|
|
|
|
Alphabetically : D
- To include an item in your complimentary custom book, click the item's Add link.
If there is a View link next to an item, you can view the pages by clicking on the link.
- To review the list of items you have selected so far, click on the word Review in the progress bar above.
 D’Aquino Quimica do Brazil S.A.
|
|
|
|
| 18 pp.
| Case
Author(s): Priscilla Wisner, John Zerio
Abstract: D’Aquino Quimica S.A. is the Brazilian subsidiary of Berre Chimique. The operation serves the four Mercosur markets — Brazil, Paraguay, Uruguay, and Argentine. The economic volatility in the region requires extraordinary focus on resource utilization and profit measurement. The case highlights issues dealing with marketing unit performance, product line profitability, profit impact of marketing programs, and sales strategy. In addition, by linking events to the Mercosur context, the case offers an opportunity to explore the economic and political circumstances that surround the customs union.
Teaching: The case can be successfully used in a capstone marketing course on strategy, managerial accounting, and profit planning and control.
Thunderbird #: A12-04-0024
Setting: South America Industry: Chemical
Subjects: Account and control; finance; marketing; finance and international trade
Source: Thunderbird
|
| D’CRYPT PRIVATE LTD: MANAGING TALENT IN A TECHNO-CENTRIC ORGANISATION
|
|
|
|
| 14 pp.
| Case
Osman-Gani, A; Allampalli, D G
Publisher: Asian Business Case Centre
Distributor: ecch (www.ecch.com) Reference: 406-015-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Field research
Product Year: 2006
Version Date: 28 June 2005
Geo location: Singapore Industry: Information technology Size: Small enterprise Timing: 2000-2002
Topics: Managing creative talent; Motivating technical professionals; Human resources issues in a techno-centric organisation; Knowledge, information and communication
Abstract: The case describes the challenges of a technology dominant start-up business that aimed to develop products for the information security assurance industry in Singapore in early 2000. Two technopreneurs, Antony Ng and Chew Hwee Boon, identified, attracted and selected technical professionals to build D’Crypt, a cryptographic design and development house in Singapore. By 2002, the company had 15 technical professionals. During this period, several technologies were developed in-house, new crypto products were successfully launched, and the company survived the dot.com meltdown. While its intellectual property (IP) and technological capability increased, the technical professionals‘ behavioural differences became an organisational concern. As Ng was mulling on ways to motivate and lead the techno-centric organisation to the next stage, Glenda Tan, the Human Resources Department Manager confirmed that Lionel Teo, a Programmer in the Crypto Products Group had failed to submit the signed IP agreement despite several deadlines. As Ng pondered on his options, the IP risk remained.
Source: ecch
|
| D-Wave Systems: Building a Quantum Computer
|
|
|
|
| 28 pp.
| Case
Author(s): MacCormack, Alan; Agrawal, Ajay; Henderson, Rebecca
Publication Date: 04/26/2004
Product Type: Case (Field)
Product Description: D-Wave Systems is a start-up seeking to commercialize a quantum computer. Its business model is unique: as of 2003, it had very few technical resources within the firm. Instead, it financed a series of projects undertaken at universities and government labs. In return for partial funding, these organizations gave D-Wave the ownership of — or exclusive rights to -- intellectual property developed in the project. Geordie Rose, CEO of D-Wave, wonders how long this model is appropriate in contrast to the alternative of centralizing the research in an in-house facility, with all the costs this would incur.
HBS Number: 9-604-073
Geographic Setting: Vancouver, Canada Industry Setting: computers
Event Year Start: 2003 Event Year End: 2003
Subjects: Entrepreneurship; Innovation; Intellectual property; Networks; Outsourcing; Product development; Technology
Academic Discipline: Operations management
Source: Harvard
|
|
|
|
| 12 pp.
| Case
Author(s): Aguilar, Francis J.; Svensk, Robert E.
Publication Date: 08/01/1973 Revision Date: 09/05/1986
Product Type: Case (Field)
Product Description: Company must decide whether to raise prices and tighten consumer credit in light of its strategy to rationalize production, introduce a new line of model elevators and increase its market share. Points up the interrelationships of the different functional areas within a corporate strategy and to some extent the time frame associated with strategic change.
HBS Number: 9-374-037
Geographic Setting: France Industry Setting: elevators
Company Size: large Gross Revenues: $300 million sales
Event Year Start: 1969 Event Year End: 1969
Subjects: Business policy; Corporate strategy; Credit; France; Industry structure; Machinery; Marketing strategy; Pricing strategy
Academic Discipline: General management
Supplementary Materials: Supplement (Note), (9-374-036), 5p, by Francis J. Aguilar, Robert E. Svensk; Teaching Note, (5-388-004), 17p, by Francis J. Aguilar
Source: Harvard
|
| Dabur India Ltd. - Globalization
|
|
|
|
| 18 pp.
| Case (Field)
Author(s): Niraj Dawar; Ramasastry Chandrasekhar
Ivey ID: 9B09A017
Publication Date: 6/26/2009
Product Type: Case (Field)
Teaching Note: 8B09A17
Geographic Setting: India Industry Setting: Wholesale Trade - Durable Goods Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Business; Growth Strategy
Major Disciplines: General Management; International; Marketing
Product Description: Dabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international expansion in 1987, it first took the export route. It also "followed" the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. By 2006, Dabur had set up five manufacturing facilities outside India. In June 2007, Dabur had to make, in countries such as Nigeria for example, some critical choices. It had to choose between sticking to the diaspora, a market it understood best, and targeting the mainstream population. It had to choose its growth options between categories like personal care, in which it had built up competencies, and categories such as oral care and home care, which were the new engines of growth in its international markets but in which the company had no track record, either on the home front or overseas. The case study helps students deal with issues of growth and consolidation in a global market from the perspective of the company’s chief executive officer and the head of its international operations.
Source: Ivey
|
| Daewoo Group
|
|
|
|
| 23 pp.
| Case
Author(s): Aguilar, Francis J.; Cho, Dong Sung
Publication Date: 07/23/1984 Revision Date: 09/11/1986
Product Type: Case (Field)
Product Description: Focuses on the entrepreneurship of Chairman Kim Woo-Choong of Daewoo Group which became one of the 4 major group companies in Korea in just 17 years. The group’s overall strategies are explored in conjunction with the evolution of Korea‘s industrial policies. The case can be used to demonstrate 1) the impact of an individual's values on the performance of a corporation, 2) the business-government relations, and 3) the strategic fit of Korean firms as joint venture partners to U.S. companies.
HBS Number: 9-385-014
Geographic Setting: KoreaIndustry Setting: diversifiedCompany Size: largeGross Revenues: $6 billion sales
Event Year Start: 1984Event Year End: 1984
Subjects: Business government relations; Business policy; Corporate strategy; Developing countries; Entrepreneurial management; Joint ventures; Korea
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (9-385-015), 2p, by Francis J. Aguilar, Dong Sung Cho; Case Video, (9-885-510), 15 min, by Francis J. Aguilar; Teaching Note, (5-388-005), 20p, by Francis J. Aguilar
Source: Harvard
|
| DAG Group
|
|
|
|
| 13 pp.
| Case
Author(s): Bhide, Amar V.; Rayzman, Valery; Hackett, Christopher J.
Publication Date: 01/21/1992 Revision Date: 03/14/2006
Product Type: Case (Gen Exp)
Product Description: Chris Hackett and Val Rayzman have spent six months after graduating from business school exploring the possibility of building a chain of upscale drycleaners. This fragmented industry looked ripe for an innovative new entrant. Chris and Val have researched the industry thoroughly, selected a metropolitan area in which to start, searched for acquisition candidates, and considered the prospect of de novo start-up. They have uncovered only one feasible acquisition candidate. With time and money running out, they feel pressured to decide whether to go through with the acquisition, to start their own store, or to abandon the project. This case is designed to focus on the strategic aspects of entrepreneurial management. May be used to emphasize the importance of understanding industry economics and competitive dynamics. May also be used to examine acquisition as an alternative to start-up.
HBS Number: 9-392-077
Geographic Setting: Indianapolis, IN; District of Columbia Industry Setting: Dry cleaning & laundry Company Size: start-up
Event Year Start: 1990 Event Year End: 1991
Subjects: Competition; Corporate strategy; Entrepreneurial management; Entrepreneurship; Service management; Services
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-392-121), 8p, by Amar V. Bhide
Source: Harvard
|
| DAILY SPRING WATER
|
|
|
|
| 12 pp.
| Case
JianWei, W — SIMBA - Shanghai International MBA
Schirman, C — SIMBA - Shanghai International MBA
Distributor: ecch (www.ecch.com) Reference: 505-032-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2005
Geo location: Shanghai, China Industry: Food, mineral water Size: 1,000 employees Timing: 2000
Topics: Negotiations; Intercultural communication; Marketing; Brand management; Role of agent; Import, export; Retailing; Risk sharing agreement; Investment policy; Decision making; State-owned enterprise; Japan; China; Quality control; International trade
Abstract: This is a 3-party negotiation simulation, involving multicultural aspects in the bi-national trade environment of China and Japan. The case was written for MBA students, but could be used in any negotiation, marketing and intercultural management training programme. Mr Kouichi, General Manager of a Japanese trading company, has introduced Daily Spring, a Chinese state-owned enterprise who market bottled spring water, to Yodono, one of the major superstore chains in Japan. Yodono is interested in importing and distributing Daily Spring’s drinking water in Japan. The first round of negotiations between the potential partners has failed. The parties try to re-negotiate a deal. The simulation is designed for 3 parties, each of which can be played by 1 to 3 parties. Reading and preparation takes 30-40 minutes. Ideally time will be given to students beforehand to conduct their own research into the respective negotiating styles in China and Japan.
Source: ecch
|
| Daimler Chrysler Commercial Vehicles Division
|
|
|
|
| 26 pp.
| Case
Author(s): Hannan, Michael; Podolny, Joel; Roberts, John
Publication Date: 09/01/1999 Revision Date: 06/01/2007
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: IB27
Industry Setting: Automotive industry Number of Employees: 416,501 Gross Revenues: $152,446 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Globalization; Market structure; Operations management; Organizational design; Product management; Reorganization
Academic Discipline: Competitive strategy
Product Description: On Monday, November 16, 1998, the day before Daimler-Benz would officially merge with Chrysler, Dr. Kurt Lauk, head of Daimler-Benz’ commercial vehicles division (CVD) reflected on the organizational changes he had directed over the course of the previous two years to make CVD more competitive in an era of industry-wide globalization. To unite an extremely decentralized organizational structure at Daimler, Lauk initiated a worldwide reorganization and the integration of the company‘s manufacturing operations. He encouraged individual units within CVD to look for collaborative opportunities that would enable the division to realize global scale economies. Although Lauk promoted a global perspective within CVD, he believed that the business units could compete effectively only if they were allowed considerable autonomy to respond to their own unique market conditions. Lauk was proud of the achievements resulting from these directives. However, pressing concerns overshadowed his satisfaction. Although the CVD was profitable overall, its Power Train Unit continued to lose money. In addition, Lauk was concerned about Daimler's progress in building adequate distribution channels in the Asian region. Finally, Lauk considered the impact of the merger with Chrysler on CVD and the general uncertainty concerning how a more centralized or
Source: Harvard
|
| DAIMLER-BENZ A.G.: NEGOTIATIONS BETWEEN DAIMLER AND CHRYSLER
|
|
|
|
| 45 pp.
| Case
Author(s): Bruner, Robert F.; Carr, Sean; Christmann, Petra; Spekman, Robert E.; Davies, Melinda; Kannry, Brian
Darden ID: UVA-F-1241
Published: 10/1/1998
Revised: 12/15/2001
Copyright Year: 1998
Subject Area: Finance
Keywords: mergers and acquisitions; strategic alliance; negotiation; valuation; cross-border investment
Teaching Note: UVA-F-1240TN
Student Spreadsheet: UVA-S-F-1241
Abstract: This case may be taught singly or used as a merger-negotiation exercise with “Chrysler Corporation: Negotiations between Daimler and Chrysler” (UVA-F-1240). Set in February 1998, the case places students in the position of negotiators for the company; their task is to value both firms, assess the potential earnings dilution of a combination, and negotiate a detailed agreement with their counterpart. The case can be used to explore such interesting negotiation issues as determination of a share-exchange ratio, treatment of major stockholders, and structuring a deal. Also, the case and exercise can be used to spark a discussion of acquisition in comparison with strategic alliance, or other less formal models of combination.
Source: Darden
|
|
|
|
| 45 pp.
| Case
Author(s): Bruner, Robert F.; Carr, Sean; Christmann, Petra; Spekman, Robert E.; Davies, Melinda; Kannry, Brian
Darden ID: UVA-F-1241
Published: 10/1/1998
Revised: 12/15/2001
Copyright Year: 1998
Subject Area: Finance
Keywords: mergers and acquisitions; strategic alliance; negotiation; valuation; cross-border investment
Teaching Note: UVA-F-1240TN
Student Spreadsheet: UVA-S-F-1241
Abstract: This case may be taught singly or used as a merger-negotiation exercise with “Chrysler Corporation: Negotiations between Daimler and Chrysler” (UVA-F-1240). Set in February 1998, the case places students in the position of negotiators for the company; their task is to value both firms, assess the potential earnings dilution of a combination, and negotiate a detailed agreement with their counterpart. The case can be used to explore such interesting negotiation issues as determination of a share-exchange ratio, treatment of major stockholders, and structuring a deal. Also, the case and exercise can be used to spark a discussion of acquisition in comparison with strategic alliance, or other less formal models of combination.
Source: Darden
|
| DAIMLER-BENZ CASE 1: PORTFOLIO STREAMLINING: ’STOP THE BLEEDING‘
|
|
|
|
| 21 pp.
| Case
Topfer, A — Technische Universitat Dresden
Fritsch, J — Technische Universitat Dresden
Bialowons, O — Technische Universitat Dresden
Friedwagner, R — Technische Universitat Dresden
Sauer, R — Technische Universitat Dresden
Distributor: ecch (www.ecch.com) Reference: 399-024-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1999
Geo location: Germany Industry: Automotive Size: Large Timing: 1995-1997
Topics: Diversification vs core business; Success indicators; Portfolio streamlining; Core competences
Abstract: This is the first of a three-case series (399-024-1 to 399-026-1). In the ten years from 1985 to 1995, the well-known German motor vehicle manufacturer Daimler-Benz, transformed itself through a vast number of acquisitions into a large international industrial group. The purpose of all the acquisitions was to implement the Vision of an integrated industrial group, with its CEO Reuter as the spiritual progenitor of this strategy. Access to new markets and key technologies offering good prospects for growth and profits was to reduce dependence on the motor vehicles sector, while at the same time distributing the group’s profits between a number of business areas. This was to be achieved by the integrated exploitation of various technologies available within the group and the resultant synergies. In May 1995, Reuter passed over the Chairmanship to Jurgen E Schrempp. Huge losses of earning had caused the Vision to be seen in a different light. This case is intended to provide an overview of Schrempp‘s strategic approach and clarify his criteria for success. The strict but clear policy of only permitting the group portfolio to contain businesses that both fitted in with his change of emphasis towards a group that was oriented around the transport of passengers and good
Source: ecch
|
| DAIMLER-BENZ CASE 2: STRATEGIC REALIGNMENT: ’PACEMAKERS TO SUCCESS‘
|
|
|
|
| 27 pp.
| Case
Topfer, A — Technische Universitat Dresden
Fritsch, J — Technische Universitat Dresden
Bialowons, O — Technische Universitat Dresden
Friedwagner, R — Technische Universitat Dresden
Sauer, R — Technische Universitat Dresden
Distributor: ecch (www.ecch.com) Reference: 399-025-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1999
Geo location: Germany Industry: Automotive Size: Large Timing: 1995-1997
Topics: Restructuring; Profitability; Strategic fit; Process optimizing; US-GAAP; Success measurement; Management style
Abstract: This is the second of a three-case series (399-024-1 to 399-026-1). The new Board of Management of Daimler-Benz AG, set up after Jurgen E Schrempp became chairman in May 1995, pushed forward a radical restructuring programme with enormous determination from the outset. It had set itself the task of ringing out the age of the integrated industrial group inaugurated by the former Chairman of the Board of Management, Edzard Reuter and returning this well-established company to the path of success. The Board of Management saw the group’s future in terms of a return to the original focus, ie the transport of goods and passengers and associated services. By restructuring the high-cost and oversluggish group headquarters at the start of its period of office, the Board of Management gave a clear sign of its intentions and thus added extra dynamism to the subsequent stages of the restructuring process. It then went on to subject all 35 business units to intense scrutiny in order to determine their profitability, core skills and strategic fit. This strategic filtering process resulted in the group portfolio being reduced to 23 business units, which will form the basis of the group in future. The third main stage in the restructuring process was the process
Source: ecch
|
| DAIMLER-BENZ CASE 3: IMPLEMENTATION: ’IMPLEMENTATION PROCESSS‘
|
|
|
|
| 16 pp.
| Case
Topfer, A — Technische Universitat Dresden
Fritsch, J — Technische Universitat Dresden
Bialowons, O — Technische Universitat Dresden
Friedwagner, R — Technische Universitat Dresden
Sauer, R — Technische Universitat Dresden
Distributor: ecch (www.ecch.com) Reference: 399-026-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1999
Geo location: Germany Industry: Automotive Size: Large Timing: 1995-1997
Topics: Strategy implementation; Implementation team; Success factors; Communication management
Abstract: This is the third of a three-case series (399-024-1 to 399-026-1)The portfolio streamlining stage, in which the 35 former business units were reduced to 23, was completed in January 1997. It was then necessary to align the organisational structure around the new strategic goals of Daimler AG and to make the business processes leaner and more efficient. Various bodies were set up to achieve this by implementing the restructuring process as quickly and in as controlled a fashion as possible. Even before the process optimization stage, the Chairman of the Board of Management Jurgen E Schrempp created an informal team, called the ’ideas team‘, which co-operated directly with him and worked on portfolio streamlining and the new management and organisational structure as a preparation for the Board of Management. As the supreme decision-making body, the Ordinary Board of Management meeting set up a Steering Committee comprising members of the Board of Management to take important decisions on the change management process. Schrempp also sat on this committee during the management organisation restructuring stage. It was responsible for the entire restructuring process, including process optimization, and was available for clarification of high-level questions. This case study
Source: ecch
|
| DaimlerChrysler Merger: The Quest to Create “One Company”
|
|
|
|
| 27 pp.
| Case
Author(s): St. Jean, Dianne C.; Cohen, Allan R.
Publication Date: 01/01/2000 Revision Date: 05/18/2004
Product Type: Case (Field)
Publisher: Babson College
Product Description: Centers on the historic merger of Daimler-Benz AG and Chrysler Corp. and the subsequent quest for integration. The subtexts to this central issue include a comparison and contrast of the operating cultures and business processes of the two companies as well as their histories, positions within the auto manufacturing industry, and corporate values and image. Also introduces the dynamics of integrating the leadership of two companies. Using "what if" scenarios, students can explore the roles of the senior managers in the merger, its execution, and the subsequent integration attempts. Gives students an opportunity to envision and develop an integration strategy. Best suited for studies in strategic management, corporate entrepreneurship, global management, leadership, and change management or organizational behavior.
HBS Number: BAB041
Industry Setting: automotive
Subjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Mergers & acquisitions; Organizational behavior; Strategic alliances
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (BAB042), 4p, by Dianne C. St. Jean, Allan R. Cohen, Edward A. Madden; Teaching Note, (BAB541), 3p, by Dianne C. St. Jean
Source: Harvard
|
| DaimlerChrysler Post-Merger Integration (A)
|
|
|
|
| 28 pp.
| Case
Author(s): Meyer, Richard F.; Rukstad, Michael G.; Coughlan, Peter J.; Jansen, Stephan A.
Publication Date: 09/09/2002 Revision Date: 12/01/2005
Product Type: Case (Library)
Product Description: Describes the background, process, and aftermath of the merger between Daimler-Benz of Germany and Chrysler Corp. of America. Describes the economic structure and trends of the world automobile industry at the turn of the century as well as the individual histories and strategies of the two firms. Further describes the process and key issues in the merger negotiations. Lastly, an extensive description of the post-merger integration plan, approach, and implementation is provided, along with an explanation of the merger’s impact on the performance and strategy of the combined company.
HBS Number: 9-703-417
Geographic Setting: Global Industry Setting: Automotive industry
Event Year Start: 1995 Event Year End: 2001
Subjects: Acquisitions; Corporate strategy; Cross cultural relations; International management; Mergers; Negotiations
Academic Discipline: Competitive strategy
Source: Harvard
|
| DAIMLERCHRYSLER: LESSONS IN POST-MERGER INTEGRATION
|
|
|
|
| 22 pp.
| Case
Paul, H — University of Applied Sciences Mainz
Distributor: ecch (www.ecch.com) Reference: 303-177-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2003
Geo location: Europe, USA, Japan Industry: Car industry Size: 150 billion euros sales Timing: 5 years
Topics: Car industry; DaimlerChrysler; Merger; Post-merger integration; Board structure; Mitsubishi; Cross-cultural management; Stock performance; Global company; Merger motives; Vision statement; Synergies
Abstract: The merger of Daimler-Benz AG with Chrysler Corporation created one of the largest car companies in the world. Now, five years after the transaction, the merger is still an intensely debated subject. Did Schrempp make the right decisions at the right time? Did the merger pay off for the shareholders? Part (I) explains rationale and process of the merger. Part (II) covers post-merger integration structures and processes, management board structures as well as cultural issues. How to merge two different cultures - the traditional, disciplined quality-oriented German culture and the more flexible, decentralised marketing-oriented culture of Chrysler became a key issue. Furthermore, DaimlerChrysler decided to acquire a 34% stake in the financially troubled Mitsubishi Motors Corporation in Japan. Part (III) investigates the more recent history of the merger, especially Chrysler’s problems in the US market. After some hesitation Schrempp appointed one of his key managers as CEO of Chrysler. The new CEO initiated a tough turnaround programme. The company‘s second major battleground - the turnaround of Mitsubishi Motors - is briefly reviewed. A Spanish translation 'E303-177-1' is available.
Source: ecch
|
|
|
|
| 24 pp.
| Case
Paul, H — University of Applied Sciences Mainz
Distributor: ecch (www.ecch.com) Reference: 308-295-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2008
Geo location: Europe, USA, Japan Industry: Car industry Size: Large multinational Timing: 1998, 2007
Topics: Car industry; DaimlerChrysler; Mitsubishi; Post-merger integration; Cross-cultural management; Board structure; Globalisation; Mergers and acquisitions (M&A); De-merger / spin-off; Synergies; Vision statement; Merger motives
Abstract: The merger of Daimler-Benz Ag with Chrysler Corporation in 1998 created one of the largest car companies in the world. The merger was an intensely debated subject. Did Schrempp make the right decisions at the right time? Did the merger pay off for the shareholders? Part (I) explains rationale and process of the merger. Part (II) covers post-merger integration structures and processes as well as cultural issues. Merging two different cultures, the traditional, disciplined quality-oriented German culture of Daimler with the decentralised, flexible marketing-oriented culture of Chrysler - proved to be a formidable managerial challenge. To complicate matters further, DaimlerChrysler decided to acquire a 34% stake in the financially troubled Mitsubishi Motors Corporation in Japan. Part (III) investigates key issues after the merger - especially the clash of cultures as well as the repeated turn-around projects at Chrysler. DaimlerChrysler’s second major battleground, Mitsubishi, is also briefly analysed. Part (IV) covers the de-merger of Chrysler and gives a brief outlook on Daimler‘s as well as Chrysler's development after the de-merger.
Source: ecch
|
| DAIMLERCHRYSLER: POST-MERGER NEWS
|
|
|
|
| 17 pp.
| Case
Author(s): Pratima Bansal; Doug Airey; Andy Gepp; Cathy Harris; Yves Menard
Ivey ID: 9B03M049
Publication Date: 9/25/2003 Revision Date: 10/22/2009
Product Type: Case
Teaching Note: 8B03M49
Geographic Setting: Germany/United States Industry Setting: Automotive Dealers & Gas Service Size: Large Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Accounting; Consolidations and Mergers; Mergers & Acquisitions
Major Disciplines: General Management; International
Product Description: Daimler-Benz AG, a large automobile manufacturer in Europe and the Chrysler Corporation, one of the Big Three auto makers in North America have merged to create DaimlerChrysler. On the surface, everything seemed to be going as planned. In reality, all was not well. Organizational changes, conflicting information, and doubts about the future structure of the company resulted in the departure of numerous Chrysler employees, including many mid-level managers and engineers. While initially amalgamated into Daimler, the Chrysler Group ended up as one of three separate automotive divisions. In 2001, DaimlerChrysler recorded a $1.2 billion loss in operating profit (before one-time effects). Estimates for 2002 called for a break-even result, but the company was facing a $9 billion lawsuit filed by the fifth largest shareholder, who claimed that Daimler had deceived investors by touting the venture as a merger of equals.
Source: Ivey
|
|
|
|
| 17 pp.
| Case
Author(s): Pratima Bansal; Doug Airey; Andy Gepp; Cathy Harris; Yves Menard
Ivey ID: 9B03M049
Publication Date: 9/25/2003 Revision Date: 10/22/2009
Product Type: Case
Teaching Note: 8B03M49
Geographic Setting: Germany/United States Industry Setting: Automotive Dealers & Gas Service Size: Large Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Accounting; Consolidations and Mergers; Mergers & Acquisitions
Major Disciplines: General Management; International
Product Description: Daimler-Benz AG, a large automobile manufacturer in Europe and the Chrysler Corporation, one of the Big Three auto makers in North America have merged to create DaimlerChrysler. On the surface, everything seemed to be going as planned. In reality, all was not well. Organizational changes, conflicting information, and doubts about the future structure of the company resulted in the departure of numerous Chrysler employees, including many mid-level managers and engineers. While initially amalgamated into Daimler, the Chrysler Group ended up as one of three separate automotive divisions. In 2001, DaimlerChrysler recorded a $1.2 billion loss in operating profit (before one-time effects). Estimates for 2002 called for a break-even result, but the company was facing a $9 billion lawsuit filed by the fifth largest shareholder, who claimed that Daimler had deceived investors by touting the venture as a merger of equals.
Source: Ivey
|
| DaimlerChrysler: The Post-Merger Integration Phase
|
|
|
|
| 22 pp.
| Case
Author(s): Morosini, Piero; Radler, George
Publication Date: 01/01/1999 Revision Date: 06/01/2003
Product Type: Case (Field)
Publisher: IMD — International Institute for Management Development
Product Description: Provides an inside view on how the former Daimler-Benz and Chrysler companies organized their integration efforts following their May 1998 merger, the first truly transatlantic merger in history and, at the time, the largest ever. As such, this merger presents an unusually broad array of management issues that were both unprecedented in scope and rather unique, ranging from cross-cultural management and global strategy and implementation to international M&A alliances and change management. Describes a journey that started during the early 1980s, until the events that preceded the Daimler-Chrysler merger, outlining the key strategic, organizational, and execution challenges facing both companies. May be used with: (IMD122) DaimlerChrysler: Organizing the Post-Merger Integration.
HBS Number: IMD121
Geographic Setting: USA, GermanyIndustry Setting: automotive, transportationCompany Size: large
Event Year Start: 1998Event Year End: 1998
Subjects: Automobiles; Cross cultural relations; Germany; Globalization; Implementation; Management of change; Mergers & acquisitions; Strategy implementation
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (IMD123), 21p, by Piero Morosini, George Radler
Source: Harvard
|
| Dairyland Greyhound Racing
|
|
|
|
| 14 pp.
| Case
Author(s): Timothy Brotherton
Source: Annual Advances — 2006
Subjects: Marketing strategy; Marketing policy; Brand positioning; Product life cycle
Description: The case follows discussions with three officials of the Dairyland Greyhound Park, Inc. as they struggle with a strategic dilemma. How does one design a strategy for a firm facing a steady 15-year decline in a declining industry? The case presents opportunities to discuss a firm’s brand positioning strategies (issues of competing/overlapping target markets), its position in the product life cycle (PLC) stage (issues of firms in declining industries), its coping with tough environmental conditions, and its submersion in ethical issues (gambling or dog use/abuse issues). The case was written primarily for undergraduate marketing strategy courses (marketing strategy, marketing management, strategic management, etc.) However, it could be used in a marketing principles or consumer behavior class to discuss the challenges of targeting multiple marketing segments or it could also be used as part of a brand positioning, product life cycle, or ethics discussion in any marketing class. Students are asked to identify the causes of the firm‘s declining attendance and propose methods to stop or reverse the trend.
Source: SOCCR
|
| Daka International, Inc. (A)
|
|
|
|
| 8 pp.
| Case
Author(s): Robinson, Robert J.
Publication Date: 09/24/1993
Product Type: Case (Field)
Product Description: Deals with an employee who contracts AIDS. The employer, a food-service proprietor, is threatened by an old and valued client with the loss of the account if they do not fire him.
HBS Number: 9-494-051
Geographic Setting: MassachusettsIndustry Setting: foodCompany Size: mid-sizeNumber of Employees: 3,200Gross Revenues: $150 million revenues
Event Year Start: 1988Event Year End: 1990
Subjects: Discrimination; Ethics; Health; Negotiations; Terminations
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-494-052), 3p, by Robert J. Robinson; Teaching Note, (5-494-053), 5p, by Robert J. Robinson
Source: Harvard
|
| Dakota Growers Pasta
|
|
|
|
| 22 pp.
| Case
Michael A. Boland
The General Manager of Dakota Growers Pasta, an integrated durum wheat milling and dry pasta company headquartered in Carrington, North Dakota, was considering acquiring additional pasta capacity. The Board of Directors planned to discuss the acquisition in light of changes in the pasta industry that included entry of several new firms and exit of older firms, large changes in capacity, depressed farm economy, disease problems that reduced the supply of high quality durum wheat, and a decrease in consumption. Due to its cooperative organizational structure, equity would come from the company’s owners who were producers of durum wheat. He is faced with the challenge of determining the acquisition‘s impact on future profitability, the net effect on branded and private label pasta market share in the retail, ingredient, and food service market segments, and financing the acquisition.
Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 2
Subjects: Strategic Management, Acquisitions, Vertical Integration
Source: NACRA
|
| Dakota Office Products
|
|
|
|
| 5 pp.
| Case
Author(s): Kaplan, Robert S.
Publication Date: 08/07/2001 Revision Date: 02/18/2005
Product Type: Case (Gen Exp)
Product Description: Explores the role for activity based costing and customer profitability measurement in a distribution company. Dakota’s senior management team is concerned about the company‘s first loss in history. An office products distributor, Dakota's customers were increasingly demanding more specialized services, such as desktop delivery. Also, whereas some customers had switched to electronic ordering, others continued to place their orders manually. Pricing was based on a fixed markup of the cost of the purchased item. The managers felt that the fixed markup may not be compensating them for the higher costs of manual order processing and desktop delivery. The financial manager initiates an effort to estimate the costs of handling the different types of orders so that she can estimate the profitability of individual customers based on their actual order pattern. Teaching Purpose: Provides students with an opportunity to build a simple activity based cost model in a nonmanufacturing (distribution) setting, assess the implications from having a more accurate cost model, and recommend actions to enhance the company's profitability. Originally used as a final exam for a management accounting course.
HBS Number: 9-102-021
Industry Setting: office productsGross Revenues: $40 million revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Activity based costing; Cost systems; Distribution; Management accounting; Office equipment; Pricing; Profitability
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (5-102-076), 7p, by Robert S. Kaplan
Source: Harvard
|
| Daksh and IBM: Business Process Outsourcing in India-Part 1. The Formative Years
|
|
|
|
| 20 pp.
| Case
Author(s): Farhoomand, Ali; Sethi, Kavita
Publication Date: 01/08/2007
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU730
Geographic Setting: India
Subjects: Acquisitions; Business processes; Corporate strategy; Entrepreneurial finance; Entrepreneurs; Growth strategy; Industry analysis; Information systems; Outsourcing; Valuation
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (HKU731), 16p, by Ali Farhoomand, Kavita Sethi
Product Description: An undisputed success story, Daksh eServices was one of the leading Business Process Outsourcing (BPO) service providers in India. Launched by a group of friends in 2000, it started by providing web-based customer support services for global clients. By 2004, having added voice capability to complete its service offering, it had grown into a 6,000 strong company with reported revenues of over US$50 million. Given the market conditions, Daksh had all the right numbers to be a sell out IPO. At the same time, IBM had expressed a concerted interest to buy out the company. What had emerged as the relevant question was, whether or not the IPO was the best way to go ahead. Alternatively, was the sell out to IBM a better option? If so, what should be the asking price? While the top management at Daksh evaluated both options, industry analysts reflected as to why a BPO company like Daksh made sense for IBM in the first place.
Source: Harvard
|
| DAN OLOFSSON: IT MAGNATE AT A TURNING POINT
|
|
|
|
| 6 pp.
| Case
Christierson, V; Beswick, C; Maduma, S
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 709-006-1 Language: English
Category: Ethics and Social Responsibility Data source: Field research
Product Year: 2009
Geo location: KwaZulu-Natal, South Africa Size: Small Timing: 2003-2008
Topics: Leadership; Ethics; Corporate responsibility; HIV / AIDS; Personal growth
Abstract: ’We cannot just sit by and do nothing!‘ said Sebastian Olofsson to his uncle, Dan Olofsson, a Swedish IT billionaire and owner of a private game reserve in Hluhluwe (northern KwaZulu-Natal, South Africa). It was February 2003, they were both at the reserve and Sebastian had just returned from a guided tour of the vicinity that had exposed him to the dire poverty in the area and the human suffering there caused by HIV/AIDS. Olofsson concurred, he had been thinking the same thing for some time. He had bought the land for the lodge in 2002, initially as a private retreat for his family and friends. He was now thinking of developing it as a commercial venture. He had been deeply affected by the need in the area, but what was it that he could do to make a difference?
Source: ecch
|
| DAN OLOFSSON: IT MAGNATE AT A TURNING POINT: EPILOGUE
|
|
|
|
| 6 pp.
| Supplement
Christierson, V; Beswick, C; Maduma, S
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 709-006-4 Language: English
Category: Ethics and Social Responsibility Data source: Field research
Product Year: 2009
Geo location: KwaZulu-Natal, South Africa Size: Small Timing: 2003-2008
Topics: Leadership; Ethics; Corporate responsibility; HIV / AIDS; Personal growth
Abstract: This supplement is to accompany the case ’709-006-1‘. The abstract of the case is as follows: 'We cannot just sit by and do nothing!' said Sebastian Olofsson to his uncle, Dan Olofsson, a Swedish IT billionaire and owner of a private game reserve in Hluhluwe (northern KwaZulu-Natal, South Africa). It was February 2003, they were both at the reserve and Sebastian had just returned from a guided tour of the vicinity that had exposed him to the dire poverty in the area and the human suffering there caused by HIV/AIDS. Olofsson concurred, he had been thinking the same thing for some time. He had bought the land for the lodge in 2002, initially as a private retreat for his family and friends. He was now thinking of developing it as a commercial venture. He had been deeply affected by the need in the area, but what was it that he could do to make a difference?
Source: ecch
|
| Dan Stewart (A)
|
|
|
|
| 12 pp.
| Case
Author(s): Sathe, Vijay V.; Rhodes, Mark
Publication Date: 01/19/1982 Revision Date: 07/30/2007
Product Type: Case (Field)
HBS Number: 9-482-087
Geographic Setting: Midwestern United States Industry Setting: Pharmaceutical industry; Chemical industry Gross Revenues: $4 billion sales
Event Year Start: 1970 Event Year End: 1980
Subjects: Employee promotions; Managing superiors; Superior & subordinate; Supervision
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-482-088), 3p, by Vijay V. Sathe, Mark Rhodes; Supplement (Field), (9-482-089), 2p, by Vijay V. Sathe, Mark Rhodes; Supplement (Field), (9-482-090), 1p, by Vijay V. Sathe, Mark Rhodes
Product Description: A subordinate who Dan Stewart has recently placed on warning for unsatisfactory performance is suddenly appointed Dan’s boss. Involves such issues as the management of disappointment, understanding organizational irrationality, lateral transfer within the same company, and dealing with organizational politics.
Source: Harvard
|
|
|
|
| 12 pp.
| Case
Author(s): Sathe, Vijay V.; Rhodes, Mark
Publication Date: 01/19/1982 Revision Date: 07/30/2007
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 482087
Geographic Setting: United States Gross Revenue: $4 billion sales
Event Year Start: 1970 Event Year End: 1980
Subjects: Superior & subordinate; Managing up; Employee promotions
Academic Discipline: Human resources management
Supplementary Materials: Supplement, (482088), 3p, by Mark Rhodes; Supplement, (482089), 2p, by Mark Rhodes; Supplement, (482090), 1p, by Mark Rhodes
Product Description: A subordinate who Dan Stewart has recently placed on warning for unsatisfactory performance is suddenly appointed Dan’s boss. Involves such issues as the management of disappointment, understanding organizational irrationality, lateral transfer within the same company, and dealing with organizational politics.
Source: Harvard
|
| Dana Hall: Funding a Mission (A)
|
|
|
|
| 7 pp.
| Case
Author(s): Mc Farlan, F. Warren; Leonard, Herman B. “Dutch”; Tritter, Melissa
Publication Date: 06/14/2006 Revision Date: 01/25/2007
Product Type: Case (Field)
HBS Number: 9-306-090
Geographic Setting: New England; United States Industry Setting: Education industry Gross Revenues: $18 million revenues
Event Year Start: 1980 Event Year End: 2005
Subjects: Crisis management; Financing; Fund raising; Mission statements; Strategy formulation; Women
Academic Discipline: General management
Supplementary Materials: Supplement (Field), (9-306-100), 8p, by F. Warren Mc Farlan, Herman B. “Dutch” Leonard, Melissa Tritter; Supplement (Field), (9-306-106), 6p, by F. Warren Mc Farlan, Herman B. “Dutch” Leonard, Melissa Tritter
Product Description: Dana Hall is a private all-girls school in New England facing a crisis in its mission. As social norms shift away from single-sex education, the school’s enrollment is falling and deficits are becoming the norm. At the same time, the modern vision for girls‘ education requires an even greater investment in science and sports — at a time when Dana Hall's resources are lower than ever before. Can the school stay true to its mission? How will it find the funding? Through the story of Blair Jenkins, head of school, this case examines the difficult mission and funding decisions facing many nonprofit organizations.
Source: Harvard
|
| Dana-Farber Cancer Institute: Development Strategy
|
|
|
|
| 23 pp.
| Case
Author(s): Rangan, V. Kasturi; Bell, Marie
Publication Date: 05/10/1999 Revision Date: 12/06/2007
Product Type: Case (Field)
HBS Number: 9-599-104
Geographic Setting: Boston, MA Industry Setting: Hospital industry Gross Revenues: $93 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Fraud; Health care; Hospitals; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-500-017), 8p, by V. Kasturi Rangan
Product Description: Despite revenues in excess of $93 million in 1998, world-renowned Dana-Farber Cancer Institute constantly faces an operating shortfall and looks to its highly successful development office to help cover the deficit. The development office raises money annually (with a $42 million goal for 1999) through its two major fund-raising arms: the Development Fund and the Jimmy Fund. In addition, it conducts a major capital campaign about every five years. A new chief development officer, Susan Paresky, needs to establish the development strategy going forward. The case reviews the major fund-raising programs in the development office and presents additional growth options. Students examine the existing programs, assess the value of the new options, and devise a development strategy consistent with the mission and philosophy of the institute.
Source: Harvard
|
|
|
|
| 23 pp.
| Case
Author(s): Rangan, V. Kasturi; Bell, Marie
Publication Date: 05/10/1999 Revision Date: 12/06/2007
Product Type: Case (Field)
HBS Number: 9-599-104
Geographic Setting: Boston, MA Industry Setting: Hospital industry Gross Revenues: $93 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Fraud; Health care; Hospitals; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-500-017), 8p, by V. Kasturi Rangan
Product Description: Despite revenues in excess of $93 million in 1998, world-renowned Dana-Farber Cancer Institute constantly faces an operating shortfall and looks to its highly successful development office to help cover the deficit. The development office raises money annually (with a $42 million goal for 1999) through its two major fund-raising arms: the Development Fund and the Jimmy Fund. In addition, it conducts a major capital campaign about every five years. A new chief development officer, Susan Paresky, needs to establish the development strategy going forward. The case reviews the major fund-raising programs in the development office and presents additional growth options. Students examine the existing programs, assess the value of the new options, and devise a development strategy consistent with the mission and philosophy of the institute.
Source: Harvard
|
|
|
|
| 23 pp.
| Case
Author(s): Rangan, V. Kasturi; Bell, Marie
Publication Date: 05/10/1999 Revision Date: 12/06/2007
Product Type: Case (Field)
HBS Number: 9-599-104
Geographic Setting: Boston, MA Industry Setting: Hospital industry Gross Revenues: $93 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Fraud; Health care; Hospitals; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-500-017), 8p, by V. Kasturi Rangan
Product Description: Despite revenues in excess of $93 million in 1998, world-renowned Dana-Farber Cancer Institute constantly faces an operating shortfall and looks to its highly successful development office to help cover the deficit. The development office raises money annually (with a $42 million goal for 1999) through its two major fund-raising arms: the Development Fund and the Jimmy Fund. In addition, it conducts a major capital campaign about every five years. A new chief development officer, Susan Paresky, needs to establish the development strategy going forward. The case reviews the major fund-raising programs in the development office and presents additional growth options. Students examine the existing programs, assess the value of the new options, and devise a development strategy consistent with the mission and philosophy of the institute.
Source: Harvard
|
| Danaher Corporation
|
|
|
|
| 31 pp.
| Case
Author(s): Anand, Bharat N.; Collis, David J.; Hood, Sophie
Publication Date: 02/12/2008 Revision Date: 07/23/2008
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 708445
Gross Revenue: $12 bn
Event Year Start: 2008 Subjects: Change management; Organizational culture; Corporate strategy; Conglomerates
Academic Discipline: Competitive strategy
Product Description: To maximize their effectiveness, color cases should be printed in color. Between 1985 and 2007, Danaher has been one of the best-performing industrial conglomerates in the US. This case examines the corporate strategy of this diversified, global corporation. It describes the firm’s portfolio strategy and the Danaher Business System — a systematic and wide-ranging set of organizational processes the firm has developed to drive growth and create value. In 2008, the firm confronts various challenges in sustaining its impressive historical performance. First, can it continue to balance organic and acquisition-led growth? Second, what will be the impact of increased competition from private equity players? Third, for how long can its strategy of “continuous improvement” continue?
Source: Harvard
|
|
|
|
| 31 pp.
| Case
Author(s): Anand, Bharat N.; Collis, David J.; Hood, Sophie
Publication Date: 02/12/2008 Revision Date: 07/23/2008
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 708445
Gross Revenue: $12 bn
Event Year Start: 2008 Subjects: Change management; Organizational culture; Corporate strategy; Conglomerates
Academic Discipline: Competitive strategy
Product Description: To maximize their effectiveness, color cases should be printed in color. Between 1985 and 2007, Danaher has been one of the best-performing industrial conglomerates in the US. This case examines the corporate strategy of this diversified, global corporation. It describes the firm’s portfolio strategy and the Danaher Business System — a systematic and wide-ranging set of organizational processes the firm has developed to drive growth and create value. In 2008, the firm confronts various challenges in sustaining its impressive historical performance. First, can it continue to balance organic and acquisition-led growth? Second, what will be the impact of increased competition from private equity players? Third, for how long can its strategy of “continuous improvement” continue?
Source: Harvard
|
|
|
|
| 31 pp.
| Case
Author(s): Anand, Bharat N.; Collis, David J.; Hood, Sophie
Publication Date: 02/12/2008 Revision Date: 07/23/2008
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 708445
Gross Revenue: $12 bn
Event Year Start: 2008 Subjects: Change management; Organizational culture; Corporate strategy; Conglomerates
Academic Discipline: Competitive strategy
Product Description: To maximize their effectiveness, color cases should be printed in color. Between 1985 and 2007, Danaher has been one of the best-performing industrial conglomerates in the US. This case examines the corporate strategy of this diversified, global corporation. It describes the firm’s portfolio strategy and the Danaher Business System — a systematic and wide-ranging set of organizational processes the firm has developed to drive growth and create value. In 2008, the firm confronts various challenges in sustaining its impressive historical performance. First, can it continue to balance organic and acquisition-led growth? Second, what will be the impact of increased competition from private equity players? Third, for how long can its strategy of “continuous improvement” continue?
Source: Harvard
|
| Danatbank
|
|
|
|
| 30 pp.
| Case
Author(s): Moss, David A.; Bolton, Cole; Novo, Andrew
Publication Date: 03/12/2010
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 710059
Geographic Setting: Germany
Event Year Start: 1931 Subjects: Politics; Risk management; Financial crisis
Academic Discipline: Business & government
Product Description: In the summer of 1931, Germany was struggling with a deepening economic crisis. Production had fallen, unemployment was high, and bank deposits and gold were being withdrawn from the country at a rapid pace, threatening the value of the German mark. The country’s third largest bank, the Danatbank, was especially hard hit by the flagging economy and the flight of capital. By July, the Danatbank was on the verge of collapse, and the bank‘s charismatic and controversial senior partner, Jakob Goldschmidt, appealed personally to the government, the central bank, and his private banking rivals for a lifeline.
Source: Harvard
|
| Dance of Change in Corporate America: An Interview with Margaret Wheatley
|
|
|
|
| 5 pp.
| Article
Author(s): Wheatley, Margaret; Kiechel, Walter
Publication Date: 11/01/1996
Product Type: Harvard Management Update Article
Product Description: Margaret "Meg" Wheatley, a noted consultant, author, and educator, discusses the struggle occurring within American corporations between traditional structures and self-organizing forms, in which networks, patterns, and structures emerge without external imposition or direction. The role of a leader in an organization is changing profoundly. While some leaders have become more thoughtful, declaring, "We just can’t keep going on this way," others feel threatened by change. Wheatley argues that the preservation of personal power and status is antithetical to learning in organizations. She worries about organizational change driven by Wall Street‘s concerns and not by questioning our beliefs and experience about why people work and work well together.
HBS Number: U9611B
Geographic Setting: Industry Setting:
Subjects: Interviews; Leadership; Organizational design; Organizational development; Organizational structure
Academic Discipline: Organizational behavior & leadership
Source: Harvard
|
| Dancing with Elephants: The Smartix Saga
|
|
|
|
| 20 pp.
| Case
Author(s): Sull, Donald; Sebenius, James K.; Wasserman, Noam
Publication Date: 11/30/2001 Revision Date: 10/13/2006
Product Type: Case (Field)
HBS Number: 9-902-156
Geographic Setting: United States Company Size: start-up Number of Employees: 4
Event Year Start: 1999 Event Year End: 2000
Subjects: Entrepreneurial finance; Entrepreneurship; Negotiations; Venture capital
Academic Discipline: Negotiations
Supplementary Materials: Supplement (Field), (9-906-029), 2p, by James K. Sebenius; Supplement (Field), (9-906-030), 9p, by James K. Sebenius; Supplement (Field), (9-906-031), 5p, by James K. Sebenius, Andrew Wasynczuk
Product Description: This case describes issues facing the founder-CEO of a high-tech start-up in Boston, as he negotiates with multiple large potential partners and investors. The negotiations include a potential business partnership with FleetCenter and Madison Square Garden, and a potential investment from two large venture capital firms. The case focuses on the sequencing among the parties, how to resolve conflicting interests among the parties, and the issues facing small entrepreneurial firms trying to negotiate with very large and powerful investors and business partners.
Source: Harvard
|
| Dangers of Feeling like a Fake
|
|
|
|
| 12 pp.
| Article
Author(s): Kets de Vries, Manfred F.R.
Publication Date: 09/01/2005
Product Type: Harvard Business Review Article
Product Description: In many walks of life — and business is no exception — there are high achievers who believe that they are complete fakes. To the outside observer, these individuals appear to be remarkably accomplished; often, they are extremely successful leaders with staggering lists of achievements. These neurotic impostors — as psychologists call them — are not guilty of false humility. The sense of being a fraud is the flip side of giftedness and causes a great many talented, hardworking, and capable leaders to believe that they don’t deserve their success. “Bluffing” their way through life (as they see it), they are haunted by the constant fear of exposure. With every success, they think, “I was lucky this time, fooling everyone, but will my luck hold? When will people discover that I‘m not up to the job?” In his career as a management professor, consultant, leadership coach, and psychoanalyst, Manfred F. R. Kets de Vries has found neurotic impostors at all levels of organizations. In this article, he explores the subject of neurotic imposture and outlines its classic symptoms: fear of failure, fear of success, perfectionism, procrastination, and workaholism. He then describes how perfectionist overachievers can damage their careers, their colleagues' morale, and the bottom line by allowing anxiety to trigger self-handicapping behavior and cripple the very organizations they're trying so hard to please. Finally, Kets de Vries offers advice on how to limit the incidence of neurotic imposture and mitigate its damage through discreet vigilance, appropriate intervention, and constructive support.
HBS Number: R0509F
Subjects: Executive ability; Leadership; Psychology
Academic Discipline: Organizational behavior & leadership
Source: Harvard
|
| DANIER LEATHER: GROWING THROUGH THE WEB
|
|
|
|
| 22 pp.
| Case
Noori, H — Wilfrid Laurier University
Warburton, A — Wilfrid Laurier University
Distributor: ecch (www.ecch.com) Reference: 602-004-1 Language: English
Category: Production and Operations Management Data source: Field research
Product Year: 2002
Geo location: Canada, North America, Europe Industry: Leather apparel industry Size: US$150 million Timing: 2000
Topics: Strategy; Environment; Competition; Performance; Long-term; Growth strategy; Effects of e-tailing
Abstract: Danier Leather, a leading Canadian designer, manufacturer and retailer of men and women leather apparel, had been growing rapidly on the Canadian market. It had positioned itself with a fashion/value image, adapted to the needs of its market. After having established a strong presence and brand equity in Canada and started expanding into the US, Jeffrey Wortsman, President and CEO, had perceived the Internet as a new growth opportunity. He had therefore encouraged the development of an on-line shopping site, which he felt would lead to broader local and global markets. In particular, Jeffrey saw e-tailing as an unprecedented opportunity to expand to the European market, which he knew from its wholesale operation in London, was relatively untapped for value oriented fashion leather. The Danier case focuses on two main areas of concern in today’s e-business world: (1) should a brick-and-mortar company integrate the new Internet technology in its business structure, and if so, how can this best be done? (2) can the Internet be a means to expansion into the European market for a North American firm, and if so, how should this be done? The first order of concern is immediate in nature: management has launched two growth initiatives, US expansion and e-tailing, and students must decide if management has any other choice but to continue with these. This requires students to look
Source: ecch
|
| DANONE AND WAHAHA: CHINA-STYLE DIVORCE (A)
|
|
|
|
| 10 pp.
| Case
Liu, G; Liu, D
Publisher: China Europe International Business School
Distributor: ecch (www.ecch.com) Reference: 207-021-1 Language: English
Category: Economics, Politics and Business Environment Data source: Published sources
Product Year: 2007
Geo location: Hangzhou Industry: Wahaha Group Size: More than 20,000 employees Timing: 2007
Topics: China; Joint venture; Danone Group; Wahaha Group; Zong Qinghou; Contract; Ethics; Business environment; Economics; Politics
Abstract: This is the first of a two-case series (207-021-1 and 207-022-1). In 1996, Hangzhou Wahaha Group, the largest food and beverage enterprise in China, signed an agreement with Danone Group to establish five joint venture companies. On 3 April 2007, Mr Zong Qinghou, the Founder and Chairman of Wahaha Group, disclosed to the media that Danone threatened to acquire non-joint venture subsidiaries of Wahaha Group at a price of RMB4 billion, which had assets of RMB5.6 billion and a profit of RMB1.04 billion in 2006. Mr Zong was irritated by Danone’s threat. Instead of going to the court, Mr Zong resorted to the media and tried to turn a commercial dispute into a public issue, thus playing the nationalism card. The case is tailored for illustrating the complexity of establishing a joint venture as well as the challenging institutional environment in China.
Source: ecch
|
| DANONE AND WAHAHA: CHINA-STYLE DIVORCE (B)
|
|
|
|
| 6 pp.
| Case
Liu, G; Liu, D
Publisher: China Europe International Business School
Distributor: ecch (www.ecch.com) Reference: 207-022-1 Language: English
Category: Economics, Politics and Business Environment Data source: Published sources
Product Year: 2007
Geo location: Hangzhou Industry: Wahaha Group Size: More than 20,000 employees Timing: 2007
Topics: China; Joint venture; Danone Group; Wahaha Group; Zong Qinghou; Contract; Ethics; Business environment; Economics; Politics
Abstract: This is the second of a two-case series (207-021-1 and 207-022-1). In 1996, Hangzhou Wahaha Group, the largest food and beverage enterprise in China, signed an agreement with Danone Group to establish five joint venture companies. On 3 April 2007, Mr Zong Qinghou, the Founder and Chairman of Wahaha Group, disclosed to the media that Danone threatened to acquire non-joint venture subsidiaries of Wahaha Group at a price of RMB4 billion, which had assets of RMB5.6 billion and a profit of RMB1.04 billion in 2006. Mr Zong was irritated by Danone’s threat. Instead of going to the court, Mr Zong resorted to the media and tried to turn a commercial dispute into a public issue, thus playing the nationalism card. The case is tailored for illustrating the complexity of establishing a joint venture as well as the challenging institutional environment in China.
Source: ecch
|
| Danone v. Wahaha (A): Who is Having the Last Laugh?
|
|
|
|
| 35 pp.
| Case
Author(s): Chan, Isabella; Lu, Jiangyong; Tao, Zhigang; Wei, Shangjin
Publication Date: 06/12/2008
Product Type: Case
Publisher: University of Hong Kong
HBS Number: HKU766
Geographic Setting: China
Subjects: Anchoring effect; Competitive strategy; Distributive negotiations; Foreign direct investment; Joint ventures
Academic Discipline: Competitive strategy
Product Description: In April 2007, Zong Qinghou, founder of Hangzhou Wahaha Group and chairman of all its joint ventures formed with Danone, divulges details about Danone’s plan to buy a 51% interest in Wahaha‘s non-joint venture subsidiaries and related entities that are owned or managed by Zong's family interests. The disclosure of what is supposed to be a trade secret sparks off a series of public accusations, followed by lawsuits by each partner against the other. On the one hand, Danone indignantly retorts that its takeover plan is grounded in a breach of its contractual interest by Zong. Danone alleges that Zong has been making many of the same products as the joint ventures have under the same “Wahaha” trademark through a parallel network of production facilities that he or his family own or manage. He also uses the joint ventures' distribution channels for selling them. On the other hand, Zong argues that the “Wahaha” trademark has never officially been transferred to the joint ventures and complains of Danone's lack of effort throughout. He also accuses Danone of attempting to monopolise China's beverage market by driving out national brands like Wahaha, which are part of China's cultural heritage and thus are the heart and soul of Chinese people. As a way of protesting, Zong resigns from his post as chairman at the joint ventures. Danone then appoints Emmanuel Faber, chairman of Danone Asia Pacific, as the new chairman, but the legitimacy of this appointment is denied by Wahaha. This case illustr
Source: Harvard
|
| Dansk Designs Ltd.
|
|
|
|
| 17 pp.
| Case
Rosenblum, John W.; Weigle, Charles B.
Dansk Designs Ltd., a supplier of high quality, highly designed tableware products, plans to enter a new product area in housewares. Past growth and anticipated future expansion make organizational changes necessary. Overseas operations, design changes, supplier relations, quality control, marketing strategy, and competition all have impact on the organizational structure.
HBS Number: 9-371-288 Type: Case (Field)
Publication Date: 1/1/71 Revision Date: 8/31/84
Geographic Setting: Denmark Industry Setting: tableware Gross Revenues: $16 million sales
Event Year Start: 1971 Event Year End: 1971
Subjects: Business policy; Household products; Marketing strategy; Organizational change; Organizational structure; Product design; Product introduction; Suppliers
Supplementary Materials: Case Video, (9-883-516), 28 min, by Hugo E.R. Uyterhoeven, M. Von Clemm; Case Video, (9-883-515), 30 min, by Hugo E.R. Uyterhoeven, M. Von Clemm
Source: Harvard
|
| DANVILLE AIRLINES
|
|
|
|
| 7 pp.
| Case
Author(s): Mead, Jenny
Darden ID: UVA-E-0265
Published: 4/8/2004
Revised: 2/16/2006
Copyright Year: 2004
Subject Area: Ethics
Keywords: business ethics, ethical issues, ethics, medical, managerial ethics, public relations/publicity
Teaching Note: UVA-E-0265TN
Abstract: This case presents the dilemma faced by Danville Airlines’ management when one of its best pilots is found to have the inherited gene for Huntington‘s disease. Although he inevitably will develop the physically and mentally debilitating disease, the pilot, who has yet to experience symptoms, does not want to step down from his position. Danville Airlines explores the complicated issues of employee rights versus public safety, employee rights to privacy, and genetic testing and its effects on employees and management.
Source: Darden
|
|
|
|
| 7 pp.
| Case
Author(s): Mead, Jenny
Darden ID: UVA-E-0265
Published: 4/8/2004
Revised: 2/16/2006
Copyright Year: 2004
Subject Area: Ethics
Keywords: business ethics, ethical issues, ethics, medical, managerial ethics, public relations/publicity
Teaching Note: UVA-E-0265TN
Abstract: This case presents the dilemma faced by Danville Airlines’ management when one of its best pilots is found to have the inherited gene for Huntington‘s disease. Although he inevitably will develop the physically and mentally debilitating disease, the pilot, who has yet to experience symptoms, does not want to step down from his position. Danville Airlines explores the complicated issues of employee rights versus public safety, employee rights to privacy, and genetic testing and its effects on employees and management.
Source: Darden
|
| Daqi
|
|
|
|
| 31 pp.
| Case
Author(s): Pozen, Robert C.; Armbrust, Rick; Zhang, Tony
Publication Date: 05/21/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 309113
Geographic Setting: China
Event Year Start: 2009 Subjects: Word-of-mouth marketing
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (310125), 7p, by Robert C. Pozen
Product Description: In 2008, Daqi was one of the largest Internet portals for user-generated content and leading word-of-mouth marketing provider in China. Grace Zhou, Daqi’s CEO, was contemplating the risks and benefits of expanding Daqi‘s services into three new content areas-news, music, and popular bloggers. Each potential area of Daqi's expansion offered extensive benefits, such as major growth opportunity, as well as risks, including private lawsuits, government censorship, and significant capital investments. The case focuses on how Zhou must weigh the pros and cons of expansion both in each of these three areas, as well as the potential of a merger.
Source: Harvard
|
|
|
|
| 31 pp.
| Case
Author(s): Pozen, Robert C.; Armbrust, Rick; Zhang, Tony
Publication Date: 05/21/2009
Product Type: Case (Field)
HBS Number: 9-309-113
Geographic Setting: China
Event Year Start: 2009 Event Year End: 2009
Subjects: Marketing; Word-of-mouth
Academic Discipline: General management
Product Description: In 2008, Daqi was one of the largest Internet portals for user-generated content and leading word-of-mouth marketing provider in China. Grace Zhou, Daqi’s CEO, was contemplating the risks and benefits of expanding Daqi‘s services into three new content areas-news, music, and popular bloggers. Each potential area of Daqi's expansion offered extensive benefits, such as major growth opportunity, as well as risks, including private lawsuits, government censorship, and significant capital investments. The case focuses on how Zhou must weigh the pros and cons of expansion both in each of these three areas, as well as the potential of a merger.
Source: Harvard
|
| DARLING CHOCOLATE
|
|
|
|
| 25 pp.
| Case
Starov, S A — Graduate School of Management, St. Petersburg State University (GSOM)
Gladkikh, I V — Graduate School of Management, St. Petersburg State University (GSOM)
Myers, J G — University of California at Berkeley
Distributor: ecch (www.ecch.com) Reference: 599-002-1 Language: English
Category: Marketing Data source: Field research
Product Year: 1999
Geo location: Russia Industry: Confectionery Size: US$1 billion in sales Timing: 1997
Topics: International product policy; Demand analysis in Russia; Product entry into an international market; Competitive analysis in a foreign market; Food and confectionery marketing; Demographic and life style segmentation; Advertising and positioning strategy; Media strategy and media decisions
Abstract: This case presents the problems of the marketing director of a large Danish confectionery contemplating an entry into the St Petersburg market of Northern Russia. Students are presented with a rich array of detailed information on the St Petersburg market including both demographic and lifestyle data on chocolate and candy consumption in the region. The case contains detailed competitive information and excellent data on television, radio, magazines, newspaper, billboards, and other media in the St Petersburg area. Questions are presented at the end of the case that direct student attention to an analysis of the food market in St Petersburg and the market characteristics that are most important to Darling’s entry. Other questions concern the product strategy that should be adopted, the best segments for company products, and the best advertising campaign and media strategy for launching Darling Chocolate products into this new market.
Source: ecch
|
| Dartmouth-Hitchcock Medical Center: Spine Care
|
|
|
|
| 32 pp.
| Case
Author(s): Huckman, Robert S.; Porter, Michael E.; Gordon, Rachel; Kindred, Natalie
Publication Date: 03/11/2009 Revision Date: 04/02/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 609016
Geographic Setting: United States Number of Employees: 8392 Gross Revenue: ~1.4B
Event Year Start: 2008 Subjects: Integration planning; Organizational development; Organizational structure; Value creation; Strategy
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (610068), 21p, by Robert S. Huckman, Michael E. Porter
Product Description: Describes the Spine Center at Dartmouth-Hitchcock Medical Center, a multidisciplinary unit that offers patients suffering from spinal problems “one-stop” access to a range of providers including orthopedic surgeons, neurosurgeons, neurologists, medical specialists in physical medicine and pain management, mental health providers, and occupational and physical therapists. The Center was created to address what its founder, James Weinstein, M.D., saw as the uncoordinated and inefficient delivery of spinal care in the United States. The Center emphasized using non-surgical treatments (e.g., physical therapy and exercise, behavioral modification, pain-relieving drugs) as either a complement to, or substitute for, surgical procedures, and patients were actively engaged in the process of determining what type of care to pursue. In addition, Weinstein and his staff collected data from the Center’s clinical practice to conduct academic research on the outcomes and cost-effectiveness of various approaches to treatment. The case allows for a critical analysis of the Spine Center‘s unique approach to care delivery and provides an opportunity to examine the applicability of this model in other clinical areas.
Source: Harvard
|
|
|
|
| 31 pp.
| Case
Author(s): Gordon, Rachel; Huckman, Robert S.; Porter, Michael E.; Kindred, Natalie
Publication Date: 03/11/2009
Product Type: Case (Field)
HBS Number: 9-609-016
Geographic Setting: United States Industry Setting: Health services; Hospital industry Number of Employees: 8,392 Gross Revenues: ~1.4B
Event Year Start: 2008 Event Year End: 2008
Subjects: Integration planning; Organizational development; Organizational structure; Strategy; Value creation
Academic Discipline: Competitive strategy
Product Description: Describes the Spine Center at Dartmouth-Hitchcock Medical Center, a multidisciplinary unit that offers patients suffering from spinal problems “one-stop” access to a range of providers including orthopedic surgeons, neurosurgeons, neurologists, medical specialists in physical medicine and pain management, mental health providers, and occupational and physical therapists. The Center was created to address what its founder, James Weinstein, M.D., saw as the uncoordinated and inefficient delivery of spinal care in the United States. The Center emphasized using non-surgical treatments (e.g., physical therapy and exercise, behavioral modification, pain-relieving drugs) as either a complement to, or substitute for, surgical procedures, and patients were actively engaged in the process of determining what type of care to pursue. In addition, Weinstein and his staff collected data from the Center’s clinical practice to conduct academic research on the outcomes and cost-effectiveness of various approaches to treatment. The case allows for a critical analysis of the Spine Center‘s unique approach to care delivery and provides an opportunity to examine the applicability of this model in other clinical areas.
Source: Harvard
|
| Darwin and the Demon: Innovating Within Established Enterprises
|
|
|
|
| 12 pp.
| Article
Author(s): Moore, Geoffrey A.
Publication Date: 07/01/2004
Product Type: Harvard Business Review Article
Product Description: As commercial processes commoditize in a developed economy, they are outsourced or transferred offshore, leaving onshore companies with unrelenting, Darwinian pressure to come up with the next wave of innovation. But “innovation” is a broad term. There are many types, from the ballyhooed disruptive innovation to more mundane forms such as process and experiential, which might involve, respectively, doing such things as streamlining the supply chain and delighting customers with small product modifications. Many executives find it hard to decide which kind to focus on. The best way to choose is to consider the phases of a market’s life span. In a market‘s earliest phase, a new technology attracts enthusiasts and visionaries. Eventually, the market reaches the Main Street section of its life, when growth slows, flattens, and finally subsides. Different types of innovation produce more bang for the buck at different points in the life cycle. Disruptive innovation, for example, is rewarded most during the earliest phase. Once the life cycle advances to Main Street, however, the marketplace is no longer willing to yield the revenue or margin gains necessary to fund that type of innovation, so other forms, including process and experiential, yield better returns. But attempts to change the company's direction are often thwarted by the inertia that success creates. To overcome the inertia demon, managers must introduce new types of innovation while aggressively extracting resources from legacy processes and organizations. By running the two efforts in parallel, they can defeat the demon and renew the company.
HBS Number: R0407F
Subjects: Disruptive technologies; Innovation; Market entry; Process innovation; Product development
Academic Discipline: Competitive strategy
Source: Harvard
|
| DASANI (UK): BRAND UNDER ATTACK
|
|
|
|
| 12 pp.
| Case
Kumar, N; Anderson, J
Publisher: London Business School
Distributor: ecch (www.ecch.com) Reference: 504-022-1 Language: English
Category: Marketing Data source: Published sources
Product Year: 2004
Geo location: UK Industry: Beverages Size: 50,000 employees Timing: 2004
Topics: Dasani; Coca-Cola; Brands; Cola; Soft drink
Abstract: This case study examines the Dasani brand crisis facing The Coca-Cola Company (UK) in early 2004. In late February 2004 Judith Snyder, Brand PR Manager for Coca-Cola’s newly launched Dasani brand water in the United Kingdom, is facing a potentially disastrous situation. Coca-Cola‘s UK launch of Dasani, which has already been a great success in the United States, has been met with a barrage of criticism from the local press. This criticism centres on the fact that Dasani water is sourced from municipal supplies. Why, British newspapers such as The Daily Mail asked, should consumers pay up to 95 pence for 500 millilitres of Dasani when the product is based on London drinking water that costs less than 0.03 pence for the same amount? Then, within weeks of the hostile press coverage, the entire UK supply of Dasani is pulled off the shelves because studies by the UK's Drinking Water Inspectorate (DWI) find that Dasani is contaminated with bromate, a cancer-causing chemical. About 500,000 bottles of Dasani, launched just three weeks before, are immediately removed from sale. The case asks: How should Coca-Cola respond to this brand crisis in the UK? Might Coca-Cola be able to relaunch the Dasani brand in the UK or would it be better to return to the market with a fresh product? What if any impact will the UK brand crisis have on the French and German launches planned for the coming month?
Source: ecch
|
| Dassault Systemes
|
|
|
|
| 22 pp.
| Case
Author(s): Thomke, Stefan; Beyersdorfer, Daniela
Publication Date: 03/23/2010 Revision Date: 06/28/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 610080
Geographic Setting: France Number of Employees: 7,875 Gross Revenue: 1.34 billion euros
Event Year Start: 2009 Subjects: Innovation; Product development; Strategic positioning; Software development
Academic Discipline: Operations management
Product Description: Dassault Systemes, a leader in product lifecycle management software, has enjoyed a very profitable business model in 3D engineering design. In the past, it has successfully managed market disruptions and opportunities through acquisition and organic innovations. Its latest brands, 3DVIA, offers 3D models and life-like experiences to a new non-professional client category, the consumer. In November 2009, President and CEO Bernard Charles has to decide how to best address this new market segment, characterized by rapidly expanding open communities and new pricing models. What is the right business model for the new brand, and how will it affect the future of Dassault Systemes?
Source: Harvard
|
| Data Services At Armistead
|
|
|
|
| 11 pp.
| Case
Author(s): Allen, Brandt R.
Darden ID: UVA-C-2164
Published: 12/17/2002
Copyright Year: 2002
Subject Area: Accounting and Control
Keywords: activity based costing management
Abstract: Data Services provides flexible, scalable data processing and information storage to the fast food industry. Sales have grown steadily, but the company has operated at a loss since its founding five years ago. Data Services management is enthusiastic about the company’s prospects. The chief executive of Armistead, the insurance company that owns Data Services, is under pressure from corporate officers to slough off the subsidiary. A business analysis is done not only to help the CEO decide whether to continue investment in Data Services, but also to determine if the company is well-managed. Information includes the day-to-day operations of Data Services, its sales process, profit and loss statement, revenue and expense analysis, and cost allocations.
Source: Darden
|
|
|
|
| 11 pp.
| Case
Author(s): Allen, Brandt R.
Darden ID: UVA-C-2164
Published: 12/17/2002
Copyright Year: 2002
Subject Area: Accounting and Control
Keywords: activity based costing management
Abstract: Data Services provides flexible, scalable data processing and information storage to the fast food industry. Sales have grown steadily, but the company has operated at a loss since its founding five years ago. Data Services management is enthusiastic about the company’s prospects. The chief executive of Armistead, the insurance company that owns Data Services, is under pressure from corporate officers to slough off the subsidiary. A business analysis is done not only to help the CEO decide whether to continue investment in Data Services, but also to determine if the company is well-managed. Information includes the day-to-day operations of Data Services, its sales process, profit and loss statement, revenue and expense analysis, and cost allocations.
Source: Darden
|
| Datavision (A)
|
|
|
|
| 15 pp.
| Case
Author(s): Beer, Michael; Rogers, Gregory C.
Publication Date: 03/15/1995 Revision Date: 09/24/1997
Product Type: Case (Field)
Product Description: Depicts a “team-building” intervention by an organizational consultant at a small computer company. Teaching Purpose: Should promote discussion surrounding such techniques.
HBS Number: 9-495-046
Geographic Setting: Burlington, MA Industry Setting: computers Number of Employees: 500 Gross Revenues: $3 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Computer industry; Consulting; Organizational development; Teams
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-495-047), 3p, by Michael Beer, Gregory C. Rogers; Supplement (Field), (9-495-048), 2p, by Michael Beer, Gregory C. Rogers; Teaching Note, (5-498-030), 12p, by Michael Beer, Stephanie Woerner; Teaching Note, (5-481-090), 7p, by Michael Beer; Teaching Note, (5-491-012), 5p, by Louis B. Barnes
Source: Harvard
|
| Datavision (B)
|
|
|
|
| 3 pp.
| Case
Author(s): Beer, Michael; Rogers, Gregory C.
Publication Date: 03/15/1995 Revision Date: 07/31/1995
Product Type: Supplement (Field)
Product Description: To be handed out in class as a follow-up to Datavision (A). Must be used with: (9-495-046) Datavision (A).
HBS Number: 9-495-047
Subjects: Computer industry; Consulting; Organizational development; Teams
Academic Discipline: Human resources management
Supplementary Materials: Teaching Note, (5-498-030), 12p, by Michael Beer, Stephanie Woerner; Teaching Note, (5-481-090), 7p, by Michael Beer; Teaching Note, (5-491-012), 5p, by Louis B. Barnes
Source: Harvard
|
| Dave Armstrong (A)
|
|
|
|
| 3 pp.
| Case
Wu, George
A second-year Harvard MBA student considers the pros and cons of three job offers. He identifies several concerns and evaluates each job in terms of how well they meet these concerns. He assesses probabilities for whether the jobs will be successful for him. Teaching Purpose: Introduction to a course on decision making and preference analysis. Since the case contains no numbers, the emphasis is on structuring the decision problem, not analysis.
HBS Number: 9-396-300 Type: Case (Field)
Publication Date: 4/8/1996 Revision Date: 6/4/1996
Geographic Setting: Boston, MA
Subjects: Careers & career planning; Decision analysis; Decision making
Supplementary Materials: Supplement (Field), (9-396-301), 3p, by George Wu; Teaching Note, (5-396-364), 11p, by George Wu
Source: Harvard
|
| David Dunwood
|
|
|
|
| 15 pp.
| Case
Author(s): Ellis, R. James ; Rudolph-Bose, Katherine
Publication Date: 02/28/2008 Revision Date: 10/16/2010
Product Type: Case
Publisher: Stanford University
HBS Number: E320
Geographic Setting: United States
Subjects: Crisis management; Management styles; Corporate strategy; Downsizing; Strategic positioning
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Case Teaching Note, (E320TN), 7p, by R. James Ellis, Katherine Rudolph-Bose
Product Description: The protagonist,David Dunwood, is a second-time search fund entrepreneur who in mid-2004 purchased Mountain Auto, a leading auto parts retailer in the Rocky Mountain United States. The venture started off strong, and Dunwood grew the organization along with revenues in his first two and a half years as CEO. However, by the end of 2006, the company finds itself in a downward spiral due to a combination of forces, including unfavorable weather and intense competition, especially among the top retailers who could afford to ride out leaner years and undercut smaller chains like Mountain Auto. Dunwood is faced with layoffs, budget cuts and having to put up the company for sale.
Source: Harvard
|
| Davis, Lloyd, Young, & Donovan
|
|
|
|
| 19 pp.
| Case
Hallowell, Roger
Tom Roberts, director of audit operations, is responsible for assigning individual accountants to projects. Describes the current scheduling and assignment system, and the specific concerns of two staff members. Are any changes required in the system?
HBS Number: 9-898-005 Type: Case (Field)
Publication Date: 9/8/1997
Geographic Setting: Philadelphia, PA Industry Setting: public accounting Gross Revenues: $10 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Auditing; Business services; Scheduling
Supplementary Materials: Teaching Note, (5-898-006), 18p, by Roger Hallowell
Source: Harvard
|
| DAWN OF A NEW ERA: BEIERSDORF’S GROWTH OPTIONS IN CHINA
|
|
|
|
| 17 pp.
| Case
Kaufmann, L; Bauer, Y
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 509-019-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2009
Version Date: 1 February 2009
Geo location: China Industry: Cosmetics Size: >20,000 employees Timing: January 2007
Topics: Corporate strategy; International expansion strategy; China; Expansion paths; Beiersdorf; Cosmetics; Hair care; Mergers and acquisitions (M&A); Market entrance; Cultural competence; Local adaptation
Abstract: This case focuses on the expansion strategy of a multinational company to the Chinese market. The core question centres on a management decision regarding the acquisition of a local Chinese producer. The story revolves around the head of corporate strategy development responsible for advising the board on the acquisition decision, as well as corporate and regional strategy. At the time of the case, Beiersdorf had already established its business in China through a wholly-owned subsidiary, and had successfully marketed its skin care products in the Chinese market. A high annual growth from 2006 to 2011 is forecast for the cosmetics and toiletries market in China. China has become one of the company’s most important markets. When C-BONS Group put its hair care business up for sale in early 2007, Beiersdorf‘s management team considered an acquisition to increase business expansion in the Chinese market. To provide students with sufficient informational background, the case gives an introduction to the development and particularities of the Chinese cosmetics and toiletries market. It also provides an overview of the competitive landscape, as well as some observations on competitors' strategic moves in the past. In addition, the case presents survey results of merger and acquisitions activities in China to give
Source: ecch
|
| Dawn Riley at America True (A)
|
|
|
|
| 18 pp.
| Case
Author(s): Hill, Linda A.; Doughty, Kristin C.
Publication Date: 07/07/2000 Revision Date: 06/18/2002
Product Type: Case (Field)
Product Description: Dawn Riley is the CEO/Captain of America True, the first coed syndicate to race for the America’s Cup. Over three years, based on her vision for America True, she built the syndicate from scratch, bringing on investors and sponsors, designing and building a boat, and hiring a sailing crew to race it. In June 1999, Riley must decide how to handle the San Francisco office now that America True‘s base of operations is moving to Auckland, New Zealand, where racing will begin in four months. She is facing pressure to phase out the office to cut down on costs, but Riley believes that the people in San Francisco and the work they are doing are key to her vision for America True. She must weigh the tension between immediate pressures to win and the longer-term sustainability of her vision. Teaching Purpose: To demonstrate the challenges of leading a start-up: the importance of communicating a vision, aligning people around that vision, and executing on it. To explore issues of gender and power. May be used with: (9-401-008) Dawn Riley at America True (C).
HBS Number: 9-401-006
Geographic Setting: San Francisco, CAIndustry Setting: sportsCompany Size: start-upNumber of Employees: 100
Event Year Start: 1999Event Year End: 2000
Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-401-007), 1p, by Linda A. Hill, Kristin C. Doughty
Source: Harvard
|
| Dawn Riley at America True (C)
|
|
|
|
| 12 pp.
| Case
Author(s): Hill, Linda A.; Doughty, Kristin C.
Publication Date: 07/07/2000
Product Type: Case (Field)
HBS Number: 9-401-008
Geographic Setting: Auckland, New Zealand Industry Setting: sports Company Size: start-up Number of Employees: 100
Event Year Start: 1999 Event Year End: 2000
Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-401-009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-401-010), 6p, by Linda A. Hill, Kristin C. Doughty
Product Description: Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting that August 1999 evening to decide whether or not to make changes to Tag, the practice boat that they are using as a testing platform. Riley has striven to create a consensus-based approach to decision-making, and see herself as a “participant” in these meetings. She wonders if things have gotten “too democratic,” and if she should step in and lead this meeting. Would changing her behavior now about such a seminal matter compromise her effort to create a collaborative decision-making approach? This case provides more information on the sailing and design programs, and explores in greater depth Riley’s role as a “producing manager.” Teaching Purpose: To demonstrate the impact of a leader on a team‘s culture and style, and the fit between a team's style and the task at hand. To allow discussion of the paradoxes a leader must manage in developing the culture: focus on individual vs. collective; positive feedback vs. confrontation; current performance vs. long-term development; directive vs. autonomy. To expl
Source: Harvard
|
| Dawn Riley at America True (C1)
|
|
|
|
| 18 pp.
| Case
Author(s): Hill, Linda A.; Doughty, Kristin C.
Publication Date: 07/07/2000
Product Type: Case (Field)
Product Description: This version of the (C) case can be taught independently of the (A) and (B) cases. Dawn Riley, CEO/Captain of America True, the first coed syndicate to race for the America’s Cup, is based in Auckland, New Zealand, where racing will begin in six weeks. Riley has built a culture focused on open communication and shared decision-making. But their practice of consensus-based decision-making does not seem to be working for two critical issues that have recently come up: a design question about the training boat and an issue about Riley‘s position on the boat. Riley wonders if it is time to step in. This case describes how Riley built the syndicate, provides information on the sailing and design program, and explores Riley's role as a “producing manager.” Teaching Purpose: To demonstrate the impact of a leader on a team's culture and style, and the fit between a team's style and the task at hand. To allow discussion of the paradoxes a leader must manage in developing the culture: focus on individual vs. collective; positive feedback vs. confrontation; current performance vs. long-term development; directive vs. autonomy. To explore issues of gender and power.
HBS Number: 9-401-011
Geographic Setting: Auckland, New Zealand Industry Setting: sports Company Size: start-up Number of Employees: 100
Event Year Start: 1999 Event Year End: 2000
Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-401-009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-401-010), 6p, by Linda A. Hill, Kristin C. Doughty
Source: Harvard
|
| DayOne
|
|
|
|
| 24 pp.
| Case
Author(s): Hedberg, Carl ; Bygrave, William D.
Publication Date: 01/01/2004 Revision Date: 05/29/2004
Product Type: Case (Field)
Publisher: Babson College
HBS Number: BAB091
Subjects: Entrepreneurship; Venture capital; Expansion; Franchises
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (BAB591), 8p, by William D. Bygrave
Product Description: DayOne opened for business in January 2001. The first store, located in San Francisco, provides products and services to prenatal and postnatal parents and their babies; it was an immediate success with customers. Now Andrew Zenoff, founder and CEO, wants to grow his venture into a national chain of DayOne centers, providing essential services, products, and community to first-time parents, but has not yet raised the needed money. This is Zenoff’s second startup.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Hedberg, Carl ; Bygrave, William D.
Publication Date: 01/01/2004 Revision Date: 05/29/2004
Product Type: Case (Field)
Publisher: Babson College
HBS Number: BAB091
Subjects: Entrepreneurship; Venture capital; Expansion; Franchises
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (BAB591), 8p, by William D. Bygrave
Product Description: DayOne opened for business in January 2001. The first store, located in San Francisco, provides products and services to prenatal and postnatal parents and their babies; it was an immediate success with customers. Now Andrew Zenoff, founder and CEO, wants to grow his venture into a national chain of DayOne centers, providing essential services, products, and community to first-time parents, but has not yet raised the needed money. This is Zenoff’s second startup.
Source: Harvard
|
| DAYTUN INC.
|
|
|
|
| 16 pp.
| Case
Geringer JM; Kope L
Daytun Inc. is a small office equipment company ($6 million in revenues) which focuses primarily on photocopier sales and service in the London, Ontario market. In the 10 years since its formation, Daytun’s strategy of high quality products and highlevels of service at moderate price has enabled them to outperform local operations of large multinationals such as Xerox and Canon, and they currently have the leading market share position in London. However, industry maturity, impending economicrecession, and increasingly threatening moves by major competitors raise concerns about Daytun‘s ability to grow with their current product lines. It appears Daytun must either expand their product line and/or broaden their scope to new geographicmarkets in order to achieve their growth objectives. An accompanying industry note (9A92M002) is available.
Ivey Number: 9A92M001
Publication Date: 9/7/1992 Revision Date: 15/02/2002
Geographic Setting: Canada Industry Setting: Furniture, Home and Equipment Stores
Company Size: Medium organization
Event Year Start: 1990
Subjects: Business Policy, Growth Strategy, Diversification, Small Business
Functional Area: General Management
Source: Ivey
|
| | | |