for advice in formulating economic policy? Not according to economist Paul Krugman, who argues that executives’ advice is often disastrously misguided. Business leaders who have been promoted to economic advisers are no more likely to be great economists than are military experts. People who have mastered the complexities of running a multibillion-dollar enterprise may think they can make pronouncements whenever the subject is money, but before they can offer sound economic advice, they must master a new vocabulary and a new set of concepts. In short, they must go back to school. HBS Number: 96108 Type: Harvard Business Review Article Publication Date: 1/1/1996 Subjects: Economic analysis; Macroeconomics Year New: 1996
Case Gavino Contreras, J Publisher: Tecnologico de Monterrey Distributor: ecch (www.ecch.com) Reference: C29-01-001 Language: Spanish Category: Finance, Accounting and Control Data source: Generalised experience Product Year: 2007 Version Date: 31.01.2007 Geo location: Mazatlan, Sinaloa Timing: 2004 Topics: Accounting costs Abstract: This case deals with the problem Manuel Magana faced as the owner of the ’Cardon Grande‘ ranch. The problem is the low sale price of milk because of the NAFTA. The options are to decide if he should continue to manage the ranch full time or accept a job that he has been offered in civil engineering, his major.
Case Carbajal Lopez, E F Publisher: Tecnologico de Monterrey Distributor: ecch (www.ecch.com) Reference: C18-08-001 Language: Spanish Category: Miscellaneous Data source: Generalised experience Product Year: 2007 Version Date: 12.05.2008 Geo location: Ciudad de Lerma, EU Timing: 2006 Topics: Information analysis; Arguments for critical-analytical decisions Abstract: The case deals with a situation related to information analysis and decision making with which the manager of the distribution department of a family business faces when she is offered the opportunity to represent an important multinational company.
Case McKenney, James L. Discusses an aggressive team that has been successful in assimilating manufacturers’ and chains‘ distribution role on the basis of cost and performance. Teaching Purpose: Strategy and tactics in a competitive industry—groceries. HBS Number: 9-398-108 Type: Case (Field) Publication Date: 4/2/1998 Geographic Setting: Unspecified Subjects: Activity based costing; Competition; Distribution; Incentives; Innovation; Manufacturing; Wholesaling
Case Author(s): DeLong, Thomas J.; Ager, David L.; Mody, Tejal Publication Date: 08/13/2003 Revision Date: 10/14/2003 Product Type: Case (Field) HBS Number: 9-404-025 Geographic Setting: New England Industry Setting: Wholesale; Grocery stores Number of Employees: 810 Gross Revenues: $600 million Event Year Start: 1988 Event Year End: 1988 Subjects: Food; Human resources management; Operations management; Organizational behavior; Organizational change; Organizational structure; Teams; Warehousing; Wholesaling; Work environment; Working conditions Academic Discipline: Organizational behavior & leadership Product Description: Rick Cohen, president and CEO of C&S Wholesale Grocers, is trying to decide whether and how to implement the self-managed teams concept in his warehouse. Eight months earlier, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm’s growth strategy, but that also represented a significant increase in daily throughput. Cohen was concerned about whether the company‘s existing operations would be able to meet the needs of all its customers and maintain the high levels of customer satisfaction for which the company was known throughout New England. When implemented successfully, the self-managed teams concept had been credited with enhancing an organization's productivity and competitiveness. Cohen wondered how such a concept could be implemented in the context of a labor-intensive, unionized warehouse environment. Learning Objective: To discuss the benefits and challenges inherent in the introduction of the self-managed teams concept in a unionized warehouse environment.
Case Rangan, V. Kasturi; Bell, Marie C-Car was the first automobile retailer in the United States to go public. Subsequently the owner, Mr. Gilliland, must decide how to invest the capital raised from the public ownership. This case describes in detail C-Car’s highly profitable strategy of managing its stores. Concerns four potential acquisitions and their fit within C-Car‘s strategy. Teaching Purpose: To expose students to the rapidly evolving automobile distribution environment in the mid-1990s and help them think through the pros and cons of the several new models. May be used with: (9-598-014) Automobile Retailing in the U.S. HBS Number: 9-598-064 Type: Case (Field) Publication Date: 10/23/1997 Revision Date: 04/06/1998 Geographic Setting: United States Industry Setting: auto retailing Gross Revenues: $320 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Automobiles; Expansion; Marketing strategy; Retailing Supplementary Materials: Teaching Note, (5-598-145), 9p, by V. Kasturi Rangan, Marie Bell
Case Author(s): Ovchinnikov, Anton S.; Darden ID: UVA-QA-0726 Published: 12/31/2008 Copyright Year: 2008 Subject Area: Quantitative Analysis Keywords: decision analysis; Statistics; Regression simulation; Crystal ball; Spreadsheet; Environment sustainability; Ethics; Coal; Oil; Gas; Technology; Pollution; CO2; SO2; Carbon solfur dioxide Teaching Note: UVA-QA-0726TN Student Spreadsheet: UVA-S-QA-0726 Abstract: This case is suitable for graduate-level quantitative analysis, business and government, environment and sustainability, and global economics courses. Students must consider the tradeoffs between continuing to run an old coal-burning plant and purchasing emissions allowances (EAs) versus upgrading to emissions-reducing wet or dry scrubbers. Reducing emissions creates the possibility of selling the plant’s surplus EAs (which are likely to increase in price). Choosing a wet or dry scrubber requires considering installation cost and construction time, variable cost, and SO2 removal efficiency. Ideally, the investment should pay back over time, but management believes some net investment could also be justified. For that, however, complete analyses from both economic and environmental perspectives are required. A supplemental spreadsheet is available to accompany the case (UVA-S-QA-0726).
Case Yang, X; Allampalli, D G Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 507-151-1 Language: English Category: Marketing Data source: Field research Product Year: 2005 Version Date: 10 February 2006 Geo location: Europe, Singapore Industry: Marine and shipping Timing: 1998-2003 Topics: Electronic navigational charts; Buyer behaviour; Marketing strategy; Market development Abstract: The case describes the market development efforts made by C-Map Norway AS, a leading producer of electronic charts to undertake the production and distribution of ENCs (electronic navigational charts) for Singapore waters from the late 1990s to mid 2002. In mid 2002, electronic chart information and display system (ECDIS) remained non-mandatory carriage equipment. Therefore, many shipping companies delayed retrofitting vessels with ECDIS, and chose not to migrate from paper charts to ENCs, despite the burden of carrying large number of charts on board and the tedium of updating them. Lack of technological capability and financial resources of some national hydrographic organisations limited oceanographic surveys and data availability for ENC production. It hampered geographical coverage of busy shipping routes and delayed the market development of ENCs. Despite a snail’s pace in the progress of global adoption of ECDIS and ENCs, C-Map continued its efforts to develop the Singapore market. Its market research revealed that in 2001, Singapore was a focal point for a few hundred shipping companies that connected 700 ports in 140 countries worldwide. In 2002, apart from other vessels, nearly 16,000 containers, 5,000 bulk carriers and 17,000 tankers called on its port. Tor Svanes, President and Chief Executive Officer, and Hilton Cowei, Marketing Manager of C-Map Norway AS wondered how the company could develop and realise the market potent Source: ecch
Case H. Donald Hopkins, Donna DeCarolisThis case studies Martin, the premier acoustic firm, as it adds new lines using Asian components and moves from possible bankruptcy to unprecedented success in the 1980s. Source: North American Case Research Association, Case Research Journal, Spring 1992, Vol. 12, Issue 1. Copyright 1992. Courses: Marketing Topics:
Case Author(s): Farris, Paul W.; deKluyver, Cornelis Darden ID: UVA-M-0301 Published: 4/2/1991 Revised: 6/1/1994 Copyright Year: 1985 Subject Area: Marketing Keywords: business environment, capital budgeting, industrial marketing, marketing strategy, product positioning Teaching Note: UVA-M-0301TN Abstract: The long-range strategic marketing options faced by C. H. Masland & Co. are reviewed. Recent changes in the business climate of the automotive industry make this review particularly timely. The new emphasis on cost reduction, quality, and product innovation calls for a reevaluation of what “marketing” is in this business and for suppliers to assume a more precisely defined positioning. The case illustrates this process by confronting students with a choice between a number of capital-investment projects, each of which implies different marketing priorities.
Case Author(s): Farris, Paul W.; deKluyver, Cornelis Darden ID: UVA-M-0301 Published: 4/2/1991 Revised: 6/1/1994 Copyright Year: 1985 Subject Area: Marketing Keywords: business environment, capital budgeting, industrial marketing, marketing strategy, product positioning Teaching Note: UVA-M-0301TN Abstract: The long-range strategic marketing options faced by C. H. Masland & Co. are reviewed. Recent changes in the business climate of the automotive industry make this review particularly timely. The new emphasis on cost reduction, quality, and product innovation calls for a reevaluation of what “marketing” is in this business and for suppliers to assume a more precisely defined positioning. The case illustrates this process by confronting students with a choice between a number of capital-investment projects, each of which implies different marketing priorities.
Case Author(s): Farris, Paul W. Darden ID: UVA-M-0348 Published: 4/2/1991 Copyright Year: 1988 Subject Area: Marketing Keywords: acquisitions, marketing strategy, mergers Abstract: Merger/acquisition details as follow-up to C. H. Masland (A) case.
Case Author(s): Farris, Paul W. Darden ID: UVA-M-0348 Published: 4/2/1991 Copyright Year: 1988 Subject Area: Marketing Keywords: acquisitions, marketing strategy, mergers Abstract: Merger/acquisition details as follow-up to C. H. Masland (A) case.
Case Author(s): Mayo, Anthony J.; Singleton, Laura G. Publication Date: 12/21/2005 Revision Date: 05/01/2009 Product Type: Case (Library) HBS Number: 406082 Geographic Setting: United States Industry Setting: Airline industry Gross Revenues: $727 million revenues Event Year Start: 1920 Event Year End: 1970 Subjects: Business history; Executive ability; Government & business; Growth strategy; Industry analysis; Leadership; Regulations; Vision Academic Discipline: Organizational behavior & leadership Product Description: Presents an overview of the path that C.R. Smith pursued to build American Airlines into one of the largest airlines in the world in the 20th century. Over the course of his 30-year tenure as president of American Airlines, Smith deployed a three-pronged strategy — technology standardization, safety, and customer service — to build his business. Covers the first 50 years of American Airlines’ history, beginning with its role as an industry consolidator in the late 1920s. Smith‘s strategic and operational choices in building American Airlines played a significant role in the overall growth of the airline industry in the United States. Explores the interaction between the growth of a company and an overall industry.
Case Author(s): Mayo, Anthony J.; Singleton, Laura G. Publication Date: 12/21/2005 Revision Date: 11/02/2007 Product Type: Case (Library) HBS Number: 9-406-082 Geographic Setting: United States Industry Setting: Airline industry Gross Revenues: $727 million revenues Event Year Start: 1920 Event Year End: 1970 Subjects: Business history; Executive ability; Government & business; Growth strategy; Industry analysis; Leadership; Regulations; Vision Academic Discipline: Organizational behavior & leadership Product Description: Presents an overview of the path that C.R. Smith pursued to build American Airlines into one of the largest airlines in the world in the 20th century. Over the course of his 30-year tenure as president of American Airlines, Smith deployed a three-pronged strategy — technology standardization, safety, and customer service — to build his business. Covers the first 50 years of American Airlines’ history, beginning with its role as an industry consolidator in the late 1920s. Smith‘s strategic and operational choices in building American Airlines played a significant role in the overall growth of the airline industry in the United States. Explores the interaction between the growth of a company and an overall industry.
Case Author(s): Mayo, Anthony J.; Singleton, Laura G. Publication Date: 12/21/2005 Revision Date: 11/02/2007 Product Type: Case (Library) HBS Number: 9-406-082 Geographic Setting: United States Industry Setting: Airline industry Gross Revenues: $727 million revenues Event Year Start: 1920 Event Year End: 1970 Subjects: Business history; Executive ability; Government & business; Growth strategy; Industry analysis; Leadership; Regulations; Vision Academic Discipline: Organizational behavior & leadership Product Description: Presents an overview of the path that C.R. Smith pursued to build American Airlines into one of the largest airlines in the world in the 20th century. Over the course of his 30-year tenure as president of American Airlines, Smith deployed a three-pronged strategy — technology standardization, safety, and customer service — to build his business. Covers the first 50 years of American Airlines’ history, beginning with its role as an industry consolidator in the late 1920s. Smith‘s strategic and operational choices in building American Airlines played a significant role in the overall growth of the airline industry in the United States. Explores the interaction between the growth of a company and an overall industry.
Case Author(s): Sebenius, James K. Publication Date: 05/03/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 910045 Geographic Setting: United States Gross Revenue: <$100mm Event Year Start: 2009 Subjects: Negotiations; Decision analysis; Litigation Academic Discipline: Negotiations Product Description: Sued for patent infringement, chemical manufacturer C.K. Claridge tries to design a settlement strategy taking into account a decision analysis of litigating v. negotiating. The plaintiffs are the patent holder and its sole licensee, who is also a CKC competitor. (This case is a revised, alternative version of “C.K. Coolidge, Inc. (Abridged),” HBS No. 607-006.)
Case Author(s): Hammond, John S., III; Wallace, Donald L. Publication Date: 11/17/1993 Revision Date: 06/26/1996 Product Type: Case (Field) Product Description: Coolidge (CKC), a chemical manufacturer, is being sued for patent infringement. Plaintiffs are the patent holder and its sole licensee, who is also a CKC competitor. An analyst at CKC has done break-even decision analysis from CKC’s perspective, balancing going to court with settling out of court, but no analysis has been done for the plaintiffs. Teaching Purpose: To introduce the key concepts of negotiation analysis. Shows the importance of good prenegotiation analysis and of understanding the other side. HBS Number: 9-894-017 Geographic Setting: Midwest Industry Setting: chemicals/pharmaceuticals Company Size: small Gross Revenues: $30 million sales Event Year Start: 1993 Event Year End: 1993 Subjects: Breakeven analysis; Competition; Decision analysis; Decision theory; Legal aspects of business; Negotiations; Patents; Pharmaceuticals Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-895-074), 4p, by David E. Bell
Case Author(s): Hammond, John S. Publication Date: 07/24/2006 Revision Date: 07/12/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 607006 Geographic Setting: United States Gross Revenue: $30 million sales Event Year Start: 1993 Event Year End: 1993 Subjects: Negotiations; Intellectual capital; Patents; Breakeven analysis; Decision analysis; Decision theory; Litigation; Competition Academic Discipline: Negotiations Supplementary Materials: Case Teaching Note, (895074), 4p, by David E. Bell Product Description: Coolidge (CKC), a chemical manufacturer, is being sued for patent infringement. The plaintiffs are the patent holder and its sole licensee, who is also a CKC competitor. An analyst at CKC has done a breakeven decision analysis from CKC’s perspective, balancing going to court with settling out of court, but no analysis has been done for the plaintiffs.
Case Author(s): Hammond, John S., III Publication Date: 07/24/2006 Revision Date: 07/12/2007 Product Type: Case (Field) HBS Number: 9-607-006 Geographic Setting: Midwestern United States Industry Setting: Chemical industry; Pharmaceutical industry Company Size: small Gross Revenues: $30 million sales Event Year Start: 1993 Event Year End: 1993 Subjects: Breakeven analysis; Competition; Decision analysis; Decision theory; Infringement; Litigation; Negotiations; Patents Academic Discipline: Negotiations Product Description: Coolidge (CKC), a chemical manufacturer, is being sued for patent infringement. The plaintiffs are the patent holder and its sole licensee, who is also a CKC competitor. An analyst at CKC has done a breakeven decision analysis from CKC’s perspective, balancing going to court with settling out of court, but no analysis has been done for the plaintiffs.
Case Author(s): Modica, Shizuka; Barger, Ed; Hess, Edward D. Darden ID: UVA-ENT-0106 Published: 9/17/2008 Copyright Year: 2008 Subject Area: Entrepreneurship and Innovation Keywords: Growth Strategies; Commoditized products; Entrepreneurshi[p Abstract: C.R. Barger & Sons, Inc. (Barger) operated two businesses: it installed gas, water, and sewer lines, and it manufactured and sold precast-concrete septic tanks. In 2002, after 35 years as a local supplier of septic tanks, this end of the Barger business had reached a plateau: Barger did not have a distinctive brand or product, and its sales were limited primarily to East Tennessee. Barger was on the verge of closing down its septic-tank business when, in 2004, the founders’ grandson assumed leadership of Precast Concrete Operations (PCO). The challenge he faced was how to take a nondistinctive commodity product and turn it into a viable growth business.
Case Author(s): Modica, Shizuka; Barger, Ed; Hess, Edward D. Darden ID: UVA-ENT-0107 Published: 9/17/2008 Copyright Year: 2008 Subject Area: Entrepreneurship and Innovation Keywords: Growth strategies Abstract: The president of Precast Concrete Operations (PCO) at C.R. Barger & Sons has grown the division into a leader in the industry. As a result, his former challenges have changed dramatically — from how to save the PCO division to how to duplicate and improve on the results of his growth initiatives. And he now was considering whether to build a new PCO plant to accommodate future growth. The new plant would increase Barger’s production capacity allowing it to expand its concrete-production capacity from 40 to 200 cubic yards per day. Students may examine the multifaceted strategy the president used to revitalize the division and decide whether this large new growth investment is justified.
Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/08/2005 Revision Date: 03/13/2008 Product Type: Case (Library) HBS Number: 406063 Geographic Setting: Midwestern United States; Northwestern United States Industry Setting: Food processing industry Number of Employees: 400-1,200 Gross Revenues: $1.2 million revenues Event Year Start: 1900 Event Year End: 1910 Subjects: Brands; Business history; Cultural intelligence; Entrepreneurs; Entrepreneurship; Innovation; Leadership; New product marketing; Sales strategy Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (408068), 8p, by Anthony J. Mayo, Mark Benson Product Description: In 1906, C.W. Post had to move his latest breakfast product — corn flakes — from store shelves into cereal bowls nationwide. Post genuinely believed his corn flakes and other breakfast foods would make people well. Through sampling and other innovative sales and marketing techniques, Post convinced consumers and grocers to buy Postum and Grape-Nuts — which generated millions in profits for the Postum Cereal Co. But not Elijah’s Manna — the brand name that Post put on his corn flakes boxes when his company introduced the product in 1904. Two years later, it was clearly not selling. To make matters worse, other cereal companies in the burgeoning Battle Creek area where Post‘s foods were manufactured were cornering the market, in particular, Kelloggs. How was Post going to convince consumers that his corn flakes were better than the rest?
Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/08/2005 Revision Date: 03/13/2008 Product Type: Case (Library) HBS Number: 406063 Geographic Setting: Midwestern United States; Northwestern United States Industry Setting: Food processing industry Number of Employees: 400-1,200 Gross Revenues: $1.2 million revenues Event Year Start: 1900 Event Year End: 1910 Subjects: Brands; Business history; Cultural intelligence; Entrepreneurs; Entrepreneurship; Innovation; Leadership; New product marketing; Sales strategy Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (408068), 8p, by Anthony J. Mayo, Mark Benson Product Description: In 1906, C.W. Post had to move his latest breakfast product — corn flakes — from store shelves into cereal bowls nationwide. Post genuinely believed his corn flakes and other breakfast foods would make people well. Through sampling and other innovative sales and marketing techniques, Post convinced consumers and grocers to buy Postum and Grape-Nuts — which generated millions in profits for the Postum Cereal Co. But not Elijah’s Manna — the brand name that Post put on his corn flakes boxes when his company introduced the product in 1904. Two years later, it was clearly not selling. To make matters worse, other cereal companies in the burgeoning Battle Creek area where Post‘s foods were manufactured were cornering the market, in particular, Kelloggs. How was Post going to convince consumers that his corn flakes were better than the rest?
Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/08/2005 Revision Date: 03/22/2006 Product Type: Case (Library) Product Description: In 1906, C.W. Post had to move his latest breakfast product — corn flakes — from store shelves into cereal bowls nationwide. Post genuinely believed his corn flakes and other breakfast foods would make people well. Through sampling and other innovative sales and marketing techniques, Post convinced consumers and grocers to buy Postum and Grape-Nuts — which generated millions in profits for the Postum Cereal Co. But not Elijah’s Manna — the brand name that Post put on his corn flakes boxes when his company introduced the product in 1904. Two years later, it was clearly not selling. To make matters worse, other cereal companies in the burgeoning Battle Creek area where Post‘s foods were manufactured were cornering the market, in particular, Kelloggs. How was Post going to convince consumers that his corn flakes were better than the rest? HBS Number: 9-406-063 Geographic Setting: Midwestern United States; Northwestern United States Industry Setting: Food processing industry Number of Employees: 400-1,200 Gross Revenues: $1.2 million revenues Event Year Start: 1900 Event Year End: 1910 Subjects: Brands; Business history; Cultural intelligence; Entrepreneurs; Entrepreneurship; Innovation; Leadership; New product marketing; Sales strategy Academic Discipline: Organizational behavior & leadership
Case Author(s): Subramanian, Guhan; Sherman, Eliot Publication Date: 07/05/2007 Revision Date: 05/05/2008 Product Type: Case (Field) HBS Number: 908004 Geographic Setting: New York Industry Setting: Telecommunications industry Number of Employees: 1,200 Event Year Start: 2004 Event Year End: 2004 Subjects: Acquisitions; Auctions; Bankruptcy; Group dynamics; Negotiations; Telecommunications Academic Discipline: Finance Supplementary Materials: Supplement, (908703), 20 min, by Guhan Subramanian; Supplement, (908704), 20 min, by Guhan Subramanian Product Description: Describes the auction of Cable & Wireless America (CWA), a bankrupt subsidiary of the British telecommunications company Cable & Wireless. While an initial “stalking horse” bid valued the assets at $125 million, after a long day and night of bidding between eight groups, the best bid was in the high $60 million range. The sell-side team, comprised of bankers from the Blackstone Group and Greenhill, and lawyers from Wachtell Lipton and Kirkland & Ellis, is forced to regroup and reconsider their options for galvanizing the bidding process. Describes these events in detail, while providing information for students on CWA’s history, the nature of Section 363 auctions, and the bidders who were involved in the process.
Case Author(s): Subramanian, Guhan; Sherman, Eliot Publication Date: 07/05/2007 Revision Date: 05/05/2008 Product Type: Case (Field) HBS Number: 908004 Geographic Setting: New York Industry Setting: Telecommunications industry Number of Employees: 1,200 Event Year Start: 2004 Event Year End: 2004 Subjects: Acquisitions; Auctions; Bankruptcy; Group dynamics; Negotiations; Telecommunications Academic Discipline: Finance Supplementary Materials: Supplement, (908703), 20 min, by Guhan Subramanian; Supplement, (908704), 20 min, by Guhan Subramanian Product Description: Describes the auction of Cable & Wireless America (CWA), a bankrupt subsidiary of the British telecommunications company Cable & Wireless. While an initial “stalking horse” bid valued the assets at $125 million, after a long day and night of bidding between eight groups, the best bid was in the high $60 million range. The sell-side team, comprised of bankers from the Blackstone Group and Greenhill, and lawyers from Wachtell Lipton and Kirkland & Ellis, is forced to regroup and reconsider their options for galvanizing the bidding process. Describes these events in detail, while providing information for students on CWA’s history, the nature of Section 363 auctions, and the bidders who were involved in the process.
Case Author(s): Quelch, John A. Publication Date: 01/20/1983 Revision Date: 07/30/1985 Product Type: Case (Field) Product Description: The vice president of advertising and promotion is reviewing his advertising program for 1982. In particular, he is assessing an agency proposal for a new advertising campaign for cable news network. HBS Number: 9-583-067 Geographic Setting: United StatesIndustry Setting: cable televisionCompany Size: mid-sizeGross Revenues: $100 million sales Event Year Start: 1982Event Year End: 1982 Subjects: Advertising campaigns; Communications industry; Consumer marketing; Distribution channels; Marketing strategy Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-583-066), 13p, by John A. Quelch
Teaching Note For use with 9-583-067 HBS Number: 5-583-066 Subjects: Advertising campaigns; Communications industry; Consumer marketing; Distribution channels; Marketing strategy
Case Author(s): Moon, Youngme; McGovern, Gail J.; Schulman, Seth Publication Date: 03/10/2006 Product Type: Case (Gen Exp) Product Description: In 2005, Cabo San Viejo, a premier health and fitness spa resort located in Palm Springs, California, is debating whether to introduce a Customer Rewards Program. Describes the customer management challenges the firm is facing and outlines the various ways in which a rewards program might be structured to help address those challenges. HBS Number: 9-506-060 Geographic Setting: United States Industry Setting: Fitness industry Gross Revenues: $50-100 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Customer relationship management; Customer retention; Loyalty programs; Marketing; Risk management; Services Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-506-061), 12p, by Youngme Moon
Case Author(s): Cespedes, Frank V.; Gourville, John T. Publication Date: 08/12/2009 Product Type: Case (Field) HBS Number: 510030 Geographic Setting: United States Industry Setting: Pharmaceutical industry Number of Employees: 500-1,000 Gross Revenues: $4 billion Event Year Start: 1992 Event Year End: 2004 Subjects: Performance appraisals; Sales; Sales force management Academic Discipline: Marketing Product Description: Traces the 12-year career of a pharmaceutical salesperson, Bob Marsh, from recruitment to termination. Marsh has had an uneven career with Cabot Pharmaceuticals and eventually is asked to resign. Following his termination, a number of Marsh’s former customers complain vigorously, and Cabot‘s vice president of sales is asked to investigate the matter and to decide what, if anything, to do about it. May be used with: (590111) Cooper Pharmaceuticals, Inc.
Case Raymond M. Kinnunen and James F. Molloy Jr.Susan White’s fitness wear firm, Cabriole, has lost $800,000 in the past 5 years. Although customers have recognized the superior quality of Susan‘s designs and fabrics, the body wear industry has become a pricing jungle and retailers have sharply cut their buying from suppliers. Susan has discovered a major embezzlement and fired the two employees involved, but cannot tell how much of her loss was due to fraud. Tired after 13 years of effort, she wants to close Cabriole—but how? 1994 Source: North American Case Research Association, Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: Business Ethics; Marketing Management Topics:
Case Gompers, Paul A.; Reitz, Howard Firestone Describes the decision facing Danny Lewin, Jonathan Seelig, and Tom Leighton, the founders of Cachet Technologies, an MIT spin-out. The firm has done poorly in the annual MIT business plan competition and the founders have to decide whether to continue. HBS Number: 9-200-031 Type: Case (Field) Publication Date: 1/25/2000 Revision Date: 3/6/2000 Geographic Setting: Boston, MA Industry Setting: Internet Number of Employees: :3 Event Year Start: 1998 Event Year End: 1998 Subjects: Entrepreneurial finance; Internet; Venture capital
Case Ensor, J — Edinburgh Napier University Laing, S — Edinburgh Napier University Distributor: ecch (www.ecch.com) Reference: 593-010-1 Language: English Category: Marketing Data source: Field research Product Year: 1993 Geo location: UK Industry: Confectionery and beverages Size: 35,000 employees, sales u2,843 million Timing: 1989 Topics: Marketing; New product development; Market research; Market segmentation; Promotion; Marketing mix Abstract: The case describes the development of three new confectionery products at Cadbury, from initial market research to first product launch. The teaching objectives are to develop discussion of new product development process and market research methods and segmentation decisions. It will lead to discussion of marketing mix decisions pre-launch, in particular promotional decisions.
Case Dana, L P — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 598-047-1 Language: English Category: Marketing Data source: Published sources Product Year: 1998 Geo location: Egypt Industry: Food Size: Large Timing: 1997 Topics: Marketing; Standardisation; Manufacturing; Modification; Adaptation Abstract: It was 1997 and charcoal-broiled yams were being sold along the streets of Cairo. Amidst the sounds of rush-hour traffic, one could hear the chant of ’Allah Akbar‘ permeating from numerous minarets. Few people were eating chocolate. While local entrepreneurs were more interested in fast profit than in enlarging customer base, Cadbury Egypt was keen on expanding its market share and/or market size.
Case Dana, L P — McGill University Distributor: ecch (www.ecch.com) Reference: 596-071-1 Language: English Category: Marketing Data source: Field research Product Year: 1996 Geo location: Kenya Industry: Chocolate Size: Small Timing: 1994 Topics: Marketing; Export; Policy; Manufacturing; Internationalisation; Expansion; Adapting Abstract: The objective of this case is to study what an established company goes through when it considers expanding into new, maybe unfamiliar territory, in this case Cadbury Kenya expanding into Ethiopia. The company must evaluate various external factors about the country that are beyond their control (this can be done through the three circles). It must also learn to adapt their present product mix to the environment it is entering, because what is done in one country concerning the 4 P’s may not be suitable in another country. This factor is very crucial and the company will have to learn to adapt to the new culture by modifying what needs to be changed to meet the needs of the people. However, the first thing that needs to be determined is if there is in fact a need for the product in the country, and if the consumers would want to spend money on the product. Global uniformity will vary depending on the issue. Yet there are controllables that the company can in fact control. These include cost, capital, coverage, character, control and continuity.
Case Author(s): Bloemhof, Marjolein; Haspeslagh, Philippe; Slagmulder, Regine Abstract: The (C) case describes how CS’ performance management system was redesigned in line with the MfV philosophy. It illustrates the new management performance process in action in the beverages business in Spain, where the country manager is faced with major competitive challenges. Pedagogical objectives: The immediate purpose of the Cadbury Schweppes series is to allow an informed discussion on the use and implementation of Value Based Management, from a broader managerial rather than the typical financial perspective. The broader purpose is to illustrate how VBM can lead to corporate transformation and a sharpening of leadership practices in large firms. The series further describes how the design of the performance management system supports the implementation of MfV.
Case Author(s): Collis, David; Stuart, Toby; Smith, Troy Publication Date: 03/07/2008 Revision Date: 05/18/2009 Product Type: Case (Field) HBS Number: 708453 Gross Revenues: 4.9 billion pounds Event Year Start: 2002 Event Year End: 2002 Subjects: Corporate strategy; Integration planning; Mergers & Acquisitions; Restructuring; Strategic management; Strategic positioning; Strategy; Strategy execution Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (708454), 16p, by David Collis, Toby Stuart, Troy Smith; Supplement (Field), (708455), 6p, by David Collis, Toby Stuart, Troy Smith; Supplement (Field), (708491), 13p, by David Collis, Toby Stuart, Troy Smith Product Description: In late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the analysis of the merger decision. The (B) case explores the specific identified synergies in-depth and provides an opportunity to judge their viability. The (C) and (D) cases conclude the story and update the case with issues facing the global confectionery leader in 2008.
Case Author(s): Collis, David; Stuart, Toby; Smith, Troy Publication Date: 03/07/2008 Revision Date: 05/18/2009 Product Type: Case (Field) HBS Number: 708453 Gross Revenues: 4.9 billion pounds Event Year Start: 2002 Event Year End: 2002 Subjects: Corporate strategy; Integration planning; Mergers & Acquisitions; Restructuring; Strategic management; Strategic positioning; Strategy; Strategy execution Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (708454), 16p, by David Collis, Toby Stuart, Troy Smith; Supplement (Field), (708455), 6p, by David Collis, Toby Stuart, Troy Smith; Supplement (Field), (708491), 13p, by David Collis, Toby Stuart, Troy Smith Product Description: In late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the analysis of the merger decision. The (B) case explores the specific identified synergies in-depth and provides an opportunity to judge their viability. The (C) and (D) cases conclude the story and update the case with issues facing the global confectionery leader in 2008.
Case Author(s): Collis, David; Stuart, Toby; Smith, Troy Publication Date: 03/07/2008 Revision Date: 05/18/2009 Product Type: Case (Field) HBS Number: 708453 Gross Revenues: 4.9 billion pounds Event Year Start: 2002 Event Year End: 2002 Subjects: Corporate strategy; Integration planning; Mergers & Acquisitions; Restructuring; Strategic management; Strategic positioning; Strategy; Strategy execution Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (708454), 16p, by David Collis, Toby Stuart, Troy Smith; Supplement (Field), (708455), 6p, by David Collis, Toby Stuart, Troy Smith; Supplement (Field), (708491), 13p, by David Collis, Toby Stuart, Troy Smith Product Description: In late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the analysis of the merger decision. The (B) case explores the specific identified synergies in-depth and provides an opportunity to judge their viability. The (C) and (D) cases conclude the story and update the case with issues facing the global confectionery leader in 2008.
Case Author(s): Collis, David; Stuart, Toby; Smith, Troy Publication Date: 03/07/2008 Revision Date: 05/18/2009 Product Type: Case (Field) HBS Number: 708453 Gross Revenues: 4.9 billion pounds Event Year Start: 2002 Event Year End: 2002 Subjects: Corporate strategy; Integration planning; Mergers & Acquisitions; Restructuring; Strategic management; Strategic positioning; Strategy; Strategy execution Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (708454), 16p, by David Collis, Toby Stuart, Troy Smith; Supplement (Field), (708455), 6p, by David Collis, Toby Stuart, Troy Smith; Supplement (Field), (708491), 13p, by David Collis, Toby Stuart, Troy Smith Product Description: In late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the analysis of the merger decision. The (B) case explores the specific identified synergies in-depth and provides an opportunity to judge their viability. The (C) and (D) cases conclude the story and update the case with issues facing the global confectionery leader in 2008.
Case Craig Tunwall, Donald Eckrich, Mohamed Youssef.Bruce Naylor, Jim Johnson, and Larry Moore have identified what they believe is a ”can’t miss‘' business opportunity. The future of American industry depends on applications of technology like computer-aided drafting, and the three see their idea as an immediate success. In short, this case illustrates that there are several obstacles in the way of this ''sure thing''. Source: The Society for Case Research, Business Case Journal, Fall 1994, Vol. 2, Issue 2. Copyright 1995. Courses: Entrepreneurship Topics:
Case Author(s): Glynn, John W.; Chen, Peter; Mukherjee, Pr Publication Date: 01/01/1999 Product Type: Case (Field) Publisher: Stanford University HBS Number: E61 Geographic Setting: Silicon Valley, CA Industry Setting: electronic design automation Gross Revenues: $9 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Intellectual property; Litigation; Semiconductors; Silicon Valley Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (E61T), 9p, by John W. Glynn, Peter Chen, Pratap Mukherjee Product Description: Chronicles the origins and evolution of a landmark intellectual property dispute between Cadence Design Systems and Avant! Corp. Cadence was the leading developer of electronic data automation software used in the computer-aided design of sophisticated integrated circuits. Background on the industry and company is given. In 1991, four Cadence employees left to form a competitive firm, called ArcSys (later changed to Avant!). In 1994, Gerald Hsu, a senior Cadence executive, resigned and joined Avant! as its new CEO. This move started a series of legal disputes between the companies revolving around trade secret protection. Shortly after Hsu’s departure, Avant! continued to hire many Cadence employees, including a number of critical programmers. In addition, there was evidence that some of these people stole some of Cadence‘s most valuable source code. Cadence began legal actions, including criminal charges, against Avant! and some of its employees for violation of trade secret laws. Chronicles the highlights of the legal battle, the marketplace battle between the firms, and the public relations struggle. Concludes by asking what the two CEOs should do in their respective positions. The central issues are: what is intellectual property, how to protect intellectual property, and how to respond ef Source: Harvard
Case Author(s): White RW; Hoogeveen M Description: One of Cadillac Fairview Inc.’s (Cadillac) key creditors, the Whitehall Street Real Estate Limited Partnership managed by Goldman Sachs & Co., forced Cadillac to seek protection from its creditors under Canadian insolvency law on December 23, 1994. Accordingly, Cadillac was now required to submit to the Ontario General Court a plan to restructure its financial obligations by January 31, 1995, a plan that it hoped would have the support of its various stakeholder groups. Cadillac had grown tobecome one of the largest developers and owners of prime commercial real estate in North America, with assets of $4.8 billion. (A Microsoft Excel spreadsheet is available for use with this case, product 7A96B013.) Ivey Number: 9A96B013 Publication Date: 10/3/1996 Revision Date: 1/16/2004 Geographic Setting: Canada/USA Industry Setting: Real Estate Company Size: Large organization Event Year Start: 1995 Subjects: Restructuring; Valuation; Leverage; Shopping Centres Level of Difficulty: Undergraduate/MBA Functional Area: Finance
Case Dana, L P — University of Canterbury Distributor: ecch (www.ecch.com) Reference: 398-128-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1998 Geo location: Japan Industry: Automotive Size: Large multinational Timing: Mid 1990s Topics: Product adaptation; Marketing; Trade; Free trade agreements; International business; Export Abstract: Yoshikazu Hojoh was preparing to help General Motors (GM) adapt automobiles for the Japanese market. During the mid-1990s, Japan and the United States had reached a trade agreement to open the Japanese market, but according to Japanese officials, American-built cars were often ill-suited for that market.
Case Author(s): Wilson, John; Landel, Robert D. Darden ID: UVA-OM-0572 Published: 4/10/1991 Revised: 8/1/1988 Copyright Year: 1985 Subject Area: Operations Management Keywords: automation; capital budgeting; change management; new technology; quaility; technology management Teaching Note: UVA-OM-0572TN Abstract: John Wilson has been asked by the Manufacturing Engineering Department of the Cadillac Clark Street plant to design and install an in-process electrical testing system for the Cadillac instrument panel. Three alternative systems have been identified, each with varying degrees of sophistication and cost. Wilson, who will be leaving prior to the actual implementation of the decision, has to decide which alternative will best meet the needs of the Clark Street plant. He must balance the costs of the alternatives, the effects on labor, and the timing of the implementation in order to recommend the most effective system. The case contains all background material required to understand the dilemma of attempting to meet quality goals within a reasonable budget. It offers an opportunity for students to role-play within a manufacturing setting, adopting the various viewpoints of the personnel involved. (Also see the supplement, OM-0624.)
Case Author(s): Stephen R. Foerster; Marc Folch Ivey ID: 9B09N004 Publication Date: 1/30/2009 Revision Date: 7/6/2009 Product Type: Case Teaching Note: 8B09N04 Geographic Setting: China; India; Canada Industry Setting: Real Estate Industry Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Valuation; Investments; Internal Rate of Return Major Disciplines: Finance; International Product Description: The president and chief operating officer of Cadim, the real estate arm of the Caisse de Depot et Placement du Quebec, Canada?s largest pension fund management firm, had recently been approached with several interesting multimillion-dollar investment opportunities in India and China. Although Cadim was still deciding whether to invest in either country (see Cadim: The China and India Real Estate Market Entry Decisions case), if the company chose to do so, it wanted suitable partners and deals lined up. Each deal had its pros and cons, but the president knew all too well that the wrong combination of partner and deal could have dire consequences for Cadim?s profits and the team?s reputation. The case analysis involves risk assessment, partner assessment, cash flow analysis and portfolio fit analysis.
Case (Field) Author(s): Stephen R. Foerster; Marc Folch Ivey ID: 9B09N003 Publication Date: 1/30/2009 Revision Date: 7/6/2009 Product Type: Case (Field) Teaching Note: 8B09N03 Geographic Setting: China; India; Canada Industry Setting: Real Estate Industry Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Investments; International Strategy; International Joint Venture Major Disciplines: Finance; International Product Description: The president and chief operating officer of Cadim, the real estate arm of the Caisse de Depot et Placement du Quebec, Canada?s largest pension fund management firm, was considering whether Cadim should enter India, China or both on a long-term basis to diversify its global real estate holdings and take advantage of the growth these two countries were experiencing. The fund?s investment would potentially amount to hundreds of millions of dollars and could lead to substantial returns; however, these investments carried considerable risks. The case introduces many of the issues involved with managing an international portfolio of real estate and provides a detailed overview of the business environment and culture of both China and India. In doing so, the case exposes students to the complicated nature of regional risk assessment and the challenges of doing business in developing countries. Students must assess whether the complexity and risk levels involved with entering a new developing country are worth the potential returns.
Case Darden ID: UVA-OM-1362 Published: 8/18/2008 Copyright Year: 2008 Subject Area: Operations Management Keywords: budget; Budgeting; Job cost; Contribution; Expenses; Capital; Sales; Operating Abstract: During the 1970s, the William Byrd Press grew from $3 million in sales to a very profitable $40 million periodical-printing company. The growth and profitability was driven, in part, by the development of a financial management system that was state-of-the-art for the printing industry at that time. Budgeting was an important part of the new financial management system. Previously, the printing industry was a job-shop business. The cost of a job was determined partially by a standard hourly rate developed from the annual budget. An hourly rate was divided by units of output per hour to estimate the cost per unit. Management had to know its costs because one important key to profitability was management of the dynamic price-volume-cost-capacity relationship inherent in that particular business. The new system was designed to give management the information needed to manage that relationship.
Case Author(s): Stettinius, Wallace; Colley, John L. Darden ID: UVA-OM-0866 Published: 10/20/1997 Revised: 9/9/1998 Copyright Year: 1997 Subject Area: Operations Management Keywords: no keywords Abstract: This case traces the continuious evolution of printing and communications technology once the past 25 years. The shifting focus on the various stages of the printing process complicates strategic planning and implemented.
Case Author(s): Stettinius, Wallace; Colley, John L. Darden ID: UVA-OM-0866 Published: 10/20/1997 Revised: 9/9/1998 Copyright Year: 1997 Subject Area: Operations Management Keywords: no keywords Abstract: This case traces the continuious evolution of printing and communications technology once the past 25 years. The shifting focus on the various stages of the printing process complicates strategic planning and implemented.
Case Crossan MM; Pierce B CAE Electronics is a high-tech Canadian company operating in 47 countries world-wide. CAE was in the midst of a bid to build three power plant simulators for the Korean Electric Power Corporation worth about $50 million. The case presents anoverview of CAE, its industry, and the Korean context. Allan Abramovitch, manager for Power Plant Simulators, must assess the risk/return trade-offs of the bid, and the implications for CAE’s strategy. The case lends itself to a discussion of thecompetitive/cooperative aspects of technology transfer. Ivey Number: 9A94M015 Publication Date: 15/11/1994 Revision Date: 5/4/2001 Geographic Setting: Korea/Canada Industry Setting: Electric & Electronic Equipment Supplies Company Size: Large organization Event Year Start: 1993 Subjects: International Business, Indigenization, Management of Technology, Business Policy Functional Area: General Management
Case Martin, M J — Dalhousie University, also affiliated with Exeter & Bath Universities Rosson, P — Dalhousie University Distributor: ecch (www.ecch.com) Reference: 398-032-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1998 Geo location: Canada and global Industry: Aerospace Size: CADUS$150 million Timing: 1983-1996 Topics: Technology and innovation; Strategy; Core competencies, dynamic capabilities; Project organisation management; Research and development, market coupling; Research and development management Abstract: This is the first of a two-case series (398-032-1 and 398-033-1). Case (A) can be used to explore the corporate technological, marketing and managerial skills required for the sustained pursuit of global technological leadership in a cluster of market niches from a modest domestic base. In 1983 CAE Electronics Ltd, based in Montreal, was one of the world’s leading designers and manufacturers of aircraft flight simulators and related products. The case outlines the features of the flight simulator market at that time. It describes the project organisational structure adopted by the company to pursue its technological leadership strategy. It can be used to explore the development of the dynamic capabilities/core competencies required to successfully compete in a market characterised by rapid technological change and widely fluctuating sales patterns. It is recommended that it be used with case (B) which traces the further fortunes of the company from 1983 up to 1996.
Case Martin, M J — Dalhousie University, also affiliated with Exeter & Bath Universities Distributor: ecch (www.ecch.com) Reference: 398-033-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1998 Geo location: Canada and Global Industry: Aerospace Size: CADUS$150 million Timing: 1987-1996 Topics: Technology and innovation; Strategy; Core competencies, dynamic capabilities; Project organisation management; Research and development, market coupling; Research and development management Abstract: This is the second in a two-case series (398-032-1 and 398-033-1). This case traces the further fortunes of CAE Electronics Ltd from 1983 up to 1996 as it pursued its chosen technological trajectory or path. During this period, it expanded by internal growth and acquisitions into related market niches based upon its firm specific skills or dynamic capabilities/core competencies, despite the challenges and reverses it faced precipitated by the ending of the Cold War coupled with recession in the air-transport industry.
Case Siu V; Anderson CK; Vachon S An assistant manager of a university student residence is aware that there are capacity and service problems in the cafeteria. Long waits in line were common, and he hoped to propose some improvements to residence management, preferably ones with nomajor investments or disbursements involved. Ivey Number: 9B00D007 Publication Date: 2/5/2000 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Small organization Event Year Start: 1999 Subjects: Queuing Theory, Simulation, Service Operations Functional Area: Production/Operations Management
Case Author(s): Deshpande, Rohit; de Royere, Alexandra Publication Date: 09/30/2001 Revision Date: 06/30/2004 Product Type: Case (Field) Product Description: Discusses sustaining brand equity after a highly successful commodity-product branding ad campaign. Teaching Purpose: Understanding global branding, differentiating a commodity, and advertising to create brand equity. HBS Number: 9-502-024 Geographic Setting: Colombia, United States Industry Setting: coffee Number of Employees: 1,800 Event Year Start: 2000 Event Year End: 2000 Subjects: Advertising campaigns; Beverages; Brand equity Academic Discipline: Marketing Supplementary Materials: Case Video, (502801), 3 min, by Rohit Deshpande
Case Saeed, M K — GIFT University Distributor: ecch (www.ecch.com) Reference: 808-057-1 Language: English Category: Entrepreneurship Data source: Published sources Product Year: 2008 Geo location: Pakistan Industry: Services Size: 10 employees Timing: Summer 2008 Topics: Entrepreneurship; Retailing; Branding to youth; Coffee brand; Strategy plan Abstract: This case is about starting a new venture by a business graduate of a University based in an industrial city of Pakistan. It can be taught in courses such as retail management and entrepreneurship. The case teaching objectives are: (1) how to develop a business plan; (2) evaluating and implementing a marketing plan; and (3) evaluating and implementing a financial plan.
Case Author(s): Simons, Robert L.; Davila, Antonio Publication Date: 01/26/1998 Revision Date: 11/07/2000 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 198088 Geographic Setting: Italy Event Year Start: 1997 Event Year End: 1997 Subjects: Return on investment; Profitability analysis; Planning systems; Profit planning; Performance measurement Academic Discipline: Accounting & control Supplementary Materials: Case Teaching Note, (101044), 21p, by Robert L. Simons, Indra A. Reinbergs; Spreadsheet Supplement, (XLS032), 0p, by Robert L. Simons, Antonio Davila Product Description: Using an income statement, balance sheet, and projected demand and cost schedules, students are required to build a profit plan for a closely-held coffee manufacturer in Italy. Students must estimate cash flow and ROE and use this analysis to evaluate the attractiveness of a new strategy.
Case Author(s): Simons, Robert L.; Davila, Antonio Publication Date: 01/26/1998 Revision Date: 11/07/2000 Product Type: Case (Gen Exp) Product Description: Using an income statement, balance sheet, and projected demand and cost schedules, students are required to build a profit plan for a closely-held coffee manufacturer in Italy. Students must estimate cash flow and ROE and use this analysis to evaluate the attractiveness of a new strategy. HBS Number: 9-198-088 Geographic Setting: ItalyIndustry Setting: coffee Event Year Start: 1997Event Year End: 1997 Subjects: Beverages; Italy; Performance measurement; Planning systems; Profit planning; Profitability analysis; Return on investment Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-100-008), 18p, by Robert L. Simons, Antonio Davila; Teaching Note, (5-101-044), 21p, by Robert L. Simons, Indra A. Reinbergs
Case Author(s): Mead, Jenny; Wicks, Andrew C. Darden ID: UVA-E-0327 Published: 8/18/2008 Copyright Year: 2008 Subject Area: Ethics Keywords: business ethics; Ethical issues; Stakeholder management; Agriculture; Developping countries; Coffee; Branding; Marketing; Latin America; Retail Abstract: Is “Fair Trade” really fair? This case examines the concept, history, and logistics of the Fair Trade movement, specifically for coffee. Fair Trade began as an attempt to ensure farmers received fair compensation for their crops and credit when needed. Fair Trade also provided opportunities to help coffee growers learn best practices and sustainable farming methods (minimal damage to the environment, for example). But Fair Trade had its critics, who claimed that ultimately the farmers did not benefit and that retailers charged more for Fair Trade products and pocketed the difference. This case examines these issues through the eyes of one coffee-drinker who has specifically chosen her caffeine venue because of the Fair Trade designation.
Case Ashta, A — CCI Dijon - Groupe ESC Dijon Bourgogne Ernult, J — CCI Dijon - Groupe ESC Dijon Bourgogne Distributor: ecch (www.ecch.com) Reference: 708-036-1 Language: English Category: Ethics and Social Responsibility Data source: Field research Product Year: 2008 Geo location: France Industry: Banking Size: Large Timing: 2007 Topics: Corporate social responsibility; Sustainable development; Vendor selection; Transfer pricing; Bank; Rating; Governance; Corporate governance; Environment; Qualitative factors Abstract: Caisse D’Epargne (CE) has got itself rated by VIGEO, a French rating organisation. As it expected, CE found it rated high for everything except environment. It urgently needs to do something about improving its environmental rating. One of the criteria to evaluate ‘environment' is whether the customers and suppliers of CE are engaged in sustainable development. Thus, CE gets penalised if it deals with polluters, for example. As a result, CE wants to improve its vendor selection procedure to include information on whether the vendor is environmentally friendly or whether it is destructive. The decision to select vendors for stationery, advertising, furniture, etc, is taken at the grassroot level. The basic question is related to the costs of implementing a strategy of including ecological factors in vendor selection. Note that if units are profit-centres, any increase in costs would reflect on division profitability while the improvements in corporate image has externalities.
Case Author(s): Martinez-Jerez, F. Asis; De Albornoz, Rosario M. Publication Date: 11/10/2003 Revision Date: 03/24/2008 Product Type: Case (Field) HBS Number: 104044 Geographic Setting: Spain Industry Setting: Banking industry Number of Employees: 2,700 Gross Revenues: 200 million eurodollars Event Year Start: 2003 Event Year End: 2003 Subjects: Branches; Commercial banking; Incentives; Organizational design; Performance measurement; Sales management; Transfer pricing Academic Discipline: Accounting & control Supplementary Materials: Supplement (Field), (105012), 1p, by F. Asis Martinez-Jerez, Rosario M. de Albornoz ; Teaching Note, (105020), 16p, by F. Asis Martinez-Jerez Product Description: Juan Luis Rojas, commercial planning manager of a Caja de Ahorros (savings bank), faces the challenge of motivating the branches to sell more long-term mortgages and ponders whether to use transfer prices to achieve his objective.
Case Author(s): Martinez-Jerez, F. Asis; De Albornoz, Rosario M. Publication Date: 11/10/2003 Revision Date: 09/27/2004 Product Type: Case (Field) Product Description: Juan Luis Rojas, commercial planning manager of a Caja de Ahorros (savings bank), faces the challenge to motivate the branches to sell more long-term mortgages and ponders whether to use transfer prices to achieve his objective. Teaching Purpose: To understand how transfer prices can be used for resource allocation, organizational design, and employee motivation. HBS Number: 9-104-044 Geographic Setting: Spain Industry Setting: banking Number of Employees: 2,700 Gross Revenues: 200 million eurodollars Event Year Start: 2003 Event Year End: 2003 Subjects: Branches; Commercial banking; Incentives; Organizational design; Performance measurement; Sales management; Spain; Transfer pricing Academic Discipline: Accounting & control Supplementary Materials: Supplement (Field), (9-105-012), 1p, by F. Asis Martinez-Jerez, Rosario M. de Albornoz ; Teaching Note, (5-105-020), 16p, by F. Asis Martinez-Jerez
Case Author(s): Martinez-Jerez, F. Asis; De Albornoz, Rosario M. Publication Date: 11/10/2003 Revision Date: 03/24/2008 Product Type: Case (Field) HBS Number: 104044 Geographic Setting: Spain Industry Setting: Banking industry Number of Employees: 2,700 Gross Revenues: 200 million eurodollars Event Year Start: 2003 Event Year End: 2003 Subjects: Branches; Commercial banking; Incentives; Organizational design; Performance measurement; Sales management; Transfer pricing Academic Discipline: Accounting & control Supplementary Materials: Supplement (Field), (105012), 1p, by F. Asis Martinez-Jerez, Rosario M. de Albornoz ; Teaching Note, (105020), 16p, by F. Asis Martinez-Jerez Product Description: Juan Luis Rojas, commercial planning manager of a Caja de Ahorros (savings bank), faces the challenge of motivating the branches to sell more long-term mortgages and ponders whether to use transfer prices to achieve his objective.
Case Author(s): Clyman, Dana R.; Pfeifer, Phillip E.; Darden ID: UVA-QA-0551 Published: 8/24/1999 Copyright Year: 1999 Subject Area: Accounting and Control Keywords: data analysis; Monte Carlo simulation Teaching Note: UVA-QA-0440TN Abstract: A revision of the B case (QA-0442), the C case uses data tables rather than columns to compare different order quantities. For an early class on Monte Carlo simulation, the B case is recommended; later in the semester, however, the C case is preferred as its data tables are a powerful technology when integrated with the popular Monte Carlo simulation packages. See also the A case, QA-0440.
Case Author(s): Clyman, Dana R.; Pfeifer, Phillip E.; Darden ID: UVA-QA-0551 Published: 8/24/1999 Copyright Year: 1999 Subject Area: Accounting and Control Keywords: data analysis; Monte Carlo simulation Teaching Note: UVA-QA-0440TN Abstract: A revision of the B case (QA-0442), the C case uses data tables rather than columns to compare different order quantities. For an early class on Monte Carlo simulation, the B case is recommended; later in the semester, however, the C case is preferred as its data tables are a powerful technology when integrated with the popular Monte Carlo simulation packages. See also the A case, QA-0440.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1094 Published: 4/11/1995 Revised: 6/17/1998 Copyright Year: 1995 Subject Area: Finance Keywords: banking; credit analysis; forecasting; valuation; diversity Teaching Note: UVA-F-1094TN Student Spreadsheet: UVA-S-F-1094 Faculty Spreadsheet: UVA-S-F-1094TN Abstract: In 1994, a senior lender at a West Coast financial institution must evaluate an opportunity to provide credit for a management buyout of a vineyard.The tasks for the student are to value the vineyard, assess its ability to service the proposed debt, critically evaluate the buyout terms, and recommend action for the lender.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1094 Published: 4/11/1995 Revised: 6/17/1998 Copyright Year: 1995 Subject Area: Finance Keywords: banking; credit analysis; forecasting; valuation; diversity Teaching Note: UVA-F-1094TN Student Spreadsheet: UVA-S-F-1094 Faculty Spreadsheet: UVA-S-F-1094TN Abstract: In 1994, a senior lender at a West Coast financial institution must evaluate an opportunity to provide credit for a management buyout of a vineyard.The tasks for the student are to value the vineyard, assess its ability to service the proposed debt, critically evaluate the buyout terms, and recommend action for the lender.
Case Author(s): Greenwood, Robin; Scharfstein, David Publication Date: 10/20/2005 Revision Date: 09/14/2006 Product Type: Note HBS Number: 9-206-028 Subjects: Cash flow; Financial statements Academic Discipline: Finance Product Description: Outlines the mechanics of calculating free cash flows from historical and proforma financial statements. Focuses on the mechanical process of transforming numbers from financial forecasts into cash flows.
Case Author(s): Greenwood, Robin ; Scharfstein, David S. Publication Date: 10/20/2005 Revision Date: 02/19/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 206028 Subjects: Financial statements; Cash flow Academic Discipline: Finance Product Description: Outlines the mechanics of calculating free cash flows from historical and proforma financial statements. Focuses on the mechanical process of transforming numbers from financial forecasts into cash flows.
Case Grunewald, D — Iona College Baron, P — Iona College Distributor: ecch (www.ecch.com) Reference: 395-046-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: Southern USA Industry: Higher education, private university Size: 5900 students Timing: 1993-94 Topics: Business school mission; Effectiveness vs efficiency; Leadership and organisation; University governance; Organisational; culture; Traditional liberal arts values Abstract: First of a two case series (395-046-1 and 395-047-1). A church-related university with 5,900 students faces increasing competition from government operated universities and community colleges and from other independent colleges and universities. The university is slow to react to these changes in the external competitive environment. The university is currently having shortfalls in projected enrolment and is facing financial pressures due to unbalanced budgets. The university’s business school is trying to achieve AACSB accreditation despite budget cutbacks that are hampering its efforts to meet the research requirements of the AACSB. The business school faces the additional problem that it is the only professional school in a university dominated by a liberal arts culture that is not very sympathetic to the needs of a professional school of business.
Background note Grunewald, D — Iona College Baron, P — Iona College Fernandes, M — Iona College Distributor: ecch (www.ecch.com) Reference: 395-047-5 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: Southern USA Industry: Higher education, private university Size: 5,900 students Timing: 1993-1994 Topics: Efficiency vs effectiveness; External assessment; Organisational culture; Financial management; University strategy Abstract: This background note is available to accompany the case series (395-046-1 and 395-047-1). The abstract is as follows: This case focuses on the university’s competitive situation, financial management, relationship to its environment and governance. It may be used on its own or as a follow-up to a discussion of Caledonia (A) (395-046-1). These two cases are useful to familiarize students with the problems of universities that are church related or influenced by religious affiliation and values, the importance of relating organizational culture to the environment and the importance of external assessment for universities. Further, these cases raise the inherent conflict between efficiency and effectiveness in non-profit organizations.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1012 Published: 3/23/1993 Copyright Year: 1992 Subject Area: Finance Keywords: acquisitions; banking, loan evaluation; capital asset pricing model; commercial lending; cost of capital; credit analysis; international case; diversity Teaching Note: UVA-F-1012TN Student Spreadsheet: UVA-S-F-1012 Faculty Spreadsheet: UVA-S-F-1012TN Abstract: In June 1989, a banker must decide whether and how his bank should participate in the LBO of this small Scottish newspaper publisher. This is the first of a two-case series and may be taught by itself or as part of a sequence over two class meetings with the B case (UVA-F-1013). See also the abridged version (UVA-F-1011). Student and instructor worksheet files are available for use with this case and teaching note.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1012 Published: 3/23/1993 Copyright Year: 1992 Subject Area: Finance Keywords: acquisitions; banking, loan evaluation; capital asset pricing model; commercial lending; cost of capital; credit analysis; international case; diversity Teaching Note: UVA-F-1012TN Student Spreadsheet: UVA-S-F-1012 Faculty Spreadsheet: UVA-S-F-1012TN Abstract: In June 1989, a banker must decide whether and how his bank should participate in the LBO of this small Scottish newspaper publisher. This is the first of a two-case series and may be taught by itself or as part of a sequence over two class meetings with the B case (UVA-F-1013). See also the abridged version (UVA-F-1011). Student and instructor worksheet files are available for use with this case and teaching note.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1011 Published: 3/11/1993 Revised: 1/1/1998 Copyright Year: 1992 Subject Area: Finance Keywords: banking, loan evaluation; bankruptcy; debt/equity swaps; forecasting; leveraged buyouts; preferred stock; international case; diversity Teaching Note: UVA-F-1013TN Student Spreadsheet: UVA-S-F-1011 Abstract: In December 1990, a banker reassesses a borrower that, at the time of its leveraged buyout 18 months earlier, seemed to have such a promising future. Now the borrower is in severe financial distress. The tasks for the student are to evaluate competing proposals for restructuring the firm and to recommend a course of action for the bank. This is the “stand-alone” version of the second part of a two-case sequence. Students should not be exposed to this case until they have finished discussing the A case (UVA-F-1012).
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1011 Published: 3/11/1993 Revised: 1/1/1998 Copyright Year: 1992 Subject Area: Finance Keywords: banking, loan evaluation; bankruptcy; debt/equity swaps; forecasting; leveraged buyouts; preferred stock; international case; diversity Teaching Note: UVA-F-1013TN Student Spreadsheet: UVA-S-F-1011 Abstract: In December 1990, a banker reassesses a borrower that, at the time of its leveraged buyout 18 months earlier, seemed to have such a promising future. Now the borrower is in severe financial distress. The tasks for the student are to evaluate competing proposals for restructuring the firm and to recommend a course of action for the bank. This is the “stand-alone” version of the second part of a two-case sequence. Students should not be exposed to this case until they have finished discussing the A case (UVA-F-1012).
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1013 Published: 3/11/1993 Copyright Year: 1992 Subject Area: Finance Keywords: banking, loan evaluation; bankruptcy; forecasting; leveraged buyouts; preferred stock; international case; Teaching Note: UVA-F-1013TN Faculty Spreadsheet: UVA-S-F-1013TN Abstract: In December 1990, a banker reassesses a borrower that, at the time of its leveraged buyout eighteen months earlier, seemed to have such a promising future. Now the borrower is in severe financial distress. The tasks for the student are to evaluate competing proposals for restructuring the firm and to recommend a course of action for the bank. This is the second part of a two-case sequence. Students should not be exposed to the B case until they have finished discussing the A case (F-1012). A “stand-alone” version of this case is available as “Caledonian Newspapers Ltd. (Abridged)” (F-1011).
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1013 Published: 3/11/1993 Copyright Year: 1992 Subject Area: Finance Keywords: banking, loan evaluation; bankruptcy; forecasting; leveraged buyouts; preferred stock; international case; Teaching Note: UVA-F-1013TN Faculty Spreadsheet: UVA-S-F-1013TN Abstract: In December 1990, a banker reassesses a borrower that, at the time of its leveraged buyout eighteen months earlier, seemed to have such a promising future. Now the borrower is in severe financial distress. The tasks for the student are to evaluate competing proposals for restructuring the firm and to recommend a course of action for the bank. This is the second part of a two-case sequence. Students should not be exposed to the B case until they have finished discussing the A case (F-1012). A “stand-alone” version of this case is available as “Caledonian Newspapers Ltd. (Abridged)” (F-1011).
Case Author(s): Lassiter, Joseph B.; Steenburgh, Thomas; Barley, Lauren Publication Date: 08/26/2009 Revision Date: 08/11/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 810030 Geographic Setting: California Number of Employees: about 70 Event Year Start: 2009 Subjects: Energy; Entrepreneurial finance; Entrepreneurial management; Marketing; Product development; Partnerships Academic Discipline: Entrepreneurship Product Description: To maximize their effectiveness, color cases should be printed in color. Brent Constantz, founder, CEO, and president of Calera Corporation, felt a surge of optimism as he gazed at the recently commissioned prototype flue gas processing line at Calera’s R&D facility in Moss Landing, California. It was late May 2009, and Calera was an early-stage venture-backed company headquartered in Los Gatos, California with a promising vision to reverse global warming and ocean acidification by adapting one of nature‘s oldest processes: carbonate mineralization.
Case Author(s): Lawrence G. Tapp; Gail Robertson Ivey ID: 9B00M042 Publication Date: 6/20/2001 Revision Date: 1/11/2010 Product Type: Case Teaching Note: 8B02M42 Geographic Setting: Canada/Hong Kong Industry Setting: Petroleum Refining & Related Industries Size: Medium Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Corporate governance; International business; Board of directors Major Disciplines: General Management; International Product Description: Calgas is one of Canada’s top 25 oil and gas producers, with multinational principal shareholders and a multinational board of directors. A board member has been shopping the company without the board‘s knowledge or approval, and has been unsuccessful. His actions have caused employee anger and a loss of industry credibility. The board of directors must decide how to deal with the board member and determine a strategy for both damage control and moving forward.
Case Author(s): Goldberg, Ray A.; Gourville, John Publication Date: 10/22/2001 Revision Date: 04/18/2002 Product Type: Case (Field) Product Description: In 1993, Calgene is on the verge of introducing the world’s first genetically engineered plant product—a tomato that has been genetically engineered to taste better and to stay fresh longer. At the same time, it is using biotechnology to produce improved plant products for the cottonseed and the industrial and edible oil markets. As it develops and brings these products to market, however, it faces a series of marketing and public relations hurdles, ranging from regulatory requirements to consumer education to activist resistance to production and distribution logistics. How Calgene reacts to these challenges may determine whether it succeeds or fails in its quest to revolutionize the business of agriculture. Teaching Purpose: To introduce students to the unique challenges encountered in the world of bioengineering, an increasingly important, but controversial topic in society. Addresses the marketing question of product selection and target market selection for new-to-the-world products. Much of the discussion can be run around the questions of whether Calgene has chosen the best product with which to go to market and, if so, whether it has chosen the best strategy for entering that market. A rewritten version of an earlier case. HBS Number: 9-502-041 Geographic Setting: CaliforniaIndustry Setting: biotechnologyNumber of Employees: 100 Event Year Start: 1993Event Year End: 1993 Subjects: Agribusiness; Biotechnology; Entrepreneurship; Innovation; Product introduction; Technology Academic Discipline: Marketing
Case Baker, N Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 395-058-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: UK Industry: Retail Timing: 1989 Topics: Entrepreneurship; Business plan; Opportunity assessment Abstract: This is a business plan for a chain of fudge outlets in the UK, modelled after and based upon a licence from a successful chain in the United States. The case provides an opportunity to assess a new business idea and the transportability of a successful idea from another country.
Case Author(s): Dan Thompson Publication Date: 1/31/2007 Product Type: Case (Gen Exp) Ivey ID: 9b06N022 Industry Setting: Transportation Equipment Size: Medium Year of Event: 2006 Level of Difficulty: 1 - Introductory Subjects: Growth Strategy; Financial Analysis Major Disciplines: Finance Product Description: A manager at a public accounting firm was contracted to perform a second financial performance review and issue recommendations for improving the performance of California Choppers. She must analyse several financial indicators including liquidity, asset management, long-term debt payment ability, and profitability. Poor performance results and interpersonal difficulties between the owner and chief executive officer are making her job very difficult.
Case Blackburn, A — Oxford Brookes University Distributor: ecch (www.ecch.com) Reference: 497-040-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 1997 Geo location: UK, Europe Industry: Retail Topics: Employee resourcing; Employee development; Employee relations; Motivation, job satisfaction; Personnel procedures; Employee turnover, retention; Induction, development Abstract: This case is set in a home improvement retail organisation which has a highly competitive market. The company is a relatively successful but largely decentralised organisation. Management of human resource issues is handled on a national and regional basis but the implementaion tactics is left to the general managers of each state. The company suffers from high turnover of staff and high recruitment costs. The case provides a forum for students to suggest ways of improving human resource management including employee resourcing, employee development and employee relations. The key learning issues are; (1) design of recruitment, selection and induction processes; (2) how to manage staff, motivation and retention; (3) effects of personnel issues on customer service; (4) staff training and development plans; and (5) effects on employee relations if previously listed issues are ineffective.
Case Author(s): Light, Jay O.; Lorsch, Jay W.; Sailer, James E. Publication Date: 07/10/1991 Revision Date: 08/17/2000 Product Type: Case (Field) Product Description: Examines California Public Employees Retirement System (CalPERS), the world’s fourth largest pension fund. Dale Hanson, CEO of CalPERS, has a problem; how does he use CalPERS‘ influence as the holder of a small percentage of 1,300 American companies to put pressure on corporate America to achieve better returns for shareholders? The case discusses the constraints which confront CalPERS as a quasi-state agency and describes their efforts to improve corporate governance to date. May be used with: (9-201-091) California PERS (B). HBS Number: 9-291-045 Geographic Setting: Sacramento, CA Gross Revenues: $62 billion assets Event Year Start: 1991 Event Year End: 1991 Subjects: Corporate governance; Investment management; Pension funds; State government; Stockholders Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-295-004), 8p, by Jay O. Light, James E. Sailer; Teaching Note, (5-499-051), 2p, by Jay W. Lorsch
Teaching Note For use with 9-291-045 HBS Number: 5-499-051 Subjects: Corporate governance; Investment management; Pension funds; State government; Stockholders
Case Author(s): Light, Jay O.; Lorsch, Jay W.; Sailer, Jam Publication Date: 02/05/2001 Product Type: Case (Field) Product Description: The largest state pension fund continues the evolution of its approach to corporate governance contemplating "relationship investing" and other new approaches. May be used with: (9-291-045) California PERS (A). HBS Number: 9-201-091 Geographic Setting: Sacramento, CAIndustry Setting: pension funds Event Year Start: 1993Event Year End: 2000 Subjects: Corporate governance; Investment management; Pension funds; State government; Stockholders Academic Discipline: Finance
Case Author(s): Shumadine, Elizabeth Darden ID: UVA-F-1553 Published: 9/2/2008 Copyright Year: 2008 Subject Area: Finance Keywords: Capital structure; Debt policy; Tax shields Teaching Note: UVA-F-1553TN Student Spreadsheet: UVA-S-F-1553 Faculty Spreadsheet: UVA-S-F-1553TN Abstract: This case examines the question of financial leverage at California Pizza Kitchen (CPK) in July 2007. With a highly profitable business and an aversion to debt, CPK management is considering a debt-financed stock buyback program. The case is intended to provide an introduction to the Modigliani and Miller capital structure irrelevance propositions and the concept of debt tax shields. With the background of a pizza company, the case provides an engaging context to discuss the “pizza graphs” that are commonly used in corporate finance curriculum to illustrate the wealth effects of capital structure decisions.
Case Scott, Bruce R.; Price, Kevin California has long been a lead state in terms of population growth, income, and societal norms. In the 1990s, California voters approved referenda to restrict benefits to immigrants and to prohibit affirmative action. Is this likely to be another leading indicator for the country as a whole? HBS Number: 9-798-001 Type: Case (Library) Publication Date: 12/1/1997 Geographic Setting: California Event Year Start: 1997 Event Year End: 1997 Subjects: Affirmative action; Demographics; Government policy; Politics; Social change
Case Agrawal, M — XLRI - School of Management and Labour Studies Vagn Freytag, P — University of Southern Denmark Distributor: ecch (www.ecch.com) Reference: 500-019-1 Language: English Category: Marketing Data source: Field research Product Year: 2000 Geo location: Denmark Industry: Call centre Size: Medium Timing: 1999-2000 Topics: Firm’s growing strategy; Customer relationship; Outsourcing Abstract: The case is about the Call Center Europe (CCE), one of the largest call centres in northern Europe. CCE specialises in representing business clients to their customers with a series of inbound and outbound calling services. As the trend for call centres is to grow into web-enabled customer care and contact centres, CCE needs to remain in readiness to face the emerging challenges and seize newer growth opportunities in the overall discipline of customer relations management (CRM). The case aims to initiate a discussion regarding these very needs and issues relating to growth options for the CCE. The case is targeted at the final year students in full time MBA programmes in marketing business and policy and services marketing. It may be more useful to the executive MBA or the short term training programmes for the practising manager also in Europe and in Denmark.
Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Malik, U — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 408-018-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2008 Industry: Call centre industry (telecom) Size: 600-650 employees Timing: March 2007 to December 2007 Topics: Hiring policy; Economy; Business ventures; Promotions; Mortgage industry; Investors; Slump; Emerging economy; Business opportunity; Prerequisites; Operations Abstract: This case is about the overall situation of a call centre that was operating in Islamabad, the capital city of Pakistan. It highlights the hiring policy of the company and the way it was managing its affairs. It gives an overview of how the different operations of the company were managed and the promotion criterion adopted within the company. It also explains the reason for the company’s downfall, which was due to the top management‘s unprofessional approach to handling company matters.
Article Author(s): Clayton, John Publication Date: 10/01/2001 Product Type: Harvard Management Communication Letter Article Product Description: Just as people like movies filled with action and sculptures that show movement, they like business documents that indicate the actions being performed. But most business writing is inert, motionless. That’s why it fails to grab the reader. Writing teacher John Clayton offers some solid tips for "verbifying" your writing. If your passive verb habit is too ingrained to kick altogether, don‘t despair—Clayton also tells how to search out and fix weak, passive verbs during the editing process. HBS Number: C0110C Subjects: Management communication; Writing Academic Discipline: Organizational behavior & leadership
Case Author(s): Lawrence G. Tapp; Gail Robertson Ivey ID: 9B00M045 Publication Date: 7/11/2001 Revision Date: 1/11/2010 Product Type: Case Teaching Note: 8B00M45 Geographic Setting: Canada/United States Industry Setting: Communications Industry Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Acquisition strategy; Corporate governance; Board of directors Major Disciplines: General Management; International Product Description: Call-Net Enterprises Inc. is a publicly owned telecommunications company offering phone, data and on-line services. After years of successful growth, Call-Net participated in an unfriendly takeover costing $1.8 billion and their capital expenditures were higher than ever leading to a significant net loss for the year, as well, their stock price were falling. Crescendo Investment along with some of Call-Nets major shareholders called a special shareholders meeting to request the removal of six of the nine board of directors. The company’s board of directors is faced with planning their strategy for the upcoming shareholders meeting and with making some long-term plans for the company.
Case Author(s): John S. Haywood-Farmer; Brett Jackman Publication Date: 12/9/2008 Product Type: Case (Field) Ivey ID: 9B08D005 Geographic Setting: Canada Industry Setting: Fabricated Metal Products Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Customer Service; Marketing Defense Strategies; Service Operations; Sports Major Disciplines: Entrepreneurship; Production and Operations Management Product Description: On January 2006, the director of performance management for Callaway Golf Canada (Callaway Canada) was in his Toronto office preparing for his upcoming meeting with Callaway Canada?s managing director. The managing director had asked the director of performance management to assess the results of the mobile performance team (MPT) and to design a plan for the 2008 golf season that would ensure that Callaway Canada would stay one step ahead of its competitors, who, the director of performance management believed, were preparing to increase their focus and resources on service.
Case Author(s): Lal, Rajiv; Prescott, Edith D. Publication Date: 08/11/2000 Revision Date: 09/26/2005 Product Type: Case (Field) Product Description: Describes a situation faced by Mr. Ely Callaway, the 80-year-old founder, chairman, and CEO of Callaway Golf Co., in the fall of 1999. After a decade of stunning success with the marketing concept, Callaway suffered a significant loss and witnessed a steep decline in sales in 1998. Mr. Callaway had built a $800 million business by making a truly more satisfying product for the average golfer, making it pleasingly different from the competition and communicating the benefits to the consumer. The results in 1998 forced Mr. Callaway to reconsider the marketing program that had successfully supported the product until now. HBS Number: 9-501-019 Geographic Setting: Carlsbad, CA Industry Setting: Golf Gross Revenues: $800 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Consumer marketing; Distribution channels; Marketing mixes; Marketing strategy Academic Discipline: Marketing Supplementary Materials: Case Video, (9-502-803), 10 min, by John A. Quelch; Case Video, DVD, (9-502-804), 10 min, by John A. Quelch; Teaching Note, (5-501-082), 13p, by Rajiv Lal, Patricia Martone Carrolo
Case Gamble, John E. This thoroughly updated case describes competition in the golf equipment industry and Callaway Golf’s strategy in building and sustaining competitive advantage in the industry. But the golf industry is now growing slowly and Callaway is running out of innovations to sustain its growth. Is the era of rapid growth over? What can Callaway do to rejuvenate its business? What strategic options make the most sense? Publication Date: 2004 Geographic Setting: International Industry Setting: Golf Equipment Event Year Start: 1984 Event Year End: 2002 Courses: Business Policy; Marketing Course Sequence: Business Strategy Subjects: Business Policy; Competitive Advantage; Market Positioning; Product Development Supplementary Material: Teaching Note
Case Author(s): Daniel James; Joe G. Thomas Publication Date: 2008 Subjects: Human Resource Management Courses: Human Resource Management Description: Erik Balodis had been with Pep Boys for eight years, working his way up to district manager. He was also a Seabee Petty Officer 2nd Class with the United States Naval Reserve. As with many reservists, Balodis was soon placed into periodic training in preparation for full-time activation and ultimate deployment following 9-11. Balodis was demoted to store manager and ultimately terminated for — “job abandonment” before he was deployed. He is now trying to decide if his termination constituted discrimination because of his military status, and what action, if any, to take. This case gives students an in-depth look at what has happened to thousands of reservists and their employers during the recent war in the Middle East. Consequences of activation are discussed for the reservists, their families, and their employers. The case also reviews some of the legislation concerning the rights of reservists. The primary legislation protecting these rights is contained in the Uniformed Services Employment and Reemployment Rights Act (USERRA) of1994. The case is primarily designed for use in undergraduate classes in human resource management. It also has potential applications in social issues/responsibility and military science classes. The case facilitates discussion of issues associated with the fair treatment of military personnel and the impact activation has on reservists, their families, and employers. It fits most logically with discussions of discrimination, being an application of one of the newer pieces of legislation pertaining to employee rights.
Case Author(s): Muntazar Bashir Ahmed Publication Date: 5/21/2009 Product Type: Case (Pub Mat) Teaching Note: 8B09N08 Ivey ID: 9B09N008 Geographic Setting: Pakistan Size: Medium Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Corporate governance; Risk management Major Disciplines: Finance; International Product Description: Orix Investment Bank Pakistan Limited (OIBPL) was a non-bank financial institution (NBFI) providing corporate finance, brokerage and other services to large enterprises and was listed on the Karachi Stock Exchange. The annual financial statements for the year ended June 30, 2008 revealed that, as a result of default by one customer, the bank had incurred an enormous loss of over half a billion rupees, which had seriously eroded the bank’s capital base. As a consequence, the bank had to seek new capital through a rights issue and this had required support of the Japanese sponsor, Orix Japan, to underwrite the issue. The customer in default was Callmate Telips Telecom Limited (CTTL); details are in Callmate Telips (A) ? Choice of Accounting Policy case, No. 9B08N028. The case includes the instance of share price volatility that had been faced by the stock market in Pakistan. Two investigations had been done into the abnormal rise of the market. One of these investigation reports had identified OIBPL as a key player in the speculative dealings that were financed through the overnight financing system known as ?badla.? Another investigation by the NBFI regulator, Securities Exchange Commission of Pakistan (SECP), had examined the abnormally large volume of CTTL share trades on the KSE and found the directors of Callmate involved in manipulating the company share price. The directors were prosecuted and the judge had issued warrants for their arrests. The directors, faced with a difficult situation of a very large loss, deci Source: Ivey
Case Author(s): Ahmed, Muntazar B. Publication Date: 04/23/2009 Product Type: Supplement Publisher: Ivey School of Bus/UWO HBS Number: 909N08 Geographic Setting: Pakistan Subjects: Accounting standards Academic Discipline: Accounting & control Supplementary Materials: Case Teaching Note, (809N08), 11p, by Muntazar B. Ahmed Product Description: Callmate Telips Telecom Limited (Callmate) was in the telecommunications business, an industry in which the regulatory controls were gradually being undone by the government of Pakistan as part of an economic deregulation program. Callmate was the pioneer in the payphones and prepaid calling card industries in Pakistan. The events in the case demonstrate that the company strategy, as well as aggressive share price management, could be dangerous if there were no checks on the directors. All the directors of Callmate were close family members and the audit committee consisted of three of the directors. The external audit firm that audited Callmate was A.F. Ferguson & Co. (Ferguson), an affiliate of Price Waterhouse Coopers International. As Callmate was listed on the Karachi Stock Exchange, it was required to publish its financials quarterly after these had been reviewed by Ferguson. The company had received permission during early 1995 to enter into the long distance international market. A disagreement arose between the auditors and the company on the accounting policy related to revenue recognition. This dispute, along with the company trying to manage its share price, led to a number of problems that became public knowledge as the company tried to malign the auditors. The case examines corporate governance by examining the role of the external auditor, the conduct of the board of directors and the regulator of publicly listed companies.
Case Author(s): Muntazar Bashir Ahmed Publication Date: 12/15/2008 Product Type: Case (Library) Teaching Note: 8B08N28 Ivey ID: 9B08N028 Geographic Setting: Pakistan Industry Setting: Business Services Size: Medium Year of Event: 2006 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Accounting Standards; Corporate Governance; Management Style; Auditing Major Disciplines: Finance; International Product Description: Callmate Telips Telecom Limited (Callmate) was in the telecommunications business in which the regulatory controls were gradually being undone by the government of Pakistan as part of an economic deregulation program. Callmate was the pioneer in the payphones and prepaid calling card industries in Pakistan and had significant opportunity to develop into a major business entity. The events in the case demonstrate that the company strategy, as well as aggressive share price management, could be dangerous if there were no checks on the directors. All the directors of Callmate were close family members and the audit committee consisted of three of the directors. The external audit firm that audited Callmate was A.F. Ferguson & Co. (Ferguson) and they were an affiliate of Price Waterhouse Coopers International. Ferguson was regarded among the top professional accounting firms in Pakistan. As Callmate was listed on the Karachi Stock Exchange, it was required to publish its financials quarterly after these had been reviewed by Ferguson. The company had received permission during early 1995 to enter into the long distance international market, which was earlier the monopoly of the state firm Pakistan Telecommunication Corporation Limited (PTCL). A disagreement arose between the auditors and the company on the accounting policy related to revenue recognition used in the financials of the half year ended December 2005. This dispute and the company trying Source: Ivey
Case Author(s): Hamermesh, Richard G.; Kiron, David Publication Date: 10/05/2006 Revision Date: 08/02/2007 Product Type: Case (Field) HBS Number: 9-807-040 Geographic Setting: New England Industry Setting: Health care industry Number of Employees: 120 Gross Revenues: $10 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Entrepreneurial management; Entrepreneurship; Growth management; Growth strategy; Health care; Venture capital Academic Discipline: Competitive strategy Product Description: Describes the formation and rapid growth of a drug testing company. The company needs to decide whether to enter the painkiller testing market, in addition to growing its drug treatment center business.
Case A Lester A. NeidellMike Brown, the international sales manager for Calox, has terminated his New Zealand distributor, Glade Industries, but Glade is contesting the decision and threatening legal action. Calox management is divided on whether to stand by Brown or to rescind the termination. Both parties face ethical and legal issues. Source: North American Case Research Association, Case Research Journal, Summer 1993, Vol. 13, Issue 3. Copyright 1993. Courses: Business Ethics; International Marketing; Marketing Topics:
Case Author(s): Eccles, Robert G.; Sesia , Aldo, Jr. Publication Date: 03/08/2009 Product Type: Case (Field) HBS Number: 9-409-054 Industry Setting: Pension funds industry Event Year Start: 2009 Event Year End: 2009 Subjects: Emerging markets; Innovation; Portfolio management Academic Discipline: Organizational behavior & leadership Product Description: The California Public Employees’ Retirement System (CalPERS) — the largest public pension fund in the U.S. — had adopted a new principles-based approach to investing in emerging market equities in November 2007. Previously, CalPERS internal and external money managers were prohibited from investing in certain developing countries because the countries failed to meet certain standards for political stability, human rights, market regulation, etc. The new principles-based approach would allow CalPERS money managers to invest in companies that were financially attractive and competitively positioned provided their business practices were sound from an environmental, social, & governance (ESG) perspective regardless of where they were located. By allowing investment in these types of companies regardless of where they operated, CalPERS had hoped to improve its investment returns. The case is set in January 2009, a little more than a year from the time the principles-based approach had been adopted. It is a good time to review the implementation process and how the new principles-based approach changed CalPERS‘ emerging market equities portfolios and their returns. The case focuses on one of CalPERS' external fund managers, Dimensional Fund Advisors, and a service provider to DFA and CalPERS, KLD Research & Analytics. One question facing CalPERS with this new approach is whether to invest in PetroChina, which had been off-limits previously due to the screening criteria that were used to identify which countries qualified f Source: Harvard
Case Author(s): Eccles, Robert G.; Sesia, Aldo , Jr. Publication Date: 03/08/2009 Revision Date: 10/09/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409054 Event Year Start: 2009 Subjects: Portfolio management; Emerging markets; Innovation Academic Discipline: Organizational Behavior & leadership Product Description: The California Public Employees’ Retirement System (CaIPERS)-the largest public pension fund in the U.S.-had adopted a new principles-based approach to investing in emerging market equities in November 2007. Previously, CalPERS internal and external money managers were prohibited from investing in certain developing countries because the countries failed to meet certain standards for political stability, human rights, market regulation, etc. The new principles-based approach would allow CalPERS money managers to invest in companies that were financially attractive and competitively positioned provided their business practices were sound from an environmental, social, & governance (ESG) perspective regardless of where they were located. By allowing investment in these types of companies regardless of where they operated, CalPERS had hoped to improve its investment returns. The case is set in January 2009, a little more than a year from the time the principles-based approach had been adopted. It is a good time to review the implementation process and how the new principles-based approach changed CaIPERS‘ emerging market equities portfolios and their returns. The case focuses on one of CalPERS' external fund managers, Dimensional Fund Advisors, and a service provider to DFA and CalPERS, KLD Research & Analytics. One question facing CalPERS with this new approach is whether to invest in PetroChina, which had been off-limits previously due to the screening criteria that were used to identify which countries qualified for emerging markets inv Source: Harvard
Case Author(s): Esty, Benjamin C.; Kane, Michael Publication Date: 05/19/2001 Revision Date: 01/21/2003 Product Type: Case (Field) HBS Number: 9-201-098 Geographic Setting: California Industry Setting: electric utilities Gross Revenues: $600 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Capital expenditures; Corporate strategy; Deregulation; Electric power; Financial strategy; Organizational structure; Project finance; Valuation Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-201-121), 33p, by Benjamin C. Esty, Michael Kane; Teaching Note, (5-202-086), 36p, by Benjamin C. Esty Product Description: In early 1999, Calpine Corp.’s CEO Pete Cartwright adopted an aggressive growth strategy with the goal of increasing the company‘s aggregate generating capacity from approximately 3,000 to 15,000 megawatts (MW) by 2004. He believed there was a fleeting opportunity to repower America given the inefficiency and age of current generating capacity as well as the recently granted ability to compete in wholesale power markets. To achieve the new goal, Calpine will have to build or acquire as many as 25 power plants at a total cost of $6 billion (approximately $500,000 per 1,000 MW). For a company with assets of $1.7 billion, a subinvestment grade debt rating, a debt-to-capitalization ratio of 79%, and an after-tax cash flow of $143 million in 1998, raising this much money was going to be a formidable challenge. Teaching Purpose: Describes what project finance is, how it differs from corporate finance, and why firms use it to finance capital investments. Also illustrates the profit opportunities in the U.S. power industry created by changes in technology and regulation and the importance of adapting a company's financial strategy to support a new, high-growth competitive strategy designed to capture these flee Source: Harvard
Teaching Note Author(s): Esty, Benjamin C. Publication Date: 04/30/2002 Revision Date: 02/13/2003 Product Type: Note HBS Number: 5-202-086 Subjects: Capital investments; Corporate governance; Economic development; Emerging markets; Financial strategy; Financing; International finance; Project finance; Risk management Academic Discipline: Finance Product Description: Large-Scale Investment is a case-based course about project finance for second-year MBA students. Project finance involves the creation of a legally independent project company financed with nonrecourse debt for the purpose of investing in a single-purpose industrial asset. In 2001, firms financed almost $220 billion worth of capital expenditures through project companies, an amount that has grown and will continue to grow rapidly in the years ahead. The central theme of the course is that “structure matters,” which stands in sharp contrast to the neoclassical view of the firm as a “black box” production function and the assumption underlying Modigliani and Miller’s first irrelevance proposition that financing and investment are separable and independent activities. Through this course, students learn how various aspects of project structure affect managerial incentives to create value and manage risk. Ultimately, students learn how to increase value through both investment and financing choices. This note describes the course‘s key themes, structure, and content. Designed for educators interested in teaching a course on project finance. The material described in this note can also be used to create a module in an existing course on corporate finance, international finance, or financial institutions or to create courses on emerging market corporate finance, risk management, and energy finance.
Case Author(s): Dan Thompson Publication Date: 9/12/2006 Product Type: Case Ivey ID: 9B06B025 Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2001 Level of Difficulty: 1 - Introductory Subjects: Budgeting; Financial Analysis; Valuation; Cash Flow Analysis Major Disciplines: Accounting Product Description: In 1999, Pulsar?s chairman and CEO, Jenny Jones appointed her daughter-in-law, Kyla Jacobs-Jones to run Caltron. Caltron, a calculator manufacturer, was fully owned by Pulsar. Caltron was facing stiff competition from abroad, and in 2001 members of Pulsar?s board of directors began to put pressure on Jones to divest it. Jacobs-Jones was given two years to turn the unit around before revisiting the decision to divest Caltron. In 2004, Dan O?Shea, CA, CFA, a corporate financial consultant with KPMG has been hired to review and analyze the company operations and make recommendations.
Case Author(s): Fournier, Susan; Boer, Jessica Publication Date: 11/19/2002 Revision Date: 12/20/2002 Product Type: Case (Library) Product Description: On May 30, 2000, Calvin Klein, Inc. (CKI) filed suit against Warnaco Group, Inc. and Linda Wachner, its CEO, for breaching its jeanswear licensing and distribution contract and, in so doing, diluting the equity of its brand. On June 26, 2000, Warnaco countered with its own suit, denying the major allegation of trademark dilution and justifying distribution through warehouse clubs as acceptable business practice. The countersuit further claimed that CKI had, in fact, breached the license and eroded the brand through its own strategies and practices. The lawsuits were precedent setting: This was the first time a licensed manufacturer/distributor had been charged with brand equity dilution or a designer held accountable for ineffective brand advertising. It was a case that would potentially rewrite the rules of fashion licensing and distribution, and bring into the limelight the tensions faced by every brand steward attempting to balance revenue growth goals with preservation of the equity of the brand. This case presents extensive background facts. Teaching Purpose: To teach brand stewardship, i.e., the marketing strategies and decisions that constitute effective development and protection of the brand asset in the face of challenging and sometimes conflicting managerial concerns: How do you balance short-term growth pressures with preservation of the long-term strength of the brand? HBS Number: 9-503-011 Industry Setting: retail Number of Employees: 18,000 Gross Revenues: $1.6 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Advertising; Brand equity; Distribution; Fashion; Legal aspects of business; Licensing; Retailing; Trademarks Academic Discipline: Marketing
Case Margaret J. Naumes; William Naumes Calvin Klein Inc. is a company with a history of controversial advertising, going back to 1980’s ads with then 15-year-old actress Brooke Shields saying, “Nothing comes between me and my Calvins.” In 1995, the company began a new series of ads for Calvin Klein jeanswear, featuring young models in suggestive poses. The (A) case describes the company and the controversy generated by the new ad campaign. The ads began in early July and ran in several magazines, including one read by girls as young as 12. Other publishers felt that the ads approached pornography. Dayton Hudson department stores refused to lift their stores in the ads. The American Family Association, a conservative Christian Group, threatened boycotts of retailers who carried the jeans. News programs identified one of the models as 15 years old. By late August, the company faced growing pressure to do something about its ads-but what? In the (B) case the controversy escalated, as the FBI announced an investigation into whether the ads were child pornography, and others became concerned about possible censorship. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 3 Subjects: Stakeholders, Business Ethics, Environmental Analysis, Publicity/Effective Advertising
Case Author(s): Salmon, Walter J.; Wylie, David Publication Date: 11/01/1991 Revision Date: 10/06/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 592035 Geographic Setting: United States Number of Employees: 30 Gross Revenue: $10 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Distribution planning; Information systems; Information & technology Academic Discipline: Marketing Supplementary Materials: Video Supplement, (592509), 0p, by KGO TV; Case Teaching Note, (596116), 10p, by Judith Maas, Walter J. Salmon Product Description: Describes a new entry into the $8 billion flower industry in the United States. Combining the use of overnight air freight (Federal Express), information technology, an 800 number, and a catalog, Calyx & Corolla was changing the way flowers had traditionally been distributed, bypassing three layers of distribution, and providing very fresh flowers directly from the growers to consumers. Frames the question of how this start-up venture should grow.
Case Author(s): Salmon, Walter J.; Wylie, David Publication Date: 11/01/1991 Revision Date: 10/06/1995 Product Type: Case (Field) Product Description: Describes a new entry into the $8 billion flower industry in the United States. Combining the use of overnight air freight (Federal Express), information technology, an 800 number, and a catalog, Calyx & Corolla was changing the way flowers had traditionally been distributed, bypassing three layers of distribution, and providing very fresh flowers directly from the growers to consumers. Frames the question of how this start-up venture should grow. HBS Number: 9-592-035 Geographic Setting: United States Industry Setting: Mail order; Retail industry; Floral industry Company Size: start-up Number of Employees: 30 Gross Revenues: $10 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Agribusiness; Distribution planning; Information systems; Information technology Academic Discipline: Marketing Supplementary Materials: Case Video, (9-592-509), 3 min, by KGO TV; Teaching Note, (5-596-116), 10p, by Walter J. Salmon, Judith Maas
Teaching Note For use with 9-592-035 HBS Number: 5-596-116 Subjects: Agribusiness; Distribution planning; Information systems; Information technology; Retailing
Case Author(s): Fleming, Lee; Quinn, James Publication Date: 01/24/2006 Product Type: Supplement (Library) HBS Number: 9-606-057 Subjects: Business models; Colleges & universities; Distribution; Innovation; Intellectual property; Open-source technologies Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-605-077) Epodia: Demise of the HBS Case-Writing Monopoly?.
Case Lorsch, Jay W.; Gabarro, John J. Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization. Teaching Purpose: Demonstrates dilemmas of the producing manager’s role. HBS Number: 9-496-023 Type: Case (Field) Publication Date: 10/18/1995 Revision Date: 10/16/1996 Geographic Setting: Boston, MA Industry Setting: consulting Gross Revenues: $85 million revenues Subjects: Consulting; Delegation of authority; Growth management; Leadership; Professionals
Case Narayanan, V.G.; Moore, Ryan; Brem, Lisa Examines a pilot activity-based costing program at the Primary Care Unit (PCU) of the Cambridge Hospital Community Health Network. The network needed to gain a better understanding of its unit-of-service costs, which had been rising at a rate of 10% per year. The network’s current step-down costing system gave only aggregate costing information, and there was some concern that it may be inaccurately representing the true cost of the intern/resident program, the interpretive services department, and the use of nurse practitioners. Provides detailed exhibits on the methods of allocating costs using activity-based drivers. Students are encouraged to examine both the data and methodology of the pilot study. Teaching Purpose: To gain understanding of how activity-based costing models are designed. HBS Number: 9-100-054 Type: Case (Field) Publication Date: 1/20/2000 Revision Date: 2/22/2000 Geographic Setting: Cambridge, MA Industry Setting: health care Gross Revenues: $90 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Accounting; Accounting & control; Activity based costing; Cost accounting; Cost systems; Health care Supplementary Materials: Teaching Note, (5-101-007), 14p, by V.G. Narayanan, Lisa Brem
Teaching Note For use with 9-100-054 HBS Number: 5-101-007 Subjects: Accounting; Accounting & control; Activity based costing; Cost accounting; Cost systems; Health care
Case Author(s): Henry W. Lane; Dennis Shaughnessy; David T.A. Wesley Publication Date: 4/5/2004 Revision Date: 9/22/2006 Product Type: Case Ivey ID: 9B04M013 Geographic Setting: United States/Australia Industry Setting: Business Services Size: Medium Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Joint Ventures; Patents; Cross Cultural Management; Biotechnology Management Major Disciplines: General Management; Entrepreneurship; International Product Description: Cambridge Laboratories is essentially a fee-for-service provider of laboratory tests. It spends less than 0.5 per cent of revenues on research and development and holds relatively few patents for a biotech company. It now has an opport
Case Jonathan B. Welch; Wendy S. Hermach The Cambridge NeuroScience case deals with one approach to the valuation of a developmental stage biotechnology company viewed in the context of its overall business strategy and the risks inherent in the drug development process. The company’s drug development portfolio was being narrowed to one main drug for the treatment of stroke and traumatic injury. Although the company was at risk of running out of cash before it could receive FDA approval and bring the promising drug to commercialization. With the market for development stage biotech stocks in retreat in 1995, CNSI entered partnership discussions with several large pharmaceutical companies. Students are asked to assess the strategic fit with one of those companies and determine a fair value for CNSI. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Valuation, High Technology Companies, Financing Alternatives, Cash Flow Analysis
Case Lecraw DJ; Coelho K A small American cookware manufacturer must decide whether to try to penetrate the Japanese market. The risks were enormous because major commitments were needed and the sales potential in a new market was hard to pin down. (Two sequels to thiscase are available, titled Cambridge Products Inc. (B) and (C), cases 9A86G003 and 9A86G004.) Ivey Number: 9A86G002 Publication Date: 1/1/1986 Revision Date: 18/02/1999 Geographic Setting: USA/Japan Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 1984 Subjects: International Trade Functional Area: General Management
Case Lecraw DJ; Coelho K A small American cookware firm has been negotiating with the Japanese to sell in Japan. Major commitments had been made to develop the product. Just when everything seemed settled, the Japanese wholesaler announced that modifications were needed. Should the company modify its product for the Japanese market? (This is the second case in a series titled Cambridge Products Inc., cases 9A86G002 through 9A86G004.) Ivey Number: 9A86G003 Publication Date: 1/1/1986 Revision Date: 15/02/1999 Geographic Setting: USA/Japan Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 1984 Subjects: International Trade Functional Area: General Management
Case Lecraw DJ; Coelho K A small American cookware manufacturer has been very successful in selling to Japan. Suddenly the market in Japan has collapsed. What should be done now? (This is the last case in a series titled Cambridge Products Inc., cases 9A86G002 through9A86G004.) Ivey Number: 9A86G004 Publication Date: 1/1/1986 Revision Date: 15/02/1999 Geographic Setting: USA/Japan Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 1984 Subjects: International Trade Functional Area: General Management
Case Author(s): Dhebar, Anirudh Publication Date: 10/09/1990 Revision Date: 08/27/2009 Product Type: Case (Gen Exp) HBS Number: 191072 Geographic Setting: Massachusetts Industry Setting: Software industry Company Size: small Gross Revenues: $50 million sales Event Year Start: 1989 Event Year End: 1989 Subjects: Market segmentation; Pricing; Product development; Product management; Software Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (191125), 21p, by Anirudh Dhebar Product Description: Cambridge Software Corp. must decide whether or not to offer multiple versions of a new software product. The firm has identified five market segments for the software and is deciding which, if any, of three product versions (a high end “industrial” version, a mid-range “commercial” version, and a low-end “student” version) to offer. The decision depends on the size of the different market segments, the customers’ willingness-to-pay, and the costs of developing and producing each of the three versions.
Case Dhebar, Anirudh Cambridge Software Corp. must decide whether or not to offer multiple versions of a new software product. The firm has identified five market segments for the software and is deciding which, if any, of three product versions (a high end "industrial" version, a mid-range "commercial" version, and a low-end "student" version) to offer. The decision depends on the size of the different market segments, the customers’ willingness-to-pay, and the costs of developing and producing each of the three versions. HBS Number: 9-191-072 Type: Case (Gen Exp) Publication Date: 10/9/1990 Revision Date: 6/17/1993 Geographic Setting: Massachusetts Industry Setting: microcomputer software Company Size: small Gross Revenues: $50 million sales Event Year Start: 1989 Event Year End: 1989 Subjects: Market segmentation; Product development; Software Supplementary Materials: Teaching Note, (5-191-125), 23p, by Anirudh Dhebar
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0758 Published: 8/23/2002 Copyright Year: 2002 Subject Area: Organizational Behavior and Human Resources Keywords: managing change, decision making, diversity, management of, leadership Teaching Note: UVA-OB-0758TN Abstract: This series of cases (see also UVA-OB-0759, -0760, and -0761) concerns Cambridge Technology Partners (CTP), which consults on information-technology matters to global corporations and emerging dotcoms. The firm has made its name by giving clients guarantees on how much services will cost and how long a job will take. In the A case, the company is described, and the decision maker and vice president of the Benelux operations, Paul Piebinga, faces the need to grow the Benelux staff to meet the demands of its client projects. The labor market is tight in 1999, and the firm does not offer a particularly high salary or much likelihood of promotion. Piebinga recruits globally and tries to figure out how to attract young, talented, productive people who are able to work well in cultures different from their own. The A case asks the question, What does it mean to lead in this situation? The B case examines how managers at CTP develop a Web structure with employees moving in and out of, as opposed to up in, the organization. The company’s diversity attracts employees who, even after leaving the firm, remain loyal. Despite the shortage of IT employees in the marketplace, CTP manages to grow its numbers. An article in the Economist deems CTP the top pick when considering the best blend of consulting, Web-development, and system-integration skills to help clients become e-businesses. When Piebinga decides it‘s time to move on and leave the company, his right-hand person, Frank Hutchingame, takes over as director of operations. Hutchingame worked as a senior project manager for several years, and watched his boss both grow and shrink the r Source: Darden
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0758 Published: 8/23/2002 Copyright Year: 2002 Subject Area: Organizational Behavior and Human Resources Keywords: managing change, decision making, diversity, management of, leadership Teaching Note: UVA-OB-0758TN Abstract: This series of cases (see also UVA-OB-0759, -0760, and -0761) concerns Cambridge Technology Partners (CTP), which consults on information-technology matters to global corporations and emerging dotcoms. The firm has made its name by giving clients guarantees on how much services will cost and how long a job will take. In the A case, the company is described, and the decision maker and vice president of the Benelux operations, Paul Piebinga, faces the need to grow the Benelux staff to meet the demands of its client projects. The labor market is tight in 1999, and the firm does not offer a particularly high salary or much likelihood of promotion. Piebinga recruits globally and tries to figure out how to attract young, talented, productive people who are able to work well in cultures different from their own. The A case asks the question, What does it mean to lead in this situation? The B case examines how managers at CTP develop a Web structure with employees moving in and out of, as opposed to up in, the organization. The company’s diversity attracts employees who, even after leaving the firm, remain loyal. Despite the shortage of IT employees in the marketplace, CTP manages to grow its numbers. An article in the Economist deems CTP the top pick when considering the best blend of consulting, Web-development, and system-integration skills to help clients become e-businesses. When Piebinga decides it‘s time to move on and leave the company, his right-hand person, Frank Hutchingame, takes over as director of operations. Hutchingame worked as a senior project manager for several years, and watched his boss both grow and shrink the r Source: Darden
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0759 Published: 8/23/2002 Copyright Year: 2002 Subject Area: Organizational Behavior and Human Resources Keywords: managing change, decision making, diversity, managment of, leadership Teaching Note: UVA-OB-0758TN Abstract: This series of cases (see also UVA-OB-0758, -0760, and -0761) concerns Cambridge Technology Partners (CTP), which consults on information-technology matters to global corporations and emerging dotcoms. The firm has made its name by giving clients guarantees on how much services will cost and how long a job will take. In the A case, the company is described, and the decision maker and vice president of the Benelux operations, Paul Piebinga, faces the need to grow the Benelux staff to meet the demands of its client projects. The labor market is tight in 1999, and the firm does not offer a particularly high salary or much likelihood of promotion. Piebinga recruits globally and tries to figure out how to attract young, talented, productive people who are able to work well in cultures different from their own. The A case asks the question, What does it mean to lead in this situation? The B case examines how managers at CTP develop a Web structure with employees moving in and out of, as opposed to up in, the organization. The company’s diversity attracts employees who, even after leaving the firm, remain loyal. Despite the shortage of IT employees in the marketplace, CTP manages to grow its numbers. An article in the Economist deems CTP the top pick when considering the best blend of consulting, Web-development, and system-integration skills to help clients become e-businesses. When Piebinga decides it‘s time to move on and leave the company, his right-hand person, Frank Hutchingame, takes over as director of operations. Hutchingame worked as a senior project manager for several years, and watched his boss both grow and shrink the re Source: Darden
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0759 Published: 8/23/2002 Copyright Year: 2002 Subject Area: Organizational Behavior and Human Resources Keywords: managing change, decision making, diversity, managment of, leadership Teaching Note: UVA-OB-0758TN Abstract: This series of cases (see also UVA-OB-0758, -0760, and -0761) concerns Cambridge Technology Partners (CTP), which consults on information-technology matters to global corporations and emerging dotcoms. The firm has made its name by giving clients guarantees on how much services will cost and how long a job will take. In the A case, the company is described, and the decision maker and vice president of the Benelux operations, Paul Piebinga, faces the need to grow the Benelux staff to meet the demands of its client projects. The labor market is tight in 1999, and the firm does not offer a particularly high salary or much likelihood of promotion. Piebinga recruits globally and tries to figure out how to attract young, talented, productive people who are able to work well in cultures different from their own. The A case asks the question, What does it mean to lead in this situation? The B case examines how managers at CTP develop a Web structure with employees moving in and out of, as opposed to up in, the organization. The company’s diversity attracts employees who, even after leaving the firm, remain loyal. Despite the shortage of IT employees in the marketplace, CTP manages to grow its numbers. An article in the Economist deems CTP the top pick when considering the best blend of consulting, Web-development, and system-integration skills to help clients become e-businesses. When Piebinga decides it‘s time to move on and leave the company, his right-hand person, Frank Hutchingame, takes over as director of operations. Hutchingame worked as a senior project manager for several years, and watched his boss both grow and shrink the re Source: Darden
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0760 Published: 8/23/2002 Copyright Year: 2002 Subject Area: Organizational Behavior and Human Resources Keywords: managing change, decision making, diversity, management of, leadership Teaching Note: UVA-OB-0758TN Abstract: This series of cases (see also UVA-OB-0758, -0759, and -0761) concerns Cambridge Technology Partners (CTP), which consults on information-technology matters to global corporations and emerging dotcoms. The firm has made its name by giving clients guarantees on how much services will cost and how long a job will take. In the A case, the company is described, and the decision maker and vice president of the Benelux operations, Paul Piebinga, faces the need to grow the Benelux staff to meet the demands of its client projects. The labor market is tight in 1999, and the firm does not offer a particularly high salary or much likelihood of promotion. Piebinga recruits globally and tries to figure out how to attract young, talented, productive people who are able to work well in cultures different from their own. The A case asks the question, What does it mean to lead in this situation? The B case examines how managers at CTP develop a Web structure with employees moving in and out of, as opposed to up in, the organization. The company’s diversity attracts employees who, even after leaving the firm, remain loyal. Despite the shortage of IT employees in the marketplace, CTP manages to grow its numbers. An article in the Economist deems CTP the top pick when considering the best blend of consulting, Web-development, and system-integration skills to help clients become e-businesses. When Piebinga decides it‘s time to move on and leave the company, his right-hand person, Frank Hutchingame, takes over as director of Operations. Hutchingame worked as a senior project manager for several years, and watched his boss both grow and shrink the r Source: Darden
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0760 Published: 8/23/2002 Copyright Year: 2002 Subject Area: Organizational Behavior and Human Resources Keywords: managing change, decision making, diversity, management of, leadership Teaching Note: UVA-OB-0758TN Abstract: This series of cases (see also UVA-OB-0758, -0759, and -0761) concerns Cambridge Technology Partners (CTP), which consults on information-technology matters to global corporations and emerging dotcoms. The firm has made its name by giving clients guarantees on how much services will cost and how long a job will take. In the A case, the company is described, and the decision maker and vice president of the Benelux operations, Paul Piebinga, faces the need to grow the Benelux staff to meet the demands of its client projects. The labor market is tight in 1999, and the firm does not offer a particularly high salary or much likelihood of promotion. Piebinga recruits globally and tries to figure out how to attract young, talented, productive people who are able to work well in cultures different from their own. The A case asks the question, What does it mean to lead in this situation? The B case examines how managers at CTP develop a Web structure with employees moving in and out of, as opposed to up in, the organization. The company’s diversity attracts employees who, even after leaving the firm, remain loyal. Despite the shortage of IT employees in the marketplace, CTP manages to grow its numbers. An article in the Economist deems CTP the top pick when considering the best blend of consulting, Web-development, and system-integration skills to help clients become e-businesses. When Piebinga decides it‘s time to move on and leave the company, his right-hand person, Frank Hutchingame, takes over as director of Operations. Hutchingame worked as a senior project manager for several years, and watched his boss both grow and shrink the r Source: Darden
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0761 Published: 8/23/2002 Copyright Year: 2002 Subject Area: Organizational Behavior and Human Resources Keywords: managing change, decision making, diversity, management of, leadership Teaching Note: UVA-OB-0758TN Abstract: This series of cases (see also UVA-OB-0758, -0759, and -0760) concerns Cambridge Technology Partners (CTP), which consults on information-technology matters to global corporations and emerging dotcoms. The firm has made its name by giving clients guarantees on how much services will cost and how long a job will take. In the A case, the company is described, and the decision maker and vice president of the Benelux operations, Paul Piebinga, faces the need to grow the Benelux staff to meet the demands of its client projects. The labor market is tight in 1999, and the firm does not offer a particularly high salary or much likelihood of promotion. Piebinga recruits globally and tries to figure out how to attract young, talented, productive people who are able to work well in cultures different from their own. The A case asks the question, What does it mean to lead in this situation? The B case examines how managers at CTP develop a Web structure with employees moving in and out of, as opposed to up in, the organization. The company’s diversity attracts employees who, even after leaving the firm, remain loyal. Despite the shortage of IT employees in the marketplace, CTP manages to grow its numbers. An article in the Economist deems CTP the top pick when considering the best blend of consulting, Web-development, and system-integration skills to help clients become e-businesses. When Piebinga decides it‘s time to move on and leave the company, his right-hand person, Frank Hutchingame, takes over as director of operations. Hutchingame worked as a senior project manager for several years, and watched his boss both grow and shrink the r Source: Darden
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0761 Published: 8/23/2002 Copyright Year: 2002 Subject Area: Organizational Behavior and Human Resources Keywords: managing change, decision making, diversity, management of, leadership Teaching Note: UVA-OB-0758TN Abstract: This series of cases (see also UVA-OB-0758, -0759, and -0760) concerns Cambridge Technology Partners (CTP), which consults on information-technology matters to global corporations and emerging dotcoms. The firm has made its name by giving clients guarantees on how much services will cost and how long a job will take. In the A case, the company is described, and the decision maker and vice president of the Benelux operations, Paul Piebinga, faces the need to grow the Benelux staff to meet the demands of its client projects. The labor market is tight in 1999, and the firm does not offer a particularly high salary or much likelihood of promotion. Piebinga recruits globally and tries to figure out how to attract young, talented, productive people who are able to work well in cultures different from their own. The A case asks the question, What does it mean to lead in this situation? The B case examines how managers at CTP develop a Web structure with employees moving in and out of, as opposed to up in, the organization. The company’s diversity attracts employees who, even after leaving the firm, remain loyal. Despite the shortage of IT employees in the marketplace, CTP manages to grow its numbers. An article in the Economist deems CTP the top pick when considering the best blend of consulting, Web-development, and system-integration skills to help clients become e-businesses. When Piebinga decides it‘s time to move on and leave the company, his right-hand person, Frank Hutchingame, takes over as director of operations. Hutchingame worked as a senior project manager for several years, and watched his boss both grow and shrink the r Source: Darden
Case Amabile, Teresa; Beer, Michael; Baker, George P. Cambridge Technology Partners uses a highly innovative product strategy, supported by a human resources strategy, that has been very successful. However, high growth rates jeopardize product quality while tension about relative compensation levels between sales and operations threatens the firm’s culture. Teaching Purpose: To understand the relationships between growth, culture, and human resources systems. HBS Number: 9-496-005 Type: Case (Field) Publication Date: 7/17/1995 Revision Date: 4/11/1996 Geographic Setting: Cambridge, MA Industry Setting: software/consulting Number of Employees: 200 Gross Revenues: $34 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Consulting; Corporate culture; Employee compensation; Growth management; Human resources management; Innovation Supplementary Materials: Supplement (Field), (9-496-006), 1p, by Teresa Amabile, Michael Beer, George P. Baker
Case Gompers, Paul A.; Conneely, Catherine Jim Sims tries to close the deal to create Cambridge Technology Partners (CTP) in a spin-out from a troubled technology consulting firm. The deal looks tenuous. HBS Number: 9-298-044 Type: Case (Field) Publication Date: 8/14/1997 Revision Date: 11/23/1998 Geographic Setting: Cambridge, MA Industry Setting: information technology/consulting Company Size: start-up Number of Employees: :200 Gross Revenues: $16 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Consulting; Entrepreneurial finance; Information technology; Venture capital Supplementary Materials: Teaching Note, (5-299-057), 12p, by Paul A. Gompers
Case Gompers, Paul A.; Conneely, Catherine Concerns the decision of Jim Sims, president and CEO of Cambridge Technology Partners (CTP) to form a corporate venture capital subsidiary. CTP is a fast-growing information technology consulting firm that has been presented with many investment opportunities from clients and employees. HBS Number: 9-297-033 Type: Case (Field) Publication Date: 3/24/1997 Revision Date: 1/8/1999 Geographic Setting: Cambridge, MA Industry Setting: information technology/consulting Gross Revenues: $87 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Consulting; Entrepreneurial finance; Information technology; Venture capital Supplementary Materials: Teaching Note, (5-299-056), 13p, by Paul A. Gompers
Case Author(s): Pratima Bansal; John Scarfe; Richard Johnston Ivey ID: 9B03M063 Publication Date: 11/28/2003 Revision Date: 10/22/2009 Product Type: Case Teaching Note: 8B03M63 Geographic Setting: Canada/Kyrgyzstan Industry Setting: Metal Mining Size: Large Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International Business; Corporate Responsibility; Communications Major Disciplines: General Management; International Product Description: Based in Saskatoon, Canada, Cameco was the world’s largest uranium mining company. It had developed its policy for corporate social responsibility in northern Saskatchewan where it had its major mining operations and where there were a large indigenous population of Cree and Dene Indians. The issue centres on whether the same corporate social responsibility policy can be applied to the company‘s joint venture with the Kyrgyzstan government to operate a gold mine in eastern Kyrgyzstan. Complicating the decision was a chemical spill that had occurred several months before, and relations with citizens in nearby communities were at an all-time low. The joint venture's vice-president of human resources and corporate relations must decide which of the programs might be succesfully implemented in Kyrgyzstan, what new programs might need to be developed, and how best to communicate company policy to the local community.
Case Cooper, Robin Camelback Communications, Inc. has a poorly designed cost accounting system and is in the process of redesigning it. This case demonstrates how the old cost accounting system operated. HBS Number: 9-185-179 Type: Case (Gen Exp) Publication Date: 6/3/1985 Revision Date: 3/21/1991 Geographic Setting: United States Industry Setting: electronics/metalworking Company Size: small Gross Revenues: $10 million sales Subjects: Cost accounting; Cost allocation; Cost systems; Manufacturing; Systems design Supplementary Materials: Teaching Note, (5-187-085), 13p, by Robin Cooper
Case Author(s): Crookell H; Beamish PW Publication Date: 1/11/2006 Product Type: Case Ivey ID: 9B06M015 Geographic Setting: US/United Kingdom Industry Setting: Transportation Equipment Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Subjects: International Business; Exports; Licensing; Corporate Strategy Functional Area: General Management Product Description: This case is about a small American auto parts producer trying to diversify his way out of dependence on the major automakers. A promising new product is developed and the company gets a chance to license it to a Scottish manufacturer. The issue ofwhether to license or go it alone in international markets is central to the case. (A sequel to this case is available titled Cameron Auto Parts (B) - Revised, case 9B06M016.)
Case Crookell, Harold; Beamish, Paul W. A small American auto parts producer is trying to diversify to end its dependence on the Big Three. A promising new product is developed and the company gets a chance to license it to a Scottish manufacturer. The issue of whether to license or go it alone in international markets is central. This case includes: 1) an updating to the mid-1990s, with appropriate changes in interest rates and currency exchange rates, 2) new information about the terms and costs of patenting in Europe, and 3) new figures that reflect the inclusion of the value-added tax and declining import duties. May be used with Cameron Auto Parts (B) (Revised). HBS Number: 87G001 Type: Case (Field) Publication Date: 1/1/87 Revision Date: 8/19/99 Geographic Setting: United States/United Kingdom Industry Setting: transportation equipment Event Year Start: 1994 Event Year End: 1994 Subjects: Automotive supplies; Corporate strategy; Exports; International business; Licensing Supplementary Materials: Teaching Note, (887G01), 8p, by Harold Crookell, Paul W. Beamish Publisher: Richard Ivey School of Business/UWO
Case Author(s): Crookell H; Beamish PW Publication Date: 1/11/2006 Product Type: Case Ivey ID: 9B06M016 Geographic Setting: US/Australia/EU Industry Setting: Transportation Equipment Level of Difficulty: Undergraduate/MBA Subjects: Joint Ventures; Licensing; International Business; Corporate Strategy Functional Area: General Management Product Description: Two years after signing a license agreement in the U.K., the company now faces an opportunity to establish with another firm a joint venture in France for the European market. However, the prospect upsets the U.K. licensee who is clearly doing verywell, and who even wants Cameron to consider joint venturing with him in Australia. The case ends with Cameron, run off its feet in North America, trying to decide whether to enter Europe via licensing, joint venture or direct investment. (This caseis a sequel to Cameron Auto Parts (A) - Revised, case 9B06M015.)
Case Author(s): Conroy, Robert M. Darden ID: UVA-F-1140 Published: 7/28/1998 Revised: 12/18/2003 Copyright Year: 1998 Subject Area: Finance Keywords: assets; bonds; portfolio management; K form Teaching Note: UVA-F-1140TN Abstract: This case deals with a decision to reallocate a majority of the fixed-income portion of a pension portfolio from domestic bonds to a fund that focuses on international bonds. A major issue in the case is the distinction between strategic investing and tactical investing. The fund that is being considered takes a tactical approach to international investing. Students must decide how this approach suits the objectives of the fund and what types of benchmarks would be appropriate for the fund.
Case Author(s): Conroy, Robert M. Darden ID: UVA-F-1140 Published: 7/28/1998 Revised: 12/18/2003 Copyright Year: 1998 Subject Area: Finance Keywords: assets; bonds; portfolio management; K form Teaching Note: UVA-F-1140TN Abstract: This case deals with a decision to reallocate a majority of the fixed-income portion of a pension portfolio from domestic bonds to a fund that focuses on international bonds. A major issue in the case is the distinction between strategic investing and tactical investing. The fund that is being considered takes a tactical approach to international investing. Students must decide how this approach suits the objectives of the fund and what types of benchmarks would be appropriate for the fund.
Case Author(s): Bowen, H. Kent; Fuller, Virginia; LaPierre, Bryce C. Publication Date: 12/12/2003 Revision Date: 04/20/2005 Product Type: Case (Field) Product Description: Follows a successful manager as she takes on challenging assignments to lead manufacturing and development organizations. Details many experiences that influenced her character and attitudes from her youth to her graduate education and first jobs. Students discover the attributes of a woman who has been successful in tough management assignments and consider the career choices ahead. HBS Number: 9-604-061 Geographic Setting: Michigan Industry Setting: automotive Event Year Start: 1982 Event Year End: 2002 Subjects: Automobile industry; Career advancement; Factories; Leadership; Manufacturing; Operations management; Women executives Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-604-062), 3p, by H. Kent Bowen, Bryce C. LaPierre
Case Author(s): McCormick S; Grasby EMA Description: The programmer for Camp Happy Valley, a day camp for children, was wondering what he could do to boost the camp’s morale and improve its organization. Last summer‘s disappointing season had resulted in many complaints from staff, campers andparents. Changes would have to be made to ensure that the camp's upcoming season would be successful.The young programmer must examine several aspects of the camp's organization in order to assess where change is needed. Staff selection, staff training and remuneration are some of the obvious areas that need attention. Camp morale and overallenvironment need a major overhaul as well. The programmer must decide how best to use his own leadership style to influence and motivate his staff to bring about the necessary changes. Ivey Number: 9B02C016 Publication Date: 7/22/2002 Revision Date: 4/15/2003 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Company Size: Small organization Event Year Start: 2001 Subjects: Management of Change; Human Resources Management; Employee Retention; Motivation Level of Difficulty: Introductory
Case Author(s): Haywood-Farmer JS; Shnier T Publication Date: 4/28/2006 Product Type: Case Ivey ID: 9B06D010 Geographic Setting: Canada Industry Setting: Hotels, Rooming Houses, Camps Size: Small organization Year of Event: 2003 Level of Difficulty: Introductory Subjects: Cost/Benefit Analysis, Capacity Analysis, Growth Strategy, Non-Profit Organization Functional Area: Production/Operations Management Product Description: The director of Camp Lakeview, an organization affiliated with a religious group was reviewing the camp’s operations. Although it had been successful over the past four years, the enterprise was reaching a capacity crossroads. The director realizedthat changes were required to avoid having to turn campers away. The director was considering three options: adding new facilities and cabins to the current campground, building a new campground nearby or sending some campers to an alternativefacility. The magnitude of the potential changes required a decision soon if they were to be in place before the camp season arrived.
Case Author(s): Moss, David; Bolton, Cole Publication Date: 12/20/2007 Product Type: Case HBS Number: 708037 Industry Setting: Banking industry Subjects: Business & government; Business history; Government; Laws & regulations; Politics Academic Discipline: Finance Product Description: The New York State Legislature had come to a standstill in 1829 as lawmakers refused to charter any new banks or recharter any existing banks. Four of New York’s forty banks had failed since 1825, and many legislatures believed that a significant change in the banking regime was needed to shore up the state‘s financial systems. Others, however, feared that a major change in the law was too risky, especially since over three-quarters of the state's banks held charters that were slated to expire over the next four years. On the table was a completely untested proposal to create a mandatory public insurance fund that would back the banknotes and deposits of every state bank. As bank charters throughout New York State rapidly approached expiration, lawmakers faced a tough decision: should they pass the bill and gamble with the untried insurance fund, or should they go seek a more traditional solution to the state's banking woes?
Case Author(s): Thomas, David A.; Akinola, Modupe Publication Date: 09/07/2004 Product Type: Case (Field) Publisher: Public Education Leadership Project HBS Number: PEL009 Geographic Setting: Pennsylvania Subjects: Human resources management; Employee retention Academic Discipline: Human resources management Supplementary Materials: Case Teaching Note, (PEL022), 4p, by David A. Thomas,Modupe Akinola Product Description: This is a PELP case study. Highlights how one school district leverages human capital management to help create a high-performing system.
Article Author(s): Hirschhorn, Larry Publication Date: 07/01/2002 Product Type: Harvard Business Review Article HBS Number: R0207G Subjects: Change management; Communication in organizations; Implementation; Leadership; Organizational change; Organizational development; Organizational structure; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Most organizations must change if they’re to stay alive. Change is tough to accomplish, but it‘s not impossible and can be systematized. The author, who has been involved in change initiatives at scores of companies, believes that the success of such programs has more to do with execution than with conceptualization. The successful change programs he observed had one thing in common: They employed three distinct but linked campaigns — political, marketing, and military. A political campaign creates a coalition strong enough to support and guide the initiative. A marketing campaign must go beyond simply publicizing the initiative's benefits. It focuses on listening to ideas that bubble up from the field as well as on working with lead customers to design the initiative. A clearly articulated theme for the transformation program must also be developed. A military campaign deploys executives' scarce resources of attention and time. Successful executives launch all three campaigns simultaneously. The three always feed on one another, and if any one campaign is not properly implemented, the change initiative is bound to fail.
Article Author(s): Hirschhorn, Larry Publication Date: 07/01/2002 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of HBR article R0207G, originally published in July 2002. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. Most organizations must change if they’re to stay alive. Change is tough to accomplish, but it‘s not impossible and can be systematized. The author, who has been involved in change initiatives at scores of companies, believes that the success of such programs has more to do with execution than with conceptualization. The successful change programs he observed had one thing in common: They employed three distinct but linked campaigns — political, marketing, and military. A political campaign creates a coalition strong enough to support and guide the initiative. A marketing campaign must go beyond simply publicizing the initiative's benefits. It focuses on listening to ideas that bubble up from the field as well as on working with lead customers to design the initiative. A clearly articulated theme for the transformation program must also be developed. A military campaign deploys executives' scarce resources of attention and time. Successful executives launch all three campaigns simultaneously. The three always feed on one another, and if any one campaign is not properly implemented, the change initiative is bound to fail. HBS Number: 1385 Subjects: Change management; Communication in organizations; Implementation; Leadership; Organizational change; Organizational development; Organizational structure; Strategy implementation Academic Discipline: Organizational behavior & leadership
Case Addis, M; Scopelliti, I Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 507-104-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: Italy Industry: Bottled spirits Size: Big international company Timing: 2005-2006 Topics: Experiential marketing; Events management; Brand management Abstract: This case aims to define a positioning strategy on the basis of experiential marketing principles. In particular, the case concerns the positioning strategies of the Jagermeister brand, a famous amaro produced and distributed in Italy by the Campari group. Since the 1990s, this Italian company has attempted to rejuvenate the Jagermeister brand by implementing a carefully planned advertising strategy. However, in 2005, Campari decided to resort to the tools of experiential marketing and thus intensified its efforts and investments in this direction. The campaign of experiential marketing that was carried out was designed to attract young Italian people, a new customer segment that did not reflect the profile of the usual amaro consumers. In order to achieve this objective, Campari organised a campaign of events in line with the principles of experiential marketing that could create a new brand image for the product. It was a very ambitious objective since it aimed to make the product appeal to a new market segment ie, young people. The case describes how the campaign of events was planned, in accordance with the company objectives and constraints, and makes an in-depth analysis of how the strategies were carried out. A teaching note supplement ’507-104-9‘ is available to accompany the teaching note.
Case Author(s): Donnellon, Anne Publication Date: 04/11/2008 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 2182 Geographic Setting: United States; Massachusetts Subjects: Organizational behavior; Fixed costs; Leadership; Change management; Group dynamics; Human resources management; Compensation; Organizational design; Matrix organization; Sales; Leading teams Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (2183), 9p, by Ann Donellon,Dun Gifford Product Description: Ken Winston, the regional sales manager at a securities brokerage firm, has reorganized his generalist salespeople into “Key Account Teams” (KAT), to increase sales of specialized, higher-margin fixed income products. Winston is also implementing a new corporate performance management system. To help improve coordination between sales and marketing, Winston must solicit feedback from marketing staff on how responsive his salespeople are to marketing’s directives. The marketing group has information on product costs that allow it to forecast product profitability, and by persuading the sales force to focus on those products the marketers can improve firm-wide margins. The KAT model, implemented six months earlier, has challenged the core internal values of the organization - such as a salesperson‘s control of his or her customer base and the appropriateness of product specialization. However, the long-term test of the new organizational structure will be its alignment with external changes in the securities industry: how securities are bought and sold and the types of new products flooding the market.
Case Erskine JA; Cruji C The owner of Campbell Management Consulting, was putting the finishing touches on an industrial engineering study he had conducted at Lauzon Automotive in Southwestern Ontario over the past few months. The unionized employees had not been receptive to the study and had hampered his data collection. He was concerned about the union’s likely negative reaction to his study and its recommendations. Ivey Number: 9A99D003 Publication Date: 24/06/1999 Revision Date: 7/5/2001 Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Company Size: Large organization Event Year Start: 1998 Subjects: Time Study, Job Analysis, Work-Force Management, Industrial Relations Functional Area: Production/Operations Management
Case Author(s): Wheelwright, Steven C.; Gill, Geoffrey K. Publication Date: 05/17/1990 Revision Date: 08/06/1990 Product Type: Case (Field) Product Description: Describes the engineering effort at Campbell Soup Co. to develop a microwavable package and product for the growing convenience segment. Focuses on the role of engineering services in developing
