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Case Author(s): Stevenson, Howard H.; Spence, Shirley Publication Date: 03/20/2008 Product Type: Case (Compilation) HBS Number: 9-808-083 Event Year Start: 1955 Event Year End: 2007 Subjects: Career advancement; Entrepreneurship; Leadership; Philanthropy; Software development; Success Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence Product Description: Profile of Bill Gates designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records.
Case Author(s): Stevenson, Howard; Spence, Shirley Publication Date: 08/28/2007 Revision Date: 04/28/2008 Product Type: Case (Library) HBS Number: 808040 Geographic Setting: South Africa Industry Setting: Government & regulatory Event Year Start: 1918 Event Year End: 2007 Subjects: Careers & career planning; Leadership; Politics; Success Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence Product Description: Profile of Nelson Mandela designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records.
Case Patel, T — Groupe ESC Rennes Distributor: ecch (www.ecch.com) Reference: 404-038-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2004 Geo location: France, India, USA Industry: Power sector Timing: 2003-2004 Topics: Expatriate; Expatriation; Dual-career couples; Work life balance Abstract: This case study focuses on the issue of work life balance in expatriate dual-career couples. A dual career couple is a couple whose members both have occupational responsibilities and career issues at stake. The two income family is nowadays replacing the single income family as the norm. When both members of a couple have career issues at stake, personal lives can become complicated and intertwined with professional lives. As seen in this case, a career opportunity for one member that demands a geographical move can produce a crisis for both the couple and their companies. The following case brings out the issues of work life balance, which becomes all the more important in the case of expatriates. It also highlights the issue of reverse cultural shock in the case of immigrant expatriates. The case study is intended for use by academicians teaching organisational behaviour or international human resource management to bachelor-level business students.
Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Malik, K S — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 307-182-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Pakistan Industry: Insurance Size: 100 employees Timing: 2005-2006 Topics: Change management; Resistance; Automation; Decision making; Insurance; Employee’s involvement; Leadership; Importance of employees‘ training Abstract: This case is about an insurance company that decided to change its claim filing and processing procedures from manual to automated. Employees had little orientation in computers and they were also not provided with any formal training. Clients had similar issues. Immediately after implementation there was high resistance from employees and clients. A major cause of resistance was lack of involvement of stakeholders (employees and clients). This case mainly focuses on the dynamics of change management. Issues that have been spotlighted are the importance of employee involvement and training in a successful change management initiative. The case also highlights the need for creating a platform for change with a comprehensive change management plan before implementing the change.
Case Applegate, Lynda M.; Bleak, Jared Presents a fictional vision of a day in the life of a professor in 1998. Teaching Purpose: To explore the impact of the Internet on knowledge work. HBS Number: 9-399-009 Type: Case (Library) Publication Date: 7/8/98 Revision Date: 9/1/98 Geographic Setting: United States Industry Setting: academic Event Year Start: 1998 Event Year End: 1998 Subjects: Education; Information age; Internet; Knowledge management; Organizational design
13. Dippin’ Dots Ice Cream Author(s): Eisner, Alan B.; Callahan, Brian R. Description: Dippin’ Dots ice cream founder and inventor, Curt Jones, is faced with the choice of either continuing to increase franchising operations for the flagship tiny beads of ice cream that are made and served at super-cold temperatures, or developing a new take-home product that can withstand storage in normal grocery store or home freezers. Using the accompanying video segment, even those students who have not tried the product will understand it and get involved in an active class discussion regarding what Curt Jones and Dippin’ Dots should do next. It is a good case to end the semester by focusing on managing innovation and creating new ventures. Publication Date: 2005 Revision Date: N/A Event Year Start: 2000 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Ice Cream/Consumer Products Courses: Business/Management and Organization/Strategic Management Course Sequence: Business-level Strategy; External Environment; Internal Analysis; Managing Innovation; Creating New Ventures Subjects: Competitive Strategy; Strategic Leadership; Innovation & Technology; Consumer Product Goods; Niche Marketing Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3013
28. Dippin’ Dots Ice Cream Author(s): Eisner, Alan B.; Assenza, Pauline; Callahan, Brian R. Case Number: DLE5028 Publication Date: 2009 Revision Date: N/A Event Year Start: 2000 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Ice Cream Courses: Business; Management and Organization; Strategic Management Course Sequence: Business-level Strategy; Managing Innovation; Entrepreneurial Strategies and Competitive Dynamics; External Environment; Internal Analysis Subjects: Competitive Strategy; Strategic Leadership; Innovation & Technology; Consumer Product Goods; Niche Marketing Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video Description: Dippin’Dots ice cream is faced with mounting competition and the choice of continuing to increase franchising operations for the flagship tiny beads of ice cream that are made and served at super-cold temperatures or developing a new take-home product that can withstand normal freezers.
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
Case Author(s): Podolny, Joel; Herrlinger, Sarah Publication Date: 05/01/1999 Revision Date: 05/12/2000 Product Type: Case (Field) Publisher: Stanford University Product Description: D’Arcy faces a situation where political unrest may force them to leave a market in which they have spent 10 years trying to establish a presence. As a client services company, they have entered most markets at the request/demand of their global clients who need help with their own expansion efforts. The development of these global brands in Third World countries has not been easy, as D‘Arcy has had to face many obstacles—from finding local assets to avoiding corruption. But the most pressing issue facing them is how to find a balance between global ad campaigns developed for international clients and local culture, which may not understand or accept these western ideas. Teaching Purpose: To provide an example of the struggle of a client services company to expand into countries where corruption abounds and the local mindset is not readily acceptant of western consumerism. HBS Number: IB21 Geographic Setting: Eastern EuropeIndustry Setting: advertisingNumber of Employees: 6,000Gross Revenues: $6.2 billion revenues Event Year Start: 1990Event Year End: 1991 Subjects: Advertising; Bribery; Eastern Europe; Government policy; Market entry Academic Discipline: Business & government
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.
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
Case Hawkins, David F.; Bartczak, Norman J. The company’s auditors question the company‘s use of percentage of completion accounting for an overseas contract. Teaching Purpose: Explores long-term contract accounting practices and their financial statement implications. HBS Number: 9-195-227 Type: Case (Library) Publication Date: 5/26/1995 Revision Date: 4/10/2000 Geographic Setting: United Sates Industry Setting: construction Gross Revenues: $70 million revenues Event Year Start: 1987 Event Year End: 1987 Subjects: Accounting procedures; Cost accounting; Financial analysis Supplementary Materials: Teaching Note, (5-197-089), 4p, by David F. Hawkins
Case Author(s): Burgoyne DG; Cousineau L; Hillier D; Jang Q Description: The vice-president sales of a Canadian wholesale distributor of hardware products must present his proposal to change the sales force compensation program from straight salary to straight commission and to change the travel expense reimbursement fromcosts incurred to a flat annual budgeted amount per territory. There would be a three-year phase-in period but not all sales people would benefit nor be able to cope. The teaching objectives are to consider the advantages and disadvantages ofdifferent salesforce compensation plans; to address the implementation issues associated with changes in compensation plans; and to appreciate how what appears to be an operating decision can have significant strategic implications. Ivey Number: 9A89A010 Publication Date: 1/1/89 Revision Date: 2/25/03 Geographic Setting: Canada Industry Setting: Wholesale Trade - Durable Goods Company Size: Large organization Event Year Start: 1988 Subjects: Compensation; Sales Management Level of Difficulty: Undergraduate/MBA
Case Author(s): Higgins, Robert F.; LaMontagne, Sophie; Kazan, Brent Publication Date: 11/11/2007 Revision Date: 04/11/2008 Product Type: Case (Field) HBS Number: 808006 Geographic Setting: Massachusetts Industry Setting: Health care industry; IT industry Number of Employees: 220 Event Year Start: 2007 Event Year End: 2007 Subjects: Financing; Health care; Information technology; Investors; Venture capital Academic Discipline: Finance Product Description: In mid-March 2007, Chris Kryder sat in his office and thought about how to best finance his company’s growth. Over the previous five years as founder and CEO of D2Hawkeye, a Waltham, Massachusetts-based healthcare analytics company, Kryder had grown the firm from a six-person start-up into a leading developer and provider of medical analytics in the U.S. He had three term sheets in hand — two from strategic investors and one from a venture capital firm. Each offer had its advantages and disadvantages and Kryder needed to decide which offer to accept.
Case Author(s): Higgins, Robert F.; LaMontagne, Sophie; Kazan, Brent Publication Date: 11/11/2007 Product Type: Case (Field) HBS Number: 9-808-006 Geographic Setting: Massachusetts Industry Setting: Health care industry; IT industry Number of Employees: 220 Event Year Start: 2007 Event Year End: 2007 Subjects: Financing; Health care; Information technology; Investors; Venture capital Academic Discipline: Finance Product Description: In mid-March 2007, Chris Kryder sat in his office and thought about how to best finance his company’s growth. Over the previous five years as founder and CEO of D2Hawkeye, a Waltham, Massachusetts-based healthcare analytics company, Kryder had grown the firm from a six-person start-up into a leading developer and provider of medical analytics in the U.S. He had three term sheets in hand — two from strategic investors and one from a venture capital firm. Each offer had its advantages and disadvantages and Kryder needed to decide which offer to accept.
Case Author(s): Weiss, Elliott N. Darden ID: UVA-OM-1322 Published: 1/4/2007 Copyright Year: 2007 Subject Area: Operations Management Keywords: theory of constraints; bottleneck analysis Abstract: This simple case enables students to determine production bottlenecks and perform sensitivity analyses. It can be used to accompany a discussion of “The Goal” by Eli Goldratt.
Case Author(s): Weiss, Elliott N. Darden ID: UVA-OM-1322 Published: 1/4/2007 Copyright Year: 2007 Subject Area: Operations Management Keywords: theory of constraints; bottleneck analysis Abstract: This simple case enables students to determine production bottlenecks and perform sensitivity analyses. It can be used to accompany a discussion of “The Goal” by Eli Goldratt.
Case Author(s): Modica, Marc W. Darden ID: UVA-QA-0653 Published: 8/2/2007 Copyright Year: 2004 Subject Area: Quantitative Analysis Keywords: leadership, infighting, leadership strategy Abstract: A famous rap group is suffering from success — finally quite profitable, they experience infighting over egos, leadership, and marketing. Having put all their effort into making the big time, how would they now survive the turmoil of celebrity? Who would take the lead? How would they rebuild the band? What would their next step be?
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
Teaching Note For use with 9-374-037 HBS Number: 5-388-004 Subjects: Business policy; Corporate strategy; Credit; France; Industry structure; Machinery; Marketing strategy; Pricing strategy
Case Author(s): Aguilar, Francis J.; Svensk, Robert E. Publication Date: 08/01/1973 Revision Date: 09/01/1982 Product Type: Supplement (Note) Product Description: Supplements the case. Must be used with: (9-374-037) DAAG Europe (A). HBS Number: 9-374-036 Subjects: Business policy; Corporate strategy; Credit; France; Industry structure; Machinery; Marketing strategy; Pricing strategy Academic Discipline: General management Supplementary Materials: Teaching Note, (5-388-004), 17p, by Francis J. Aguilar
Teaching Note For use with 9-374-036 HBS Number: 5-388-004 Subjects: Business policy; Corporate strategy; Credit; France; Industry structure; Machinery; Marketing strategy; Pricing strategy
Case Author(s): Menor L; Ramasastry C Description: The president of the Nutan Mumbai Tiffin Box Suppliers Charity Trust had just returned to his office after meeting with Britain’s Prince Charles, who was on an official visit to Mumbai. The Trust was the managing organization of the dabbawallah mealdelivery network. The dabbawallah‘s service was cited internationally by management scholars and industry executives as an exemplar in supply chain and service management. The service had acquired a reputation for its delivery reliability inMumbai. International interest in the dabbawallahs was largely due to a 1998 article published by Forbes. However, many observers now expressed concerns over the future viability of the dabbawallahs' service given the difficulty in duplicating itsdelivery network elsewhere, the emergence of other lunch competitors in Mumbai, and an array of environmental changes affecting both its customers and the workforce. The case allows a discussion of service and supply chain management issues relatedto operational excellence. Ivey Number: 9B04D011 Publication Date: 5/14/2004 Geographic Setting: India Industry Setting: Personal Services Company Size: Small organization Event Year Start: 2003 Subjects: Service Operations; Supply Chain Management; System Design; Process Design/Change Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management
Case Author(s): Menor L; Chandrasekhar R Publication Date: 8/10/2004 Revision Date: 8/18/2004 Industry: Personal Services Abstract: The president of Nutan Mumbai Tiffin Box Suppliers Charity Fund is faced with the decision of how to expand the Dabbawallahs of Mumbai service. The service could be expanded in terms of product offering or geographical setting. This is a supplementto Dabbawallahs of Mumbai (A), product 9B04D011, and asks students to examine the opportunities and challenges in growing the service, and decide upon the most appropriate course of action. Ivey Number: 9B04D013 Geographic Location: India Company Size: Small organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management Subjects: Service Operations; Supply Chain Management; System Design; Process Design/Change
Case Dana, L P — McGill University Distributor: ecch (www.ecch.com) Reference: 596-018-1 Language: English Category: Marketing Data source: Published sources Product Year: 1996 Geo location: Moldova Industry: Wine Size: Small Timing: 1996 Topics: Eastern Europe; CARICOM; Former USSR; CIS; Moldavia; Small business; Marketing; Export; Economy of scale Abstract: Under Soviet occupation, peasants in Moldavia sold wine to the state. The independence of Moldova, however, resulted in the loss of traditional markets. With a poor infrastructure, business management in such an environment has particularities which hinder free enterprise.
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.
Case Author(s): Enright, Michael J.; Tran, Elyssa Publication Date: 08/15/2001 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Daewoo Motors, South Korea’s second largest car maker, was on the verge of bankruptcy in September 2000. The once proud Daewoo Group (the parent company of Daewoo Motors) has been charged with not only being reckless in its investments but also fraudulent in its practice. The government must decide whether to bail out the company or let it fail. Given the importance of the company‘s contribution to the South Korean economy, however, the decision would have a profound impact on the direction of ongoing market reforms as well as the livelihood of its workforce at home and abroad. This case traces the origins and growth of the Daewoo chaebol within the context of South Korea's economic development framework and highlights the advantages and disadvantages of such a system. Teaching Purpose: Designed for an MBA level course in International Business. HBS Number: HKU143 Geographic Setting: South Korea Event Year Start: 2000Event Year End: 2000 Subjects: Economic development; Economic policy; Government policy; Industrial development; Korea Academic Discipline: Business & government
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
Teaching Note For use with 9-385-014 HBS Number: 5-388-005 Subjects: Business government relations; Business policy; Corporate strategy; Developing countries; Entrepreneurial management; Joint ventures; Korea
Case Author(s): Aguilar, Francis J.; Cho, Dong Sung Publication Date: 07/23/1984 Revision Date: 09/08/1986 Product Type: Supplement (Field) Product Description: Supplements the case. Must be used with: (9-385-014) Daewoo Group. HBS Number: 9-385-015 Subjects: Business government relations; Business policy; Corporate strategy; Developing countries; Entrepreneurial management; Joint ventures Academic Discipline: Business & government
Case Upton, David; Kim, Bowon Daewoo Shipbuilding and Heavy Machinery rescued its plant from the labor riots of 1987 to make it, by 1994, to be the fastest improving shipyard in the world. With its competition in Korea making huge investments in additional capacity in anticipation of the end of the recession, Daewoo instead has to decide if its strategy of continuous investment can provide the needed capacity. Teaching Purpose: Addresses manufacturing improvement strategies and plant management. In addition, it looks at the interaction between "step-change" improvement and continuous improvement. May be used with: (9-695-032) Samsung Heavy Industries: The Koje Shipyard. HBS Number: 9-695-001 Type: Case (Field) Publication Date: 10/1/1994 Geographic Setting: Korea Industry Setting: shipbuilding Event Year Start: 1994 Event Year End: 1994 Subjects: Continuous improvement; Facilities; Labor relations; Manufacturing strategy; Production capacity; Shipbuilding Supplementary Materials: Teaching Note, (5-696-053), 17p, by David Upton
Teaching Note For use with 9-695-001 HBS Number: 5-696-053 Subjects: Continuous improvement; Facilities; Labor relations; Manufacturing strategy; Production capacity; Shipbuilding
Case Author(s): Kim, Bowon; Upton, David M. Publication Date: 10/16/2008 Revision Date: 02/25/2009 Product Type: Case (Field) HBS Number: 609018 Geographic Setting: South Korea Industry Setting: Shipbuilding industry Number of Employees: 10,000 Gross Revenues: $4 billion Event Year Start: 2007 Event Year End: 2007 Subjects: Operations management; Strategy Academic Discipline: Operations management Product Description: Explores the journey of aggressive learning and capability building in the operations of a major Korean Shipbuilder. While DSHM had once used its superior learning capability to topple its Japanese competition, it now faced the potential for a similar attack from new Chinese competitors. Without outsourcing some of its work to China, DSHM would become uncompetitive. However, in outsourcing the work, some skills would necessarily have to be transferred, potentially teaching the future competition and providing them with a platform to attack DSHM’s core markets.
Case Author(s): Kim, Bowon; Upton, David M. Publication Date: 10/16/2008 Revision Date: 02/25/2009 Product Type: Case (Field) HBS Number: 609018 Geographic Setting: South Korea Industry Setting: Shipbuilding industry Number of Employees: 10,000 Gross Revenues: $4 billion Event Year Start: 2007 Event Year End: 2007 Subjects: Operations management; Strategy Academic Discipline: Operations management Product Description: Explores the journey of aggressive learning and capability building in the operations of a major Korean Shipbuilder. While DSHM had once used its superior learning capability to topple its Japanese competition, it now faced the potential for a similar attack from new Chinese competitors. Without outsourcing some of its work to China, DSHM would become uncompetitive. However, in outsourcing the work, some skills would necessarily have to be transferred, potentially teaching the future competition and providing them with a platform to attack DSHM’s core markets.
Case Quelch, John A.; Park, Chanhi The top management at Daewoo is reviewing its close relationship with the Uzbekistan government, focusing especially on the performance of Uz-Daewoo Auto, a strategic alliance to manufacture and market passenger cars. Teaching Purpose: Shows the challenges of organizing strategic alliances in transitional economies. HBS Number: 9-598-065 Type: Case (Field) Publication Date: 10/20/1997 Revision Date: 03/23/1998 Geographic Setting: Uzbekistan Industry Setting: automobiles Number of Employees: 300,000 Gross Revenues: $65 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Asia; Automobiles; International business; Marketing strategy; Strategic alliances Supplementary Materials: Teaching Note, (5-598-108), 8p, by John A. Quelch
Teaching Note For use with 9-598-065 HBS Number: 5-598-108 Subjects: Asia; Automobiles; International business; Marketing strategy; Strategic alliances
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
Teaching Note For use with 9-392-077 HBS Number: 5-392-121 Subjects: Competition; Corporate strategy; Entrepreneurial management; Entrepreneurship; Service management; Services
Case Author(s): Piper CJ; Imigi T Publication Date: 8/10/2004 Revision Date: 8/31/2004 Industry: Electric & Electronic Equipment Supplies Abstract: The president of Daikin Industries Residential Air Conditioning Shiga Factory was confronted by the prospects of an unseasonably cold summer, at a time when the Shiga Factory had large quantities of its products in inventory in anticipation of strongsummer sales. The president was concerned not only about pending losses in the current year, but also about the factory’s long-term survival. Unprofitability was unacceptable and Daikin was caught in a stagnant market in which it was increasinglydifficult to build share by product differentiation. The Shiga Factory had been forced to use large inventories to cope with uncertain demand and a long an unwieldy supply chain. The president must decide whether to reduce the number of models,build a lower-cost factory outside Japan, or exit the business. He must also determine if there are any other options. Ivey Number: 9B04D018 Geographic Location: Japan Company Size: Large organization Year of Event: 1998 Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management Subjects: Supply Chain Management; Operations Strategy; Inventory; Lead Time
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.
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
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.
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.
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
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
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
Case Prange, J; Dell Acqua, A Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 105-043-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2005 Geo location: Germany Industry: Automotive Size: Large u multinational Timing: 1998 Topics: Cross border mergers and acquisitions; Decision making; Practical integration in a merger Abstract: The case relates the analysis of the strategic and financial decisions underlying the merger between Daimler Benz and Chrysler, which occurred on 17 May 1998, and aimed at creating one of the biggest giants in the world?s car manufacturing industry. The mega-merger which gave birth to DaimlerChrysler was one of the largest in modern economic history and is still waiting for a satisfactory conclusion. The case illustrates the initially ?invisible? difficulties and dangers of an operation of such large proportions and international importance and the complications connected to the multicultural integration of the two company systems.
Case Cohen, A R; St Jean, D C Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB042 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2000 Version Date: 18 May 2004 Topics: Strategic management; Corporate entrepreneurship; Global management; Leadership; Influence; Change management; Organisational behaviour; Automotive industry; Mergers and acquisitions Abstract: This is the second of a two-case series (BAB041 and BAB042). The first case may be used as a stand alone or as a follow on to ’Chrysler: Rebirth of an Automaker‘ (802-049-1). This case is best suited for studies in strategic management, corporate entrepreneurship, global management, leadership, and change management or organisational behaviour. The case centres on the historic merger of Daimler-Benz AG and Chrysler Corporation and the subsequent quest for integration. There are several subtexts to this central issue: (1) the comparison and contrasting of the operating cultures and business processes of the two companies; (2) their histories; (3) their position within the auto-manufacturing industry; and (4) their corporate values and image. These provide a context for students to explore as they attempt to envision and develop a strategy for integration. The case introduces the dynamics of integrating the leadership of two companies. The roles of the senior managers in the merger, its execution and the subsequent integration attempts can be explored in 'what if' scenarios. This case, chronicles the immediately subsequent events to the primary case. This case was previously numbered 404-085-1.
Case Author(s): Rukstad, Michael G.; Coughlan, Peter J.; J Publication Date: 09/12/2001 Product Type: Case (Field) Product Description: Provides an overview of knowledge management and the knowledge management strategy of DaimlerChrysler relative to its competition. Teaching Purpose: Students realize the importance of a knowledge management strategy and the difficulties involved in building one for a newly merged company. HBS Number: 9-702-412 Geographic Setting: Global, Germany, United States Industry Setting: automobiles Number of Employees: 421,000 Gross Revenues: $132 billion revenues Event Year Start: 1998 Event Year End: 2000 Subjects: Automobiles; Competition; Germany; Knowledge management Academic Discipline: Competitive strategy
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
Case Cohen, A R; St Jean, D C Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB041 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2000 Version Date: 18 May 2004 Topics: Strategic management; Corporate entrepreneurship; Global management; Leadership; Influence; Change management; Organisational behaviour; Automotive industry; Mergers and acquisitions Abstract: This is the first of a two-case series (BAB041 and BAB042). This case may be used as a stand alone or as a follow on to ’Chrysler: Rebirth of an Automaker‘ (802-049-1). This case is best suited for studies in; (1) strategic management; (2) corporate entrepreneurship; (3) global management; (4) leadership; and (5) change management or organisational behaviour. The case centres on the historic merger of Daimler-Benz AG and Chrysler Corporation and the subsequent quest for integration. There are several subtexts to this central issue: the comparison and contrasting of the operating cultures and business processes of the two companies; their histories; their position within the auto-manufacturing industry; and their corporate values and image. These provide a context for students to explore as they attempt to envision and develop a strategy for integration. The case introduces the dynamics of integrating the leadership of two companies. The roles of the senior managers in the merger, its execution and the subsequent integration attempts can be explored in 'what if' scenarios. The (B) case, chronicles the immediately subsequent events to the primary case. This case was previously numbered 404-084-1.
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
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.
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.
Case Author(s): Pratima Bansal; Doug Airey; Andy Gepp; Cathy Harris; Yves Menard Publication Date: 9/25/2003 Revision Date: 9/21/2006 Product Type: Case Ivey ID: 9B03M049 Geographic Setting: Germany/United States Industry Setting: Automotive Dealers & Gas Service Size: Large Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Consolidations and Mergers; Mergers & Acquisitions; International Accounting 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.
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
Teaching Note For use with IMD121 HBS Number: IMD123 Subjects: Automobiles; Cross cultural relations; Germany; Globalization; Implementation; Management of change; Mergers & acquisitions; Strategy implementation
Teaching Note For use with HKU046 HBS Number: HKU047 Subjects: Asia; Business processes; Electronic commerce; Food; Information systems; Reengineering; Retailing
Teaching Note For use with HKU049 HBS Number: HKU050 Subjects: Asia; Business processes; Corporate strategy; Electronic commerce; Food; Information technology; Retailing; Supply chain
Case Author(s): Claude P. Lanfranconi; Ken Mark Publication Date: 8/3/2007 Product Type: Case (Library) Ivey ID: 9B07B009 Geographic Setting: Asia Industry Setting: General Merchandise Stores Size: Large Year of Event: 2006 Level of Difficulty: 5 — MBA/Postgraduate Subjects: International financial accounting; Financial ratio analysis; Using an annual report Major Disciplines: Accounting; International Product Description: The main objective of this case is to introduce students to the calculation and usage of ratios in a real world environment. Secondly, students will be required to access, read and use an actual annual report. Lastly, Dairy Farm International is an Asian-based multinational and, therefore, by using comparative data from a United Kingdom multinational, Tesco, and a local Canadian company, Sobeys, students will be introduced to issues related to international financial comparisons.
Case Williamson DR Canadian food processors utilizing dairy imports from Canadian producers are finding their competitive position being eroded in the Canadian market as tariff barriers fall with the implementation of the Canadian United States Free Trade Agreement.The specific sector in this case is the frozen pizza manufacturers seeking relief from the higher cheese prices in Canada brought about by marketing boards, and the requirement to buy Canadian cheese imports. A related case entitled “Cheese forFrozen Pizza” (9A93H005) is also available. Ivey Number: 9A90H007 Publication Date: 1/1/1990 Revision Date: 2/4/2002 Geographic Setting: Canada Industry Setting: Food and Kindred Products Company Size: Large organization Event Year Start: 1990 Subjects: Agriculture, Economic Analysis, Government and Business, Manufacturing Functional Area: General Management
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.
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
Case Author(s): Robinson, Robert J. Publication Date: 09/24/1993 Product Type: Supplement (Field) Product Description: Describes the resolution to the dilemma raised in the (A) case. Must be used with: (9-494-051) Daka International, Inc. (A). HBS Number: 9-494-052 Subjects: Discrimination; Ethics; Health; Negotiations; Terminations Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-494-053), 5p, by Robert J. Robinson
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
Case Boland, Michael; Freberg, Christian; Barton, David; Katz, Jeff Are conditions in the pasta-making industry conducive to good long-term profitability? Should Dakota Growers go forward with the acquisition of Primo Piatto’s pasta plants? Students will need to do a five-forces assessment of competition, identify key success factors, do some number-crunching, and probe the pros and cons of Dakota Growers‘ vertical integration strategy. Very suitable for a written case or oral team presentations. Has accompanying video. Publication Date: 2001 Geographic Setting: North Dakota Industry Setting: Agriculture Event Year Start: 1994 Event Year End: 1998 Courses: Business Policy Course Sequence: Business Strategy Subjects: Business Policy Supplementary Material: Teaching Note; Video
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
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.
Case Azhar, W; Hasan, N Publisher: Lahore University of Management Sciences (CRC) Distributor: ecch (www.ecch.com) Reference: 04-810-90-1 Language: English Category: Marketing Data source: Field research Product Year: 1990 Geo location: Pakistan Industry: Food / edible oil Size: Large Timing: 1987 Topics: Advertising campaigns; Brands; Communication strategy; Market definition; Marketing; Brand management; Edible oil Abstract: The group product manager for edible fats at Lever Brothers had to design a new media campaign to expand the market for cooking oil, and also persuade brand loyal users of Dalda Banaspati (hydrogenated oil) to switch over to Dalda cooking oil. The case raises the interesting issue of how a company had to devise promotion for two brands that might be competing.
Case Author(s): Foster, George; Hoyt, David Publication Date: 11/24/2003 Product Type: Case (Library) Publisher: Stanford University Product Description: In 2003, the owner of the Dallas Cowboys football team wanted to build a new stadium complex. The team’s existing stadium was aging, and a new stadium offered enhanced revenue potential for one of the NFL‘s premier teams. The team wanted taxpayer assistance in financing the stadium, and the state legislature voted to put the matter to voters. Discusses the arguments for and against taxpayer financing of sports facilities and the economics of professional football teams. Raises the question of how the Cowboys can persuade the public to support their plan, as well as what alternatives the team should consider if voters reject the proposal. Teaching Purpose: To use in a class on sports business and finance to discuss stadium financing, construction, and management. HBS Number: SPM6 Subjects: Facilities; Financing; Project finance; Public policy; Sports Academic Discipline: Finance
Case Author(s): Mary M. Crossan; David Ager; Luvy Gonzalez de Wilson Publication Date: 9/5/1995 Revision Date: 8/5/2008 Product Type: Case Teaching Note: 8A95M07 Ivey ID: 9A95M007 Geographic Setting: Canada/USA/Mexico Industry Setting: Machinery except Electrical Size: Large Year of Event: 1994 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Industry Analysis; International Business; Growth Strategy; Business Policy Major Disciplines: General Management; International Product Description: The vice-president of Damark Packaging Inc. must decide whether to accept or reject a US$1-million order for shrink wrap packaging equipment. Should Damark focus on external markets for survival? Is there a ’fit‘ between the company's external environment, its internal resources and the preferences of its management team. Pedagogically the case explores the issue of external markets and the decision faced by many companies of how to decide on the external environment that presents the best opportunities for their organization.
Case Author(s): Mary M. Crossan; David Ager; Luvy Gonzalez de Wilson Publication Date: 9/5/1995 Revision Date: 8/5/2008 Product Type: Case Teaching Note: 8A95M07 Ivey ID: 9A95M007 Geographic Setting: Canada/USA/Mexico Industry Setting: Machinery except Electrical Size: Large Year of Event: 1994 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Industry Analysis; International Business; Growth Strategy; Business Policy Major Disciplines: General Management; International Product Description: The vice-president of Damark Packaging Inc. must decide whether to accept or reject a US$1-million order for shrink wrap packaging equipment. Should Damark focus on external markets for survival? Is there a ’fit‘ between the company's external environment, its internal resources and the preferences of its management team. Pedagogically the case explores the issue of external markets and the decision faced by many companies of how to decide on the external environment that presents the best opportunities for their organization.
Case Wirick RG; Witmer J An independent insurance broker is considering investing in high yield bonds to improve his portfolio’s performance. He does not think that the returns he has received on his current equity and fixed income investments will continue into the future.He considers using historical data to construct efficient frontiers which suggest that high yield bonds improve the risk/return trade-off. A key issue is to what extent this historical improvement can be extrapolated into the future. Ivey Number: 9A98N020 Publication Date: 5/10/1998 Geographic Setting: Canada Event Year Start: 1998 Subjects: Bonds, Investments, Portfolio Management, Mutual Funds Functional Area: Finance
Case Roberts, Michael J. Describes Dan Gordon’s first month on the job as Chief Operating Officer of Club Sports International (CSI), a chain of 7 health and fitness clubs. Describes the company‘s strategy and organization. The company needs Dan to tighten up its operations and create a base that will permit CSI to grow to 30 clubs. Describes virtually no systems, controls, or mechanisms that are in place to actually manage the business. Thus students must paint this blank canvas with their view of the systems needed to manage the business, and what Dan must do to make it work. May be used with Club Sports International. HBS Number: 9-393-087 Type: Case (Field) Publication Date: 12/22/1992 Revision Date: 3/23/1993 Geographic Setting: Denver, CO Industry Setting: health and fitness clubs Company Size: small Number of Employees: 400 Gross Revenues: $10 million revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Entrepreneurship; Growth management; Operations management; Service management; Sports Supplementary Materials: Teaching Note, (5-898-260), 13p, by Michael J. Roberts
Teaching Note For use with 9-393-087 HBS Number: 5-898-260 Subjects: Entrepreneurship; Growth management; Operations management; Service management; Sports
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?
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?
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.
Case Author(s): Sathe, Vijay V.; Rhodes, Mark Publication Date: 01/19/1982 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-482-088 Subjects: Employee promotions; Managing superiors; Superior & subordinate; Supervision Academic Discipline: Human resources management Product Description: Describes how Dan manages the situation. Must be used with: (9-482-087) Dan Stewart (A).
Case Author(s): Sathe, Vijay V.; Rhodes, Mark Publication Date: 01/19/1982 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-482-089 Subjects: Employee promotions; Managing superiors; Superior & subordinate; Supervision Academic Discipline: Human resources management Product Description: Dan is given an assignment as general manager of a small division with some difficulties but exciting possibilities. How should he manage the situation? Must be used with: (9-482-087) Dan Stewart (A).
Case Author(s): Sathe, Vijay V.; Rhodes, Mark Publication Date: 01/19/1982 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-482-090 Subjects: Employee promotions; Managing superiors; Superior & subordinate; Supervision Academic Discipline: Human resources management Product Description: Describes how Dan managed the assignment. Must be used with: (9-482-087) Dan Stewart (A).
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.
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: Supplement (Field) HBS Number: 9-306-100 Subjects: Crisis management; Financing; Fund raising; Mission statements; Strategy formulation; Women Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-306-090) Dana Hall: Funding a Mission (A); (9-306-106) Dana Hall: Funding a Mission (C).
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: Supplement (Field) HBS Number: 9-306-106 Subjects: Crisis management; Financing; Fund raising; Mission statements; Strategy formulation; Women Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-306-090) Dana Hall: Funding a Mission (A).
Case Brian G. Gnauck, Linda O. ClearyThe owner of Dana’s Lakeside Resort was faced with alternate choices for the sale of his resort as he approached retirement. He had analyzed several options for the sale, but only two seemed worthwhile. One was the sale of the resort as a business, and the other was its sale as an association. He favored the association option because Dana‘s Lakeside Resort had established a core of repeat users. Some of the same families had been visiting the resort for three generations and had expressed an interest in purchasing cottages. Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996. Courses: Business Policy/Strategy; Small Business Topics:
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.
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.
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.
Case Author(s): Anand, Bharat N.; Collis, David J.; Hood, Sophie Publication Date: 02/12/2008 Revision Date: 07/23/2008 Product Type: Color Case HBS Number: 708445 Gross Revenues: $12 bn Event Year Start: 2008 Event Year End: 2008 Subjects: Change management; Conglomerates; Corporate culture; Corporate strategy Academic Discipline: Competitive strategy Product Description: 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?
Case Author(s): Anand, Bharat N.; Collis, David J.; Hood, Sophie Publication Date: 02/12/2008 Revision Date: 07/23/2008 Product Type: Color Case HBS Number: 708445 Gross Revenues: $12 bn Event Year Start: 2008 Event Year End: 2008 Subjects: Change management; Conglomerates; Corporate culture; Corporate strategy Academic Discipline: Competitive strategy Product Description: 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?
Case Author(s): Jeffery, Mark; Cooper, Robert Publication Date: 01/01/2008 Product Type: Case (Field) HBS Number: KEL363 Industry Setting: Agriculture industry; Chemicals; Forestry, fishing & hunting; Health services Subjects: Business growth; Creativity; Global business; Growth strategy; Innovation; Portfolio management; R&D; Strategy alignment Academic Discipline: General management Product Description: A major barrier for growth of large multi-business-unit firms is the inability to resource the critical initiatives to win — both in terms of dollars and people. The underpinning of the challenge involves the conflict between resourcing current cash-generating legacy businesses vs. new initiatives which may not, in the short term, produce positive financial results. Most companies do not have a formal portfolio process to deal with this fundamental issue. The Healthcare Solutions business unit of Danaka is a fictional business based on real business experiences. The principle challenge is the need for this business to free up $300 million of current, budgeted R&D projects to fund new, unfunded initiatives to meet its five-year growth objectives. Tools and processes are introduced via interactive spreadsheets that show how to make the tough portfolio decisions on a project-by-project basis.
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
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.
Case Author(s): Birkinshaw, Julian M.; Prashantham, Shameen Publication Date: 11/01/2008 Product Type: Case (Field) Publisher: California Management Review HBS Number: CMR408 Subjects: Corporate strategy; Globalization; Multinational corporations; Partnerships; Small & medium-sized enterprises Academic Discipline: General management Product Description: A number of small enterprises are affected — often in dramatic ways — by the increasing presence of MNCs in their home markets. Small enterprise often find themselves facing a very difficult set of choices as they consider whether and how they should engage with the MNCs. This article critically evaluates the strategies smaller enterprises are adopting in a globalizing world. The most effective strategy for globalization is through partnerships with local MNC subsidiaries — in their own backyard — which can then be leveraged to generate opportunities on a global scale. This analysis particularly emphasizes the need for small enterprises to use to their advantage the points of difference (i.e., asymmetry) between them and the MNCs with whom they partner.
Article Author(s): Bazerman, Max H. Publication Date: 02/01/2005 Product Type: Negotiation Article Product Description: Reasonable people make compromises, right? Although this is often true, with compromise come hidden dangers. Perhaps the most common is the tendency of negotiators to “split the difference” when a more creative solution would allow both sides to get more of whatever quantity is in dispute. Compromise is a useful device for dealing with small items and with people you see in an ongoing relationship. But we run into trouble when we split the difference in situations when a compromise will harm everyone involved. Read more about the problematic tendency of parties to compromise instead of debate wiser, bolder strategies. HBS Number: N0502A Subjects: Competitive advantage; Conflicts of interest; Interpersonal relations; Negotiations Academic Discipline: Negotiations
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
Article Author(s): Sorenson, Olav; Fleming, Lee Publication Date: 09/01/2001 Product Type: Harvard Business Review Article Product Description: Much has been made about how efficient it is to develop new products from independent, modular components. But 350 billion calculations on U.S. Patent Office data reveal that the true breakthrough products are more likely to come from designs that employ the far messier and more unpredictable interdependent parts. HBS Number: F0108A Subjects: Innovation; Inventions; Product design; Product development; Research & development; Standardization; Technology Academic Discipline: Operations management
Case Bruns, William J., Jr. A distiller increases whiskey production and income declines because of accounting methods in use. Questions are raised regarding the treatment of expenditures which can be classified as production, inventory, or period costs. The necessary aging process raises added questions about prior period restatements and needed financing. A rewritten version of an earlier case by R.F. Vancil and R.H. Deming. HBS Number: 9-189-065 Type: Case (Field) Publication Date: 3/6/1989 Revision Date: 6/28/1993 Geographic Setting: Tennessee Industry Setting: liquor distillery Company Size: small Gross Revenues: $42 million revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Accounting procedures; Beverages; Cost allocation; Cost analysis; Financing; Inventory management Supplementary Materials: Teaching Note, (5-189-172), 8p, by William J. Bruns Jr.
Case Author(s): Colley, John L.; King, Martin; Gall, Patricia Darden ID: UVA-OM-0397 Published: 4/9/1991 Revised: 1/1/1992 Copyright Year: 1982 Subject Area: Operations Management Keywords: facilities planning; restructuring Teaching Note: UVA-OM-0397TN Abstract: This case describes a multiplant operation in which demand over the next five years leaves five plants operating at less than viable capacity levels. The manager must “downsize to reality.” Shutting down one or more plants produces extensive cost reductions.
Case Author(s): Colley, John L.; King, Martin; Gall, Patricia Darden ID: UVA-OM-0397 Published: 4/9/1991 Revised: 1/1/1992 Copyright Year: 1982 Subject Area: Operations Management Keywords: facilities planning; restructuring Teaching Note: UVA-OM-0397TN Abstract: This case describes a multiplant operation in which demand over the next five years leaves five plants operating at less than viable capacity levels. The manager must “downsize to reality.” Shutting down one or more plants produces extensive cost reductions.
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
Case Dana, L P — Nanyang Business School (NTU) Dana, T E — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 398-148-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1998 Geo location: Europe Industry: Food Size: Medium Timing: 1990s Topics: European Union; European Commission; Marketing; Cheese; Regulations Abstract: EU directives are changing the environment for business. Firms in Denmark and Greece are affected by a recent decision about cheese. This case opens up vivid discussion.
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.
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.
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
Case Charles B. Weigle, John W. RosenblumThis case focuses on Dansk Designs Ltd., a supplier of tableware products, as it 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. Source: Harvard Business School. Copyright 1971. Courses: Business Policy/Strategy; Management; Marketing Management; New Product Development; Organizational Behavior Topics:
Case Author(s): Uyterhoeven, Hugo E.R. Publication Date: 08/01/1971 Revision Date: 08/31/1984 Product Type: Supplement (Field) Product Description: Introduces the students to the principals of Dansk Design. Must be used with: (9-883-515) Dansk Designs Ltd.: The Administration of Creativity, Video I; (9-883-516) Dansk Designs Ltd.: The Administration of Creativity, Video II. HBS Number: 9-372-031 Subjects: Business policy; Household products; Marketing strategy; Organizational change; Organizational structure; Product design; Product introduction; Suppliers Academic Discipline: General management
Case Author(s): Edmondson, Amy C.; Winston, Victoria W. Publication Date: 04/21/2006 Revision Date: 10/25/2006 Product Type: Case (Field) HBS Number: 9-606-071 Geographic Setting: Pennsylvania; United States Industry Setting: Footwear industry Number of Employees: 110 Gross Revenues: $90 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Business models; Corporate culture; Entrepreneurship; Growth; Marketing; Mergers; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: For the past 18 months, Mandy Cabot had worried that the shoe business she had built into a thriving operation with $90 million in annual revenue and over 110 employees might instead be a “house of cards.” The management philosophy that had guided Dansko’s growth, “home schooling” — taking young energetic employees with little business experience and mentoring them — seemed ill-suited for the next phase of growth. Equally as precarious was the fact that with few exceptions, none of the senior management team had any prior experience in the footwear industry. So when a well-respected industry leader asked to talk about a merger, Cabot had to admit that with her “crisis of confidence,” it might just be time.
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.
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.
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.
Case Author(s): Schill, Michael J. Darden ID: UVA-F-1464 Published: 12/17/2004 Copyright Year: 2004 Subject Area: Finance Keywords: Capital asset pricing model (CAPM), portfolio allocation, cost of capital, investments, risk and return Teaching Note: UVA-F-1464TN Student Spreadsheet: UVA-S-F-1464 Faculty Spreadsheet: UVA-S-F-1464TN Abstract: The investment-strategy decisions of a Darden Capital Management student-portfolio management team in 2004 are examined. Case materials allow students to estimate CAPM-based expected returns using market data. The case focuses on introducing the portfolio-allocation decision; exploring the relevance of various investment-risk metrics; developing the intuition of diversification, market risk, and the capital-asset-pricing model; building judgment on how to appropriately estimate the CAPM parameters using available market data; and discussing the fundamental concepts of market efficiency.
Case Author(s): Schill, Michael J. Darden ID: UVA-F-1464 Published: 12/17/2004 Copyright Year: 2004 Subject Area: Finance Keywords: Capital asset pricing model (CAPM), portfolio allocation, cost of capital, investments, risk and return Teaching Note: UVA-F-1464TN Student Spreadsheet: UVA-S-F-1464 Faculty Spreadsheet: UVA-S-F-1464TN Abstract: The investment-strategy decisions of a Darden Capital Management student-portfolio management team in 2004 are examined. Case materials allow students to estimate CAPM-based expected returns using market data. The case focuses on introducing the portfolio-allocation decision; exploring the relevance of various investment-risk metrics; developing the intuition of diversification, market risk, and the capital-asset-pricing model; building judgment on how to appropriately estimate the CAPM parameters using available market data; and discussing the fundamental concepts of market efficiency.
Case Author(s): Weiss, Elliott N.; Landel, Robert D.; Landel, Robert D.; Castleman, William R. Darden ID: UVA-OM-1016 Published: 3/18/2002 Copyright Year: 2002 Subject Area: Operations Management Keywords: operations management; Statistical analysis Abstract: This technical note provides an overview of an Excel model for preparing control charts and calculating capability ratios based on both sample group data and individual data.
Case Author(s): Weiss, Elliott N.; Landel, Robert D.; Landel, Robert D.; Castleman, William R. Darden ID: UVA-OM-1016 Published: 3/18/2002 Copyright Year: 2002 Subject Area: Operations Management Keywords: operations management; Statistical analysis Abstract: This technical note provides an overview of an Excel model for preparing control charts and calculating capability ratios based on both sample group data and individual data.
Case Author(s): Pfeifer, Phillip E.; Bodily, Samuel E. Darden ID: UVA-QA-0717 Published: 4/8/2008 Copyright Year: 2008 Subject Area: Quantitative Analysis Keywords: Risk Aversion. Design of Experiments. Hypothesis Test. Abstract: The case describes a three-factor, full-factorial experiment run in conjunction with the Darden’s Luckiest Student event of 2008. Prior to identifying Darden‘s Luckiest, all 300 first-year students made binding decisions between varying amounts of cash and the opportunity to select one of two identical briefcases. One briefcase contained $18,750; the other contained $0. Students are asked to analyze the results of the experiment and draw conclusions with respect to how the experimental factors influenced student decisions.
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.
Case White RW; Nick A; Bright K; Czyzowski B An integrated aluminum producer adjusted its priorities and sought to sell businesses not strategic to its core aluminum operations. Among the first identified to be sold was its Laminated Products Company (LPC). LPC, located in the southern U.S.,was the leading North American producer of cigarette pack liner foil, both in terms of market share and technological capabilities. The focus of the case is on the efforts of a management team to structure a deal to purchase LPC. Ivey Number: 9A96B020 Publication Date: 14/05/1996 Revision Date: 13/05/2002 Geographic Setting: Canada/USA Industry Setting: Fabricated Metal Products Company Size: Small organization Event Year Start: 1994 Subjects: Valuation, Restructuring, Financial Strategy, Venture Capital Functional Area: Finance
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.
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
Case Vernon Quarstein, Claire J. AndersonThis case evaluates the art of the successful franchise. This case may be used with Jack Schofield, Fast Food Franchisee (A). Source: North American Case Research Association, Case Research Journal, Summer 1992, Vol. 12, Issue 2. Copyright 1992. Courses: Entrepreneurship; Management Topics:
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?
Case Author(s): Baye, Michael R.; Gatti, J. Rupert; Kattuman, Paul; Morgan, John Publication Date: 11/01/2007 Product Type: Case (Field) Publisher: California Management Review HBS Number: CMR386 Subjects: Innovation; Internet; Market analysis; Pricing strategy; Risk management Academic Discipline: General management Product Description: One primary difference between the online marketplace and the high street is the quality of information about product characteristics and prices that are available to all consumers and retailers. Successful online retailers exploit this rich information through innovative dynamic pricing strategies. Identifies important considerations for devising online pricing strategies, presents five case studies that illustrate how these strategies have been applied by successful online retailers, and discusses complementary practices in innovative management and data analysis. Also presents a ’Dashboard‘ of market-specific information that will help managers identify and respond to opportunities and threats arising in the online marketplace.
Case Author(s): Shapiro, Roy Publication Date: 01/03/2008 Product Type: Case (Gen Exp) HBS Number: 608113 Subjects: Operations management; Academic Discipline: Operations management Product Description: An abstract is not available for this product.
Case Author(s): Shapiro, Roy Publication Date: 01/03/2008 Product Type: Case (Gen Exp) HBS Number: 608113 Subjects: Operations management; Academic Discipline: Operations management Product Description: An abstract is not available for this product.
Case Author(s): Meriam, Richard S.; Folts, Franklin E.; Lo Publication Date: 04/13/1942 Revision Date: 12/21/1982 Product Type: Case (Field) Product Description: The vice president in charge of purchasing sends a letter to each of the company’s 20 purchasing executives requesting that contracts made in excess of $10,000 be cleared with him prior to signing. The branches promise to cooperate, but no notices of negotiations are received by the head office. HBS Number: 9-642-001 Geographic Setting: Midwest Industry Setting: equipment for armed services Event Year Start: 1940 Event Year End: 1940 Subjects: Branches; Centralization; Communication; Contracts; Interdepartmental relations; Management accounting; Military research; Purchasing Academic Discipline: Operations management
Case Tirmizi, S A; Hussain, N Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 05-722-2005-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2005 Geo location: Lahore, Pakistan Industry: NGO (non-governmental organisation), gender Size: 660 vocational schools for 2,257 women Timing: Post 1999 Topics: Economic; Social; Technologies; Indigenous Abstract: This is the first of a two-case series (05-722-2005-1 and 05-723-2005-1). Kashf was set up in 1996 as Pakistan’s first microfinance organisation, providing microfinance services solely to women. While working with women in villages, Kashf‘s staff felt the need to provide employment opportunities for women other than those already available to them. Thus, Kashf's Enterprise Development Department, Dastkaari came into being. Dastkaari's work methodology was based on the Workstation-Centre Model of Arong Bangladesh. It operated through a network of six workstations situated in different villages and one production centre located along the Lahore-Kasur Road. This case focuses on challenges that Kashf was facing in effectively managing the Dastkaari programme. To make the programme effective and sustainable Kashf's management was considering options of expansion versus consolidation in its enterprise development activities.
Case Tirmizi, S A; Hussain, N Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 05-723-2005-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2005 Geo location: Lahore, Pakistan Industry: NGO (non-governmental organisation), gender Size: 660 vocational schools for 2,257 women Timing: Post 1999 Topics: Economic; Social; Technologies; Indigenous Abstract: This is the second of a two-case series (05-722-2005-1 and 05-723-2005-1). Kashf was set up in 1996 as Pakistan’s first microfinance organisation, providing microfinance services solely to women. While working with women in villages, Kashf‘s staff felt the need to provide employment opportunities for women other than those already available to them. Thus, Kashf's Enterprise Development Department, Dastkaari came into being. Dastkaari's work methodology was based on the Workstation-Centre Model of Arong Bangladesh. It operated through a network of six workstations situated in different villages and one production centre located along the Lahore-Kasur Road. This case focuses on challenges that Kashf was facing in effectively managing the Dastkaari programme. To make the programme effective and sustainable Kashf's management was considering options of expansion versus consolidation in its enterprise development activities.
Case Author(s): Frei, Frances X. Publication Date: 08/28/2005 Revision Date: 03/24/2006 Product Type: Exercise Product Description: An abstract is not available for this product. HBS Number: 9-606-034 Subjects: Data analysis; Operations management; Service management Academic Discipline: Service management
Case Author(s): Pfeifer, Phillip E. Darden ID: UVA-QA-0386 Published: 4/8/1991 Revised: 8/1/2006 Copyright Year: 1989 Subject Area: Quantitative Analysis Keywords: data analysis; statistics Abstract: This note illustrates several data analysis techniques that can be used to compare two groups of interval data.
Case Jha, V S — T.A. Pai Management Institute Garg, S — T.A. Pai Management Institute Madhu, T — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 307-060-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: India Industry: e-Business Topics: Data and Information Solutions Pvt Ltd (DISPL); e-Business solutions; Application service provision (ASP); Enterprise resource planning (ERP); Supply chain management (SCM); Customer relationship management (CRM); IT (information technology) companies; Total Quality Management (TQM); Application outsourcing (AO); Application service provider (ASP) Abstract: This abstract is currently unavailable.
Assessing and Improving Data Quality Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7705BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Organizations with the best data invest their data quality efforts toward preventing errors at their sources. This chapter examines the cases of Tele-Tech Services, Interactive Data, and Morningstar, outlining ten data quality habits that organizations should adopt, and providing tools and role models that will enable managers to baseline their organization’s current data quality efforts.
Bringing Data and Information to the Marketplace: Content Providers—Finding the Right Strategy Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7707BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Those trying to bring data and information to market face daunting challenges such as the ease with which data can be copied and resold and the fact that the market for any particular piece of data may be very small. This chapter poses a series of questions that aim to help managers, especially those responsible for strategy, customer-facing marketing, sales or service, and product enhancement, to explicitly think through each of the ways content providers can bring data and information to market and begin to focus on what is right for their organization.
Bringing Data and Information to the Marketplace: Facilitators Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7708BC Subjects: Analytics; Content management; Data management; Data mining Academic Discipline: Management of information systems Product Description: Facilitators help others use data and information more effectively, and some even enable businesses to conceptualize their processes and organizations in entirely new ways. Escalating demands for content are driving escalating demands for facilitation. In addition to describing the many benefits facilitators can provide, this chapter also looks at data mining in detail. Deriving advantage from data mining is fraught with difficulty, but the risk of being left behind is too great.
Evolving the Management System for Data and Information: Ten Simple Steps Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7710BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: In time, more and more organizations will evolve their management systems to better utilize data and information, improve their quality, and account for the special challenges in managing them. To help facilitate this evolution, the author offers ten specific steps that help organizations manage their data and information assets more professionally.
Information Technology’s Support for Data and Information Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7713BC Subjects: Analytics; Business processes; Data management; IT management Academic Discipline: Management of information systems Product Description: The IT department’s most important role is to provide applications that ensure that people can access the data they need and understand them, and help those who use them create quality data that will be useful down the road. These applications must be tightly aligned with well-defined business processes — a standard that most organizations fail to meet. There are other roles that IT should perform as well, including being responsible for the technical infrastructure and implementing data cleanups.
Introduction: Data Are Business Assets—The Time Is Now to Put Them to Work in Your Organization Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7680BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Data and information have many properties that, collectively, present unparalleled opportunities and daunting challenges. Unfortunately, in today’s organizations, data and information remain essentially unmanaged assets. Organizations must develop deep understanding of their eclectic properties, where they come from, how they move around, and the myriad ways in which they help create — and destroy — value.
Making Better Decisions: Leveraging Your Organization’s Data and Information Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7706BC Subjects: Analytics; Data management; Decision making; Uncertainty Academic Discipline: Management of information systems Product Description: The surest way to make and execute better decisions is to fully leverage available data and information. This chapter shows how good decision makers measure outcomes and then apply tools of continuous improvement both to processes and individual decisions, and manage the uncertainty that is inherent in decision making
Metadata Processes Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7714BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Metadata processes are those processes through which data about data are developed and kept current. This appendix provides an overview of three metadata processes: data cataloging, data modeling, and data standards.
Social Issues in the Management of Data and Information Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7709BC Subjects: Analytics; Corporate culture; Data management; Work environments Academic Discipline: Management of information systems Product Description: Data and information give rise to heated passions and brutal politics. The existence of more data, more needs, and more managers means there is more to fight about. You can minimize the damage by recognizing barriers to the effective management of data and information and the organizational, social and political issues at play in your work environment. Although all politics are local, this chapter offers some guidance on the issue.
The Ascent of Process Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7711BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Literally millions of people have contributed to making manufacturing processes more effective and efficient — and so hastened the full flower of the Industrial Age. In this chapter, the author provides a brief overview of the purpose of focusing on the right processes.
The Next One Hundred Days: Realizing the Potential of Managing Data and Information as Business Assets Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7712BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: It is time for managers and organizations to explicitly recognize that data and information are business assets, to manage them as aggressively and professionally as they do other assets, and to put them to work internally and in their marketplaces. But where to begin? This chapter outlines a process for developing a one-hundred-day panorama that provides a comprehensive view of the data and information required for a selected information chain or a horizontal slice of the business.
The Wondrous and Perilous Properties of Data and Information in Organizations Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7703BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Your data and information assets are yours and yours alone, so take hold of them. Shed any preconceived notions that data are the sole province of the IT department. Also remember that data and information possess many properties that simultaneously promise enormous potential and pose unprecedented challenges. In the end, getting the most out of your assets is a management issue — no technological wizardry can force departments to work together.
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.
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.
Case Author(s): Gary, Robert A. IV; Reid, John C.; Colley, John L. Darden ID: UVA-OM-0582 Published: 4/10/1991 Revised: 8/1/1990 Copyright Year: 1987 Subject Area: Operations Management Keywords: product-line profitability; Profitability analysis; Subsidiaries Teaching Note: UVA-OM-0582TN Abstract: This case describes the dilemma facing a top-level executive who must decide whether to continue operations in an unprofitable subsidiary. The growth-oriented managers of the subsidiary do not understand the profitability of different-sized customers.
Case Author(s): Gary, Robert A. IV; Reid, John C.; Colley, John L. Darden ID: UVA-OM-0582 Published: 4/10/1991 Revised: 8/1/1990 Copyright Year: 1987 Subject Area: Operations Management Keywords: product-line profitability; Profitability analysis; Subsidiaries Teaching Note: UVA-OM-0582TN Abstract: This case describes the dilemma facing a top-level executive who must decide whether to continue operations in an unprofitable subsidiary. The growth-oriented managers of the subsidiary do not understand the profitability of different-sized customers.
Article Author(s): Michael Parent; Craig Bavis Publication Date: 08/10/2007 Product Type: Article Ivey ID: 9B07TD03 Subjects: Information technology Major Disciplines: General Management Product Description: Most organizations spend vast sums on information technology to gather, manipulate, store, and use the information and data they gather. Yet, as these authors point out, managing this resource entails protecting it and complying with all laws and regulations. The authors prescribe ten best practices that should allow an organization to protect its data and comply with the law.
Case Parent M; Finkbeiner S Canadian Tire’s information warehouse has become the victim of its own success. Both the end-user and IT communities have become increasingly frustrated with interruptions in service. The data architect for the warehouse needs to decide what needs to be met, in what priority, and with what programs. Ivey Number: 9A98E016 Publication Date: 17/10/1998 Geographic Setting: Canada Industry Setting: General Merchandise Stores Company Size: Large organization Event Year Start: 1998 Subjects: Data Analysis, Information Systems, Decision Analysis, Consumer Marketing Functional Area: Management Science & Information Systems
Case Author(s): Siegel, Jordan; Chu, Yi Kwan Publication Date: 03/02/2008 Revision Date: 11/25/2008 Product Type: Case (Field) HBS Number: 708478 Number of Employees: 106 Gross Revenues: $6 million Event Year Start: 2008 Event Year End: 2008 Subjects: Developing countries; Foreign investment; Global business; Globalization; International business; International finance; International management Academic Discipline: Competitive strategy Product Description: This case tackles issues of regional strategy and strategic institutional arbitrage. Databank is a financial services firm designing its regional strategy for Africa and seeking to benefit from institutional arbitrage.
Case Author(s): Siegel, Jordan; Chu, Yi Kwan Publication Date: 03/02/2008 Revision Date: 11/25/2008 Product Type: Case (Field) HBS Number: 708478 Number of Employees: 106 Gross Revenues: $6 million Event Year Start: 2008 Event Year End: 2008 Subjects: Developing countries; Foreign investment; Global business; Globalization; International business; International finance; International management Academic Discipline: Competitive strategy Product Description: This case tackles issues of regional strategy and strategic institutional arbitrage. Databank is a financial services firm designing its regional strategy for Africa and seeking to benefit from institutional arbitrage.
Case Author(s): Siegel, Jordan; Chu, Yi Kwan Publication Date: 03/02/2008 Revision Date: 08/12/2008 Product Type: Case (Field) HBS Number: 9-708-478 Number of Employees: 106 Gross Revenues: $6 million Event Year Start: 2008 Event Year End: 2008 Subjects: Developing countries; Foreign investment; Global business; Globalization; International business; International finance; International management Academic Discipline: Competitive strategy Product Description: This case tackles issues of regional strategy and strategic institutional arbitrage. Databank is a financial services firm designing its regional strategy for Africa and seeking to benefit from institutional arbitrage.
Case Author(s): Siegel, Jordan; Chu, Yi Kwan Publication Date: 03/02/2008 Revision Date: 11/25/2008 Product Type: Case (Field) HBS Number: 708478 Number of Employees: 106 Gross Revenues: $6 million Event Year Start: 2008 Event Year End: 2008 Subjects: Developing countries; Foreign investment; Global business; Globalization; International business; International finance; International management Academic Discipline: Competitive strategy Product Description: This case tackles issues of regional strategy and strategic institutional arbitrage. Databank is a financial services firm designing its regional strategy for Africa and seeking to benefit from institutional arbitrage.
Case Author(s): Siegel, Jordan; Chu, Yi Kwan Publication Date: 03/02/2008 Revision Date: 11/25/2008 Product Type: Case (Field) HBS Number: 708478 Number of Employees: 106 Gross Revenues: $6 million Event Year Start: 2008 Event Year End: 2008 Subjects: Developing countries; Foreign investment; Global business; Globalization; International business; International finance; International management Academic Discipline: Competitive strategy Product Description: This case tackles issues of regional strategy and strategic institutional arbitrage. Databank is a financial services firm designing its regional strategy for Africa and seeking to benefit from institutional arbitrage.
Case Author(s): Siegel, Jordan; Chu, Yi Kwan Publication Date: 03/02/2008 Revision Date: 11/25/2008 Product Type: Case (Field) HBS Number: 708478 Number of Employees: 106 Gross Revenues: $6 million Event Year Start: 2008 Event Year End: 2008 Subjects: Developing countries; Foreign investment; Global business; Globalization; International business; International finance; International management Academic Discipline: Competitive strategy Product Description: This case tackles issues of regional strategy and strategic institutional arbitrage. Databank is a financial services firm designing its regional strategy for Africa and seeking to benefit from institutional arbitrage.
Case Huff SL; Enns H Datacom is one of the first “Internet Service Provider” companies to be started in Mongolia. The company was sponsored in part by the Pan Asia Networking (PAN) initiative, a project under the auspices of the International Development Research Centre(IDRC), a Canadian Crown Corporation. IDRC believed that an effective way of promoting third-world economic development was through the development of Information Technology infrastructure. Datacom was PAN’s first major project, so the PANinitiative and the IDRC had a lot riding on its success. Development of data communications and the Internet in Mongolia was especially challenging given the rudimentary nature of telecommunications in the country. The decision maker in the case isfaced with questions of how to expand Datacom‘s service offerings following its initial venture into Internet services. Wireless communications and satellites provide a way around some of the obstacles, but pose other challenges in terms of cost andknow-how. A technical note (9A99E010) on Very Small Aperture Terminals (VSATs) is available as a supplement to this case. Ivey Number: 9A97E011 Publication Date: 12/9/1997 Revision Date: 22/06/1999 Geographic Setting: Mongolia Industry Setting: Communications Company Size: Small organization Event Year Start: 1997 Subjects: Computer Applications, Information Systems, Entrepreneurship, Technological Change Functional Area: Management Science & Information Systems
Case Okay, N — Bogazici University Demirci, O — Bogazici University Buyuk, E — Bogazici University Distributor: ecch (www.ecch.com) Reference: 904-035-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2004 Geo location: Turkey Industry: IT (information technology) Size: Medium Timing: 1997-2002 Topics: Software development; Turkey; IT (information technology); Management information systems; e-Commerce; Business portal; Internal competition; Computer engineering; Process control Abstract: This case deals with how DataSel, a medium-sized IT (information technology) company operating in Turkey, has confronted and tackled a variety of business challenges stemming from the environment and from within the company itself. The company’s reliance on the government as a major customer for systems solutions put unusual burdens on DataSel, which had to contend with extreme uncertainty (eg large scale IT projects being cancelled at short notice) and the small but volatile size of the Turkish IT market in its segments of healthcare and e-commerce (especially in banking). DataSel had to find ways to cope with these unusual challenges in an industry where pressure for speed and effectiveness was constantly increasing thanks to global competition. The first section of this case provides the strategic motives of the company along with recent major achievements in its field of operations. The next section looks at the slowdown period from an organisational perspective while the following section provides elements of opportunity within the company‘s reach. The final section describes the steps taken to address the organisational weaknesses.The teaching note was written by Ozgur Demirci and Erdal Buyuk.
Case (Field) Author(s): Rebecca A. Grant; Meghan Stothers Ivey ID: 9B07E014 Publication Date: 6/15/2007 Product Type: Case (Field) Teaching Note: 8B07E14 Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: E-Business; E-Commerce; Product Management; Market Segmentation Major Disciplines: Entrepreneurship; Management Science and Information Systems Product Description: In 2005, e-business was on the rise again, and one of the companies that was doing well was eBay, the most successful online auction website. In addition to generating revenue, transactions on eBay also produced a substantial amount of data about purchases, prices and products. The chief executive officer (CEO) of the 18-month-old company, Advanced Economic Research Systems, Inc. (AERS) analyzed this data for consumers and businesses interested in maximizing their return from eBay. Recently, AERS had earned the rights to license eBay data in North America. Now the CEO must decide how to capitalize on the data license agreement without cannibalizing his company?s business of selling the results of analysis to large and small eBay sellers.
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
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
Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 03/15/1995 Revision Date: 08/09/1995 Product Type: Supplement (Field) Product Description: Describes the events to follow Datavision (A) and (B). Covers the aftermath of two previous team-building meetings and leaves off with the protagonist struggling with how to proceed. Must be used with: (9-495-046) Datavision (A). HBS Number: 9-495-048 Subjects: Computer industry; Consulting; Leadership; Organizational change; Teams Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-498-030), 12p, by Michael Beer, Stephanie Woerner
Case Author(s): Leamon, Ann; Hardymon, G. Felda Publication Date: 04/10/2009 Product Type: Case (Gen Exp) HBS Number: 809109 Geographic Setting: California Industry Setting: Venture capital firms Event Year Start: 2008 Event Year End: 2008 Subjects: Entrepreneurship; Finance; Private equity; Strategy; Technology; Venture capital Academic Discipline: Entrepreneurship Product Description: Two entrepreneurs have just been told by their venture capital backer to prepare a list of possible cuts to help them weather the 2008-2009 economic downturn. The impact on each firm is very different: one is a later-stage company with revenues in excess of $100 million; the other a pre-revenue company trying to raise its first institutional round. The entrepreneurs must consider their options and the impact on their companies’ growth and, perhaps, survival.
Case Author(s): Leamon, Ann; Hardymon, G. Felda Publication Date: 04/10/2009 Product Type: Case (Gen Exp) HBS Number: 9-809-109 Geographic Setting: California Industry Setting: Venture capital firms Event Year Start: 2008 Event Year End: 2008 Subjects: Entrepreneurship; Finance; Private equity; Strategy; Technology; Venture capital Academic Discipline: Entrepreneurship Product Description: Two entrepreneurs have just been told by their venture capital backer to prepare a list of possible cuts to help them weather the 2008-2009 economic downturn. The impact on each firm is very different: one is a later-stage company with revenues in excess of $100 million; the other a pre-revenue company trying to raise its first institutional round. The entrepreneurs must consider their options and the impact on their companies’ growth and, perhaps, survival.
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
Case Author(s): Wu, George Publication Date: 04/08/1996 Revision Date: 06/05/1996 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-396-300) Dave Armstrong (A). HBS Number: 9-396-301 Subjects: Careers & career planning; Decision analysis; Decision making Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-396-364), 11p, by George Wu
Case Author(s): Knight RM; Houston C Publication Date: 1/1/1986 Revision Date: 1/23/2004 Industry: Amusement and Recreation Services Abstract: The case describes the startup circumstances for Three Buoys Houseboats. It is an example of several young individuals stumbling into an opportunity and deciding to run with it without much evaluation, assessment or planning. The Three BuoysHouseboat case 9A86F005 is a detailed description of what actually happened. Ivey Number: 9A86F004 Geographic Location: Canada Year of Event: 1980 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Entrepreneurship; Marketing Research; Financing; Equity Financing
Case Henry H. BeamThis case focuses on a restaurant located in a small town in Michigan whose owner was having trouble making his monthly rent payments. The owner had a strong incentive to make his Cafe a success and would have liked to buy the building and land but the selling price was much too high. In addition, most commercial development was taking place north of town. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1993. Courses: Entrepreneurship; Operations Management; Small Business Topics:
Case Lorsch, Jay W.; Gibson, Cyrus F.; Harmer, D. Richard Interpersonal day-to-day dealings of a product manager with others in the division, including his comments on these dealings. Should be used with David Alpert (B). HBS Number: 9-471-050 Type: Case (Field) Publication Date: 12/1/1970 Revision Date: 5/1/1983 Geographic Setting: Dayton, OH Industry Setting: packaged foods Gross Revenues: $600 million sales Event Year Start: 1970 Event Year End: 1970 Subjects: Food; Interdepartmental relations; Interpersonal relations; Leadership; Line & staff management; Production planning
Case Author(s): Lorsch, Jay W.; Gibson, Cyrus F.; Harmer, D. Richard Publication Date: 12/01/1970 Revision Date: 10/01/1980 Product Type: Case (Field) Product Description: Personal history of David Alpert, with emphasis on psychoanalytic developmental issues. May be used with: (9-471-050) David Alpert (A). HBS Number: 9-471-051 Geographic Setting: Dayton, OH Industry Setting: Packaged food industry Gross Revenues: $600 million sales Event Year Start: 1970 Event Year End: 1970 Subjects: Food; Interdepartmental relations; Interpersonal relations; Leadership; Line & staff management; Production planning Academic Discipline: Organizational behavior & leadership
Article Bhide, Amar V. Large corporations and small start-ups are not mutually exclusive organizational forms. Rather, they exist symbiotically, each requiring and drawing on the unique capacities of the other. HBS Number: F00504 Type: Harvard Business Review Article Publication Date: 9/1/2000 Subjects: Business history; Entrepreneurs; Industry structure; Organizational structure
Case Wilcox, M — Dublin Institute of Technology (DIT) O’Callaghan, E — Dublin Institute of Technology (DIT) Distributor: ecch (www.ecch.com) Reference: 397-112-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1997 Geo location: Ireland Industry: Grocery Size: Small, medium Timing: 1997 Topics: The dynamics of competitive environments; The role of company culture in influencing strategy; The link between core; Competencies and strategy formulation; The range of strategic development options open to a company in a hostile; environment; The approp Abstract: Superquinn is an SME operating in the Republic of Ireland‘s multiple grocery sector. Superquinn's success to date has been based on quality fresh food, customer care and innovativeness. In 1997, Tesco, a major UK food retailer, entered the Irish grocery market through acquisition.This is Tesco's second foray into the extremely competitive and dynamic Irish grocery sector.Tesco's arrival threatens all strategic groups into the market. Its strategy mirrors that of Superquinn. The key issues are whether Superquinn's current strategy will continue to grow the company and whether Tesco's strengths in the UK market will transfer to the Irish grocery sector. **ecch Irish Case Writing Competition Overall Winner 1997**
Case Author(s): Raman, Ananth; Gaur, Vishal; Kesavan, Saravanan Publication Date: 04/12/2005 Revision Date: 10/25/2006 Product Type: Case (Field) HBS Number: 9-605-081 Event Year Start: 2005 Event Year End: 2005 Subjects: Earnings; Financial institutions; Inventory; Investments; Stocks; Supply chain; Valuation Academic Discipline: Finance Product Description: Examines the decision of a hedge fund manager who is considering investing in a retail stock. The protagonist is concerned about the retailer’s inventory level. Explores the relationship between the retailer‘s inventory and future earnings — and, hence, the relationship between inventory level and stock price.
Case Author(s): Miller, Paddy Publication Date: 02/02/2004 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES143 Geographic Setting: Singapore Subjects: Careers & career planning; Communication Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (IES144), 3p, by Paddy Miller Product Description: David Dickens has been out of business school for 10 years. In that time, his career has prospered. However, like many multilingual, upwardly mobile MBA graduates, he finds himself on a treadmill of international assignments. He considers whether he should join friends in a local dairy business back in rural England. However, things are complicated by his also having to solve a global marketing problem.
Case Author(s): Rudolph-Bose, Katherine; Ellis, R. James Publication Date: 02/28/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: E320 Geographic Setting: United States Industry Setting: Auto repair Subjects: Corporate strategy; Crisis management; Downsizing; Management styles; Strategic positioning Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (E320TN), 6p, by Katherine Rudolph-Bose, R. James Ellis 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.
Case Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/25/1993 Revision Date: 01/28/2005 Product Type: Case (Field) Product Description: David Fletcher, manager of the Emerging Growth Fund at a New York investment management firm, decides to assemble a team of analysts to which he can delegate part of his workload. The case explores the challenges of being a producing manager and Fletcher’s efforts to select and manage a team of professionals. HBS Number: 9-493-064 Geographic Setting: New YorkIndustry Setting: investment management Event Year Start: 1993Event Year End: 1993 Subjects: Financial management; Group behavior; Group dynamics; Investment management; Management of professionals; Organizational behavior; Portfolio management; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-494-117), 19p, by Linda A. Hill, Katherine S. Weber
Teaching Note For use with 9-493-064 HBS Number: 5-494-117 Subjects: Financial management; Group behavior; Group dynamics; Investment management; Management of professionals; Organizational behavior; Portfolio management; Power & influence
Case Grousbeck, H. Irving; Mansour, Nick J., III Focuses on David Dodson’s efforts to purchase Auto Palace (ADAP), an auto parts retailer. His negotiations with the seller and investment bankers are examined. Students are asked to recommend how he should proceed in the final negotiation meeting. HBS Number: E33 Type: Case (Field) Publication Date: 9/1/1997 Geographic Setting: Massachusetts Industry Setting: auto parts retailer Gross Revenues: $100 million revenues Event Year Start: 1994 Event Year End: 1995 Subjects: Acquisitions; Automotive supplies; Entrepreneurship; Negotiations Supplementary Materials: Teaching Note, (E33T), 9p, by H. Irving Grousbeck, Nick J. Mansour III Publisher: Stanford University
Article Author(s): Neeleman, David; Wademan, Daisy Publication Date: 03/01/2005 Product Type: Harvard Business Review Article Product Description: JetBlue’s David Neeleman talks about how his unexpected lessons from working with the poor have informed his company‘s egalitarian culture. HBS Number: F0503K Subjects: Corporate culture; Employee morale; Leadership Academic Discipline: Organizational behavior & leadership
Case Author(s): George, William W.; Breitfelder, Matthew D. Publication Date: 11/10/2008 Revision Date: 09/15/2009 Product Type: Case (Field) HBS Number: 9-409-024 Geographic Setting: New York Industry Setting: Airline industry Event Year Start: 2007 Event Year End: 2007 Subjects: Corporate governance; Leadership Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-409-038), 6p, by William W. George, Matthew D. Breitfelder Product Description: David Neeleman, founder of JetBlue, is forced to confront a crisis in customer confidence following operational difficulties on February 14, 2007. This becomes a vital test of his leadership.
Case Author(s): George, William W.; Breitfelder, Matthew D. Publication Date: 11/10/2008 Product Type: Supplement (Field) HBS Number: 9-409-038 Subjects: Corporate governance; Leadership Academic Discipline: Organizational behavior & leadership Product Description: David Neeleman (B) traces the events subsequent to the (A) case. Must be used with: (9-409-024) David Neeleman: Flight Path of a Servant Leader (A).
Case DiStefano JJ; Abramson N The managing partner of the a new enterprise group faces a sensitive meeting with the Hong Kong native senior accountant who has indicated that he is likely to resign. A serious misunderstanding, partially involving cultural differences, has evolvedover his temporary assignment to an audit, when he wants to specialize in tax. The views of a number of other partners and managers involved in the situation are included. Confusion arises over conflicting signals from the senior accountant abouthis willingness to take on the audit assignment. A companion case, “Bob Chen”, case 9A91C005, describes the situation from the senior accountant’s point of view. The pair of cases are designed for use in a role play. Ivey Number: 9A91C004 Publication Date: 1/1/1991 Geographic Setting: Canada Industry Setting: Miscellaneous Services Event Year Start: 1990 Subjects: Intercultural Relations, Career Planning, Conflict Resolution, Professional Firms Functional Area: Human Resource Management
Case Jenster, P V; Que, B C Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 808-034-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2008 Geo location: Philippines Industry: Construction and real estate Size: 396 employees Timing: Feb 2008 Topics: Entrepreneur; Family business; Multi business firm; Philippines Abstract: In 30 years, David Sy started up 25 companies, most of which were in the construction and real estate business. Some of his businesses thrived later on and the others were closed down. Among the 14 companies that remained in business, five were directly managed by David Sy while the others were managed by different partners. The case was a review of the entrepreneurial efforts of the founder and his wife throughout economic ups and downs.
Case Stevenson, Howard H.; Roberts, Michael J.; Lieb, Matthew C. Focuses on a successful entrepreneur who is considering his need for growth financing and his desire to achieve some personal liquidity. He has arguably the most successful sportfishing boat made, but sees both the need to grow further and to reduce his personal exposure to a cyclical business. Teaching Purpose: Provides an introduction to the challenges of success as the owner/manager must decide the tradeoff among growth, control, and liquidity. HBS Number: 9-899-248 Type: Case (Field) Publication Date: 4/16/1999 Revision Date: 6/24/1999 Geographic Setting: North Carolina Industry Setting: boat building Number of Employees: 200 Gross Revenues: $12 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Entrepreneurial finance; Entrepreneurial management; Equity financing; Manufacturing; Personal finance; Recreational equipment; Valuation
Case Author(s): Freeman, R. Edward; Berne, Rosalyn W. Darden ID: UVA-E-0073 Published: 1/15/1991 Revised: 12/16/2005 Copyright Year: 2005 Subject Area: Ethics Keywords: business and society; business environment; business ethics; ethical issues; diverse protagonist, female; international case; diversity case Teaching Note: UVA-E-0073TN Abstract: The owner/editor of the small Davis Press encounters a dilemma when she is given the opportunity to publish a novel set in the Islamic holy city of Mecca. Given the events of the last 16 years — the angry fallout after Salman Rushdie’s novel The Satanic Verses, the continuing Iraq War, and the recent controversy of Koran desecration at the U.S. Naval Station Guantanamo Bay — publishing the novel presents a host of various ethical dilemmas, including whether she should put her staff at risk. This case discusses the ethics of a free press and challenges the profit motive in the face of jeopardizing political and religious world affairs.
Case Author(s): Freeman, R. Edward; Berne, Rosalyn W. Darden ID: UVA-E-0073 Published: 1/15/1991 Revised: 12/16/2005 Copyright Year: 2005 Subject Area: Ethics Keywords: business and society; business environment; business ethics; ethical issues; diverse protagonist, female; international case; diversity case Teaching Note: UVA-E-0073TN Abstract: The owner/editor of the small Davis Press encounters a dilemma when she is given the opportunity to publish a novel set in the Islamic holy city of Mecca. Given the events of the last 16 years — the angry fallout after Salman Rushdie’s novel The Satanic Verses, the continuing Iraq War, and the recent controversy of Koran desecration at the U.S. Naval Station Guantanamo Bay — publishing the novel presents a host of various ethical dilemmas, including whether she should put her staff at risk. This case discusses the ethics of a free press and challenges the profit motive in the face of jeopardizing political and religious world affairs.
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
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
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
Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-401-006) Dawn Riley at America True (A). HBS Number: 9-401-007 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership
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
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
Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Product Description: Supplements the (C) and (C1) cases. Must be used with: (9-401-008) Dawn Riley at America True (C); (9-401-011) Dawn Riley at America True (C1). HBS Number: 9-401-009 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership
Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Product Description: Supplements the (C) and (C1) cases. Must be used with: (9-401-008) Dawn Riley at America True (C); (9-401-011) Dawn Riley at America True (C1). HBS Number: 9-401-010 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership
Case Humphrey JA; Pliniussen JK Dawson Lumber Company, experiencing rapid growth in the mid-1990s, has requested a $10.8 million working capital loan from the National Bank of Canada. This loan request is based on the assumption that Dawson’s growth will continue at an increasingrate. The vice president of the bank must analyze Dawson‘s performance and give a reply.This case is a good vehicle to reinforce or introduce financial analysis. It synthesizes the relationship between ratio analysis and projected financial statement development. It also presents an interesting perspective in which the bank mustbalance risk with the effort it extended to acquire Dawson as a client. Industry: Construction other than Building Issues: Loan Evaluation, Accounting Principles, Bank Lending, Debt Policy Location: Canada Size: Medium organization Year of event: 1999 Level: Introductory Revised: 11/6/00 Ivey #: 9A99N023
Case Author(s): Hedberg, Carl; Bygrave, William Publication Date: 01/01/2004 Revision Date: 05/29/2004 Product Type: Case (Field) Publisher: Babson College 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. HBS Number: BAB091 Company Size: start-up Subjects: Entrepreneurship; Expansion; Franchising; Real estate; Retailing; Venture capital Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (BAB591), 8p, by William Bygrave
Case Author(s): Wheelwright, Steven C. Publication Date: 12/06/1991 Revision Date: 02/03/1992 Product Type: Case (Field) Product Description: Concerns a product redesign decision for one of the company’s most successful motor products, its rectified power, medium D-C motor, the RPM. A one-year redesign program has proposed a design that comes close to meeting its stated cost and performance goals, but at the expense of abandoning the unique square configuration that gave the RPM motor a technical lead over its competitors. The head of R&D wants to reject the proposal and go back to the drawing board for a three-month crash program. The case discusses Dayton‘s approach to strategic planning as a company and the motor division's attempts to carry out technical planning in this context. It also covers the technical outlook for AC and DC motors. HBS Number: 9-692-071 Geographic Setting: Dayton, OH Industry Setting: Machinery industry Event Year Start: 1984 Event Year End: 1991 Subjects: Forecasting; Machinery; Product design; Production planning; R&D; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-693-010), 30p, by Steven C. Wheelwright
Teaching Note For use with 9-692-071 HBS Number: 5-693-010 Subjects: Forecasting; Machinery; Product design; Production planning; Research & development; Technological change
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
Case Gampper, J M — Independent Author Distributor: ecch (www.ecch.com) Reference: 392-095-1 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 1992 Geo location: Germany, US Industry: Computer software Size: US$1,000,000 Timing: 1981-1992 Topics: General management; Organisation; Financial analysis; Marketing Abstract: General Management is the main focus of the case, which is centered around elements of marketing, organization and financial analysis. The case presents managerial information on all aspects of an international software company through three distinct changes in markets in their effort to follow the quickly changing demands of their customers. The case requires that the student examine both numerical and situational data in an effort to determine the strengths and weaknesses of the company. The case is designed to sharpen analysis, decision making and if so used, presentation skills. The teacher’s notes include a summary of case facts and possible conclusions based on each of those facts. The notes also include a numerical analysis of the German aspects of the case, as well as an overall case summary based on that analysis.
Case Wee, B G; Gleave, T; Buche, I Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 307-150-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Asia Industry: Financial services Size: Largest bank in Singapore Timing: 2005 Topics: Strategy implementation; Organisational design; Organigraphs; Knowledge networks; Organisational capabilities; Managing complexity; Ship financing; Asian regional banking Abstract: The move from being a Singapore centric bank to one anchored in Asia, saw DBS extending its presence in Asian markets and increasing the depth and breadth of its services across the region. The success of the bank’s strategic thrust into Asia‘s ship financing market would depend on its ability to build a portfolio of shipping clients by leveraging on the knowledge networks and other invisible links across the extended group. The case focuses on the issues of organisational design and its impact on strategy implementation. It also addresses the problem of developing knowledge networks in geographically distributed organisations, especially in the highly specialised and competitive business of ship financing.
Case Vandenbosch M; Flood TJ T.J. Flood must develop a strategy to bring to market DCF’s patented goalie pad cover concept. Opportunities exist in both ice hockey and the emerging roller hockey markets. DCF must develop a strategy which will interest both retailers and endconsumers. The case is designed to give students a workout in putting together a coherent marketing strategy which must consider segmentation, positioning, pricing, product, distribution and promotion. A follow-up case (9A98A019) is available. Industry: Miscellaneous Manufacturing Industries Issues: Marketing Management, New Products, Sports, Retail Marketing Location: Canada Size: Small organization Year of event: 1995 Level: Undergraduate/MBA Revised:Ivey #: 9A98A018
Case Vandenbosch M; Flood TJ T.J. Flood and his partners must decide whether to accept a licensing arrangement with Irwin Toy. Irwin Toy offers an immediate payback on the partners’ investment. However, a second potential licensee, Itech, has a much better reputation in thehockey industry. Itech has expressed interest in the concept, but has not made any firm offers. Industry: Miscellaneous Manufacturing Industries Issues: Marketing Management, New Products, Sports, Retail Marketing Location: Canada Size: Small organization Year of event: 1995 Level: Undergraduate/MBA Revised:Ivey #: 9A98A019
Case Madhav S. Shriram, Alan G. Robinson, Dean M. SchroederThis case traces Toyota’s decision to brake ranks with the auto industry and raise prices, resulting in a significant loss in market share. Source: North American Case Research Association, Case Research Journal, Spring 1992, Volume 12, Issue 1. Copyright 1992. Courses: International Management; Marketing; Operations Management Topics:
Case Author(s): David W. Conklin; Danielle Cadieux Publication Date: 7/15/2005 Revision Date: 9/22/2006 Product Type: Case Ivey ID: 9B05M040 Industry Setting: Mining & Quarrying-Nonmetallic Minerals Size: Large Level of Difficulty: 4 - Undergraduate/MBA Subjects: Business Policy; International Business; Globalization; Value Chain Major Disciplines: General Management; International Product Description: De Beers Consolidated Mines has successfully managed the global diamond industry for many decades, propping up prices at all stages of the value chain, reducing price volatility and increasing consumer demand. By the end of the 20th ce
Case Author(s): Ghemawat, Pankaj; Marciano, Sonia Publication Date: 06/29/2006 Revision Date: 02/05/2007 Product Type: Case (Library) HBS Number: 9-706-518 Geographic Setting: Africa, Southern Industry Setting: Diamond; Mining, metal & mineral industries Number of Employees: 11,000 Gross Revenues: $7 million revenues Event Year Start: 1998 Event Year End: 2000 Subjects: Game theory; Strategy analysis; Strategy formulation; Value creation Academic Discipline: Competitive strategy Product Description: At the time of the millennium, diamond demand was threatened by an increasing awareness among jewelry customers that diamond production and trading in some countries was being linked to growing inequities and human rights violations. This, in turn, had an impact on De Beers’ reputation and consumer confidence in the diamond as a product that represented integrity, love, and commitment. In 2000, De Beers‘ sustainability depends on the ability of its leaders to shift the paradigm of both the firm and its context and embrace a distinctly different strategy.
Case Author(s): Ghemawat, Pankaj; Lenk, Toby Publication Date: 10/16/1990 Revision Date: 03/30/1998 Product Type: Case (Library) Product Description: Describes the problems facing De Beers at the start of 1983. De Beers had, since its formation in 1888, exercised a large measure of control over the world supply of diamonds. In 1983, the company itself mined over 40% of the world’s natural diamonds and, through marketing arrangements with other producers, distributed over 70%. For 50 years up to 1983 the company had never lowered its prices and, overall, had raised them significantly ahead of the rate of inflation. However, in 1983 the company was faced with a series of problems that threatened the structure it had so carefully built. First, a large producing nation had stopped selling through De Beers. Second, new discoveries meant that the annual supply of mined diamonds would double by 1986. Finally, the industry was experiencing its worst slump since the 1930s, resulting in a significant deterioration in the company‘s financial position. Describes the structure and economics of the diamond industry and asks the student to decide whether or not De Beers should abandon the business strategy it had pursued for nearly a century. HBS Number: 9-391-076 Geographic Setting: South Africa Industry Setting: diamonds Event Year Start: 1983 Event Year End: 1983 Subjects: Competition; Industry analysis; Mining; South Africa; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-799-079), 14p, by Pankaj Ghemawat; Supplement (Library), (9-702-434), 3p, by Pankaj Ghemawat
Case Author(s): Marciano, Sonia; Porter, Michael E.; Warhurst, Alyson Publication Date: 05/22/2006 Revision Date: 05/08/2009 Product Type: Case (Library) HBS Number: 706501 Geographic Setting: Africa Industry Setting: Diamond Number of Employees: 19,000 Gross Revenues: $5.6 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Community relations; Conflict management; Corporate responsibility; Economic policy; Industry analysis; Location of industry; Social responsibility; Strategy; Strategy alignment; Value chains Academic Discipline: Competitive strategy Product Description: Traces the development of De Beers and the diamond industry from its inception in the mid-1800s to the year 2000. Discusses De Beer’s history and strategy as the industry leader and its role in industry development. Enables deep examination of the interdependence of companies and the locations and communities in which they operate and the role of a company in economic and social development. In 2000, De Beers faces critical choices about both its economic and social policies and how they interrelate.
Case Author(s): Marciano, Sonia; Porter, Michael E.; Warhurst, Alyson Publication Date: 05/22/2006 Revision Date: 06/15/2007 Product Type: Case (Library) HBS Number: 9-706-501 Geographic Setting: Africa Industry Setting: Diamond Number of Employees: 19,000 Gross Revenues: $5.6 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Community relations; Conflict management; Corporate responsibility; Economic policy; Industry analysis; Location of industry; Social responsibility; Strategy; Strategy alignment; Value chains Academic Discipline: Competitive strategy Product Description: Traces the development of De Beers and the diamond industry from its inception in the mid-1800s to the year 2000. Discusses De Beer’s history and strategy as the industry leader and its role in industry development. Enables deep examination of the interdependence of companies and the locations and communities in which they operate and the role of a company in economic and social development. In 2000, De Beers faces critical choices about both its economic and social policies and how they interrelate.
Case Kudar RP; Szpiro DA Kim Tomar has to evaluate bids from potential suppliers for aircraft parts for de Havilland’s Dash 8 aircraft. As a financial analyst, Tomar has to make a recommendation to de Havilland‘s Source Selection Board on the selection of a new supplier.Tomar's recommendation must be based on the prices quoted by the bidders, and her assessment of the firms' ability to be a long-term supplier to de Havilland. This requires a financial analysis of the bidder firms. Ivey Number: 9A95B037 Publication Date: 25/01/1996 Revision Date: 31/10/2001 Geographic Setting: Canada Industry Setting: Air Transportation Event Year Start: 1992 Subjects: Financial Analysis, Financial Reports/Disclosure, Cost Systems, Purchasing Functional Area: Accounting
Case Hill, Linda A.; Conrad, Melinda B.; Weber, Katherine S. After 24 years at Motown Industries, Hollywood executive Suzanne de Passe has decided to go out on her own to start two new businesses. The case describes de Passe’s career from her beginning as Berry Gordy‘s assistant at Motown Records to her presidency of Gordy/de Passe Productions. Upon Gordy's departure from the production business, de Passe decides to become an entrepreneur, forming both an independent production company and an artist management company. In the management venture, de Passe has a business partner, and in the production company she hires a president and COO. Focuses on her decision to become an entrepreneur and on the working partnerships she has developed with the executives of the two companies. May be used with: (9-497-015) Suzanne de Passe at Motown Productions (A1). HBS Number: 9-494-013 Type: Case (Field) Publication Date: 1/9/1994 Revision Date: 3/30/1995 Geographic Setting: Hollywood, CA Industry Setting: entertainment Event Year Start: 1991 Event Year End: 1993 Subjects: Creativity; Entertainment industry; Entrepreneurship; Growth management; Management styles; Partnerships Supplementary Materials: Teaching Note, (5-494-123), 16p, by Linda A. Hill, Joshua D. Margolis
Teaching Note For use with 9-494-013 HBS Number: 5-494-123 Subjects: Creativity; Entertainment industry; Entrepreneurship; Growth management; Management styles; Partnerships
Case Author(s): Burgelman, Robert A.; Meza, Philip Publication Date: 06/19/2001 Revision Date: 03/16/2007 Product Type: Case (Library) Publisher: Stanford University HBS Number: SM87 Geographic Setting: Global; United Kingdom Industry Setting: Retail industry Number of Employees: 70,000 Gross Revenues: 8 billion pounds revenues Event Year Start: 1999 Event Year End: 2001 Subjects: Global
