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Case Author(s): Hopkins, Michael S. Publication Date: 10/01/2009 Product Type: Case Publisher: MIT Sloan Management Review HBS Number: SMR328 Subjects: Corporate strategy; Sustainability Academic Discipline: Social enterprise & ethics Product Description: MIT Sloan Management Review’s first annual Business of Sustainability survey revealed much about what executives are thinking and doing about sustainability-driven concerns right now -as well as what‘s impeding their attempts both to capture opportunities and defend against threats. The most widely credited leading thinkers at the sustainability and management intersection, though, wanted to explore something else: the ways that many fundamental management and strategy practices will be transformed by the pressures that sustainability issues are already bringing to bear. This article identifies eight significant ways that current management expectations and practices will be affected by growing societal and economic understanding about sustainability. Among them: how labor productivity can be dramatically increased by sustainably designed workplaces; how companies “bump into” sustainability-related choices, even when they don't look for them; how a company's sustainability profile will become a proxy for the organization's overall management quality; how innovation results are improved by pursuit of sustainability-related outcomes; how sustainability efforts within an organization lead to more productive collaboration across typical organizational silos; and how transparency and trustworthiness will become increasingly consequential to competitive success.
Article Hahn, Carl H. In this interview, Volkswagen management board chairman Carl Hahn describes the German automaker’s ambitious program of expansion. With the acquisition of the Spanish automaker Set in 1986 and Czechoslovakia‘s Skoda in 1990, Hahn is building a "federated" company—at a cost of some $35 billion. Its autonomous divisions are more flexible than the old, centralized Volkswagen. The new divisions respond to regional tastes and take advantage of low-wage manufacturing regions. Says Hahn, "What works in Europe will equip us to reach beyond it." HBS Number: 91408 Type: Harvard Business Review Article Publication Date: 7/1/1991 Subjects: Automobiles; Competition; Corporate strategy; Decentralization; Germany; International business; International operations; Organizational change
16. Edward Marshall Boehm, Inc. Author(s): Mintzberg, H.; Quinn, J.B. Description: This classic case concerns the future direction of a small, high quality, porcelain art objects company. Publication Date: 1996 Revision Date: N/A Event Year Start: 1968 Event Year End: N/A Geographic Setting: U.S. Industry Setting: Housewares & Accessories/Porcelain Collectibles; classic Courses: Business/Management and Organization/Strategic Management Course Sequence: Business-level Strategy; Corporate-level Strategy; External Environment; Internal Analysis; Intellectual Assets; Strategy Concept; Organizational Design; Strategic Control & Governance; Strategic Leadership; Managing Innovation; Creating New Ventures Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Niche Marketing Supplements: Teaching Note Case Number: DLE3016
2. Edward Marshall Boehm, Inc. Author(s): Mintzberg, H.; Quinn, J.B. Case Number: DLE5002 Publication Date: 1996 Revision Date: N/A Event Year Start: 1968 Event Year End: N/A Geographic Setting: U.S. Industry Setting: Housewares & Accessories; Porcelain Collectibles; Classic Courses: Business; Management and Organization; Strategic Management Course Sequence: Business-level Strategy; Corporate-level Strategy; External Environment; Internal Analysis; Strategy Concept; Organizational Design; Intellectual Assets; Strategic Control & Governance; Entrepreneurial Strategies and Competitive Dynamics; Strategic Leadership; Managing Innovation Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Niche Marketing Supplements: Teaching Note; Power Point Notes Description: This classic case concerns the future direction of a small, high quality, porcelain, art objects company.
30. Enron: On the Side of the Angels Author(s): Schepers, Donald; Gardberg, Naomi A. Description: This case provides students an overview of Enron Corporation’s demise, one of the precipitation events for a new era of regulation. Since most students are aware of Enron’s dramatic implosion and rapid descent from respected industry leader to total disgrace amid alleged criminal and unethical actions on the part of senior executives, this case is perfect for a discussion about strategic control and governance, and strategic leadership with an emphasis on the links between strategy and business ethics. The video segment that accompanies this case makes for a dynamic class discussion of these important issues. Publication Date: 2003 Revision Date: N/A Event Year Start: 1984 Event Year End: 2002 Geographic Setting: U.S. Industry Setting: Energy; Ethics Courses: Business/Management and Organization/Strategic Management/Organizational Behavior Course Sequence: Strategic Control & Governance; Strategic Leadership Subjects: Corporate Culture; Ethics; Governance; Leadership; Financial Management Supplements: Teaching Notes; Video; Online Web Links Case Number: DLE3030
38. eBay: Expanding into Asia Author(s): Eisner, Alan B.; Morates, David J. Case Number: DLE5038 Publication Date: 2009 Revision Date: N/A Event Year Start: 2004 Event Year End: 2009 Geographic Setting: International Industry Setting: Internet Courses: Business; Management and Organization; Strategic Management Course Sequence: International Strategy; Business-level Strategy; External Environment; Intellectual Assets; Internal Analysis; Corporate-level Strategy Subjects: Online Retailing; Auctions; Customer Communities; Alliances; Innovation; Entrepreneurship; Digital Business Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video; Excel Description: eBay’s joint venture with Beijing-based Tom Online was expected to give eBay some of the local expertise it desperately needed to compete with China‘s top auction site, Taobao. However, little ground was gained, and CEO John Donaboe would have to reconcile why one of the fastest-growing companies in history was moving so slowly.
7. eBay: King of the Online Auction Industry Author(s): Marino, Louis; Kreiser, Patrick Description: What can eBay, the largest auction site in the world, do to sustain its rapid growth in the face of mounting competition? Publication Date: 2000 Revision Date: N/A Event Year Start: 1995 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Internet/Auction Courses: Business/Management and Organization/Strategic Management Course Sequence: Digital Business Strategy; External Environment; Managing Innovation; Creating New Ventures Subjects: Online Retailing; Auctions; Customer Communities; Alliances; Innovation; Entrepreneurship; Digital Business Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3007
7. eBay: King of the Online Auction Industry Author(s): Marino, Louis; Kreiser, Patrick Description: What can eBay, the largest auction site in the world, do to sustain its rapid growth in the face of mounting competition? Publication Date: 2000 Revision Date: N/A Event Year Start: 1995 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Internet/Auction Courses: Business/Management and Organization/Strategic Management Course Sequence: Digital Business Strategy; External Environment; Managing Innovation; Creating New Ventures Subjects: Online Retailing; Auctions; Customer Communities; Alliances; Innovation; Entrepreneurship; Digital Business Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3007
8. Enron. On the Side of Angels Author(s): Schepers, Donald; Gardberg, Naomi A. Case Number: DLE5008 Publication Date: 2003 Revision Date: N/A Event Year Start: 1984 Event Year End: 2002 Geographic Setting: U.S. Industry Setting: Energy; Ethics Courses: Business; Management and Organization; Strategic Management; Organizational Behavior Course Sequence: Strategic Control & Governance; Strategic Leadership Subjects: Corporate Culture; Ethics; Governance; Leadership; Financial Management Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video Description: This case provides students an overview of Enron Corporation’s demise, one of the precipitation events for a new era of regulation. Since most students are aware of Enron‘s dramatic implosion and rapid descent from respected industry leader to total disgrace amid alleged criminal and unethical actions on the part of senior executives, this case is perfect for a discussion about strategic control and governance, and strategic leadership with an emphasis on the links between strategy and business ethics. The video segment that accompanies this case makes for a dynamic class discussion of these important issues.
Case Amabile, Teresa; Archambault, Susan E Ink is a high technology start-up attempting to revolutionize print communication through electronic ink displays. The founders and top managers of this two-year-old firm are striving to translate a technological breakthrough into a HBS Number: 9-800-143 Type: Case (Field) Publication Date: 8/16/1999 Revision Date: 5/18/2000 Geographic Setting: Cambridge, MA Industry Setting: high technology Company Size: start-up Number of Employees: 35 Event Year Start: 1998 Event Year End: 1999 Subjects: Creativity; Entrepreneurship; Growth management; High technology products; Human resources management
Case Author(s): Yoffie, David B.; Mack, Barbara J. Publication Date: 06/28/2005 Revision Date: 03/02/2006 Product Type: Case (Field) Product Description: Explores the challenges of commercializing a bleeding-edge technology. After seven years, E Ink has spent more than $100 million to commercialize electronic ink. With business momentum picking up, but resources running out, the case examines the key trade-offs in bringing a new technology to market. HBS Number: 9-705-506 Geographic Setting: Global Industry Setting: Display industry Number of Employees: 60 Gross Revenues: $4 million revenues Event Year Start: 1998 Event Year End: 2005 Subjects: Commercialization; Entrepreneurship; Strategy; Technological innovation; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-706-477), 6p, by David B. Yoffie
Case Author(s): Kim, Renee; Yoffie, David B. Publication Date: 11/25/2008 Revision Date: 04/15/2009 Product Type: Case (Library) HBS Number: 9-709-443 Event Year Start: 2006 Event Year End: 2008 Subjects: Commercialization; Corporate strategy; Entrepreneurship; Global business; Strategy; Technological change; Technology Academic Discipline: Competitive strategy Product Description: In the fall of 2008, E Ink had positioned itself as a leader in electronic ink technology thanks to the launch of several eBook devices such as Amazon’s Kindle. Yet E Ink still faced the question of how to turn its technology into a profitable business amid competing technologies and financial challenges.
Case Author(s): Sahlman, William A.; Lieb, Matthew C. Publication Date: 12/09/1999 Product Type: Case (Field) Product Description: Concerns a set of financial and strategic decisions confronting the management of a company trying to develop a technology for creating "electronic ink." If successful, the company will be able to create "radio paper," essentially turning a piece of paper into a computer monitor that has all the characteristics of paper but is digitally controlled. Teaching Purpose: To raise issues about how to finance such a high technology venture. HBS Number: 9-800-252 Geographic Setting: Cambridge, MANumber of Employees: 50 Event Year Start: 1995Event Year End: 1999 Subjects: Entrepreneurial finance; Entrepreneurship; High technology; Technology; Venture capital Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-802-139), 11p, by William A. Sahlman
Teaching Note For use with 9-800-252 HBS Number: 5-802-139 Subjects: Entrepreneurial finance; Entrepreneurship; High technology; Technology; Venture capital
Case Author(s): Rayport, Jeffrey F.; Ardito, Carrie L.; Lo Publication Date: 04/08/1998 Product Type: Case (Field) Product Description: E! Online is the on-line brand extension of the cable-TV channel dedicated to entertainment news. E! Online must compete with other entertainment sites on the web, as well as create synergy between E! Online and E! Entertainment Television in order to build a mega-brand on the web. HBS Number: 9-898-010 Geographic Setting: Los Angeles, CAIndustry Setting: entertainmentNumber of Employees: 51 Event Year Start: 1998Event Year End: 1998 Subjects: Brands; Entertainment industry; Information technology; Internet; Marketing strategy; Service management; World Wide Web Academic Discipline: Service management Supplementary Materials: Supplement (Field), (9-898-224), 1p, by Jeffrey F. Rayport, Dickson L. Louie
Case Author(s): Rayport, Jeffrey F.; Louie, Dickson L. Publication Date: 04/08/1998 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-898-010) E! Online (A): www.eonline.com. HBS Number: 9-898-224 Geographic Setting:Industry Setting: Subjects: Brands; Entertainment industry; Information technology; Internet; Marketing strategy; Service management; World Wide Web Academic Discipline: Service management
Case Author(s): William W. Sihler; Richard D. Crawford Description: An investment analyst has been asked to recommend whether E*Trade Financial is a buy, sell or hold for his firms customers. In doing this, the analyst has to consider the future of electronic financial services. Subjects: financial analysis; growth analysis Darden ID: F-1457 Teaching Note: N/A
Case Author(s): Oana Branzei; Kevin McKague Publication Date: 8/3/2007 Revision Date: 8/16/2007 Product Type: Case (Field) Ivey ID: 9B07M054 Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Entrepreneurial business growth; Emerging markets; Energy; Business and society Major Disciplines: Entrepreneurship; General Management; International Product Description: This case describes E+Co’s approach to promoting clean energy entrepreneurship in developing countries and its current strategic challenge; how to scale up its business model to reach 100 million unserved or underserved people in the developing world by 2020. In the last 12 years E+Co was successful at demonstrating and validating an “enterprise centered model” which offered reliable access and improved energy efficiency to the poor in emerging economies. Its approach to bringing the poor up the modern energy ladder, one step at a time, was initiated in response to a challenging project for the Rockerfeller Foundation, marked by a radical departure from the top-down, large scale infrastructure projects sponsored by international institutions. So far, these models had left 2.5 million people trapped into the double bind of energy poverty and energy waste. E+Co‘s approach was working well; by September 2006 it had invested in 138 enterprises in 30 countries. These local entrepreneurs currently provided clean energy to more than three million people. The next issue was scaling it all up; however, this risked straining the resources of E+Co's global team of 38 employees and could change the services the company provided to local entrepreneurs. Tenfold expansion within these constraints required an innovative growth strategy. Supplemental case, E+Co: The Path to Scale (B), product 9B07M055, presents a set o Source: Ivey
Supplement Author(s): Oana Branzei; Kevin McKague Publication Date: 8/3/2007 Product Type: Supplement Ivey ID: 9B07M055 Geographic Setting: Global Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Emerging markets; Entrepreneurial business growth; Energy; Business and society Major Disciplines: Entrepreneurship; General Management; International Product Description: This B case presents a conversation between E+Co’s co-founders and an employee in Latin America who had raised the tough question of scale at E+Co‘s 2006 annual retreat. One of the co-founders' response for getting E+Co 10 times more impactful in emerging economies was to adopt what he called a “strategy of wedges.” Also presented is a set of complementary strategies that together could help achieve steady local impact and rapid growth. The conversation also exposes some of the strategic experiments attempted by E+Co during the past 12 years that did not achieve the expected goals yet inspired new paths to scale. This is a supplement to E+Co: A Tipping Point for Clean Energy Entrepreneurship (A), product # 9B07M054.
Case Khoury, G C — Birzeit University Jaber, R — Birzeit University Distributor: ecch (www.ecch.com) Reference: 904-057-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2004 Geo location: Middle East Industry: Service industry, utilities Size: 200 employees Timing: 2003 Topics: e-Business; Management strategies Abstract: Jerusalem Water Undertaking (JWU) is located in the Ramallah and Al-Bireh Governorate of the Palestinian Territories. JWU was established in 1966, with the objective to provide the community in the service area now and in the future with reliable water services at an affordable price. In order to achieve its main objective, it prolonged itself with the following responsibilities: (1) to develop new water resources; and (2) control all water projects in the area along with the responsibility of providing the population with water. Recently, the organisation is in the process of applying some e-business initiatives in order to provide prompt and effective services to JWU customers in a manner that preserves the JWU image as a community supporter and maximises public interest, participation and support. The aim of this case is to bring to the public the importance of the e-business initiatives even in not-for-profit organisations.
Case Ulaga, W — ESCP Europe Campus Paris Distributor: ecch (www.ecch.com) Reference: 504-129-1 Language: English Category: Marketing Data source: Field research Product Year: 2004 Geo location: France, Europe Industry: Retailing Size: 3.8 billion euros Timing: 2004 Topics: e-Commerce; e-Business; Channel management; Multi-channel strategy; Channel integration; Channel conflict Abstract: Initially, Fnac - France’s leading retailer of cultural and technical products - ventured rather hesitantly into e-commerce in fear of cannibalising its traditional brick-and-mortar stores. But ever since its inception, Fnac Direct, the retailer‘s e-business venture had posted stellar growth. However, dark clouds were on the rise. Fnac's traditional businesses, such as books and records, were under heavy pressure from powerful French hypermarket chains. On-line multi-specialists, such as Alapage.com or Amazon.fr, were strong competitors. In addition, on-line discounters in market niches, such as personal computers and accessories, photography, DVD's or consumer electronics, were pushing hard. Similarly, downloading music on-line finally went main stream. Apple and Sony had just launched their European websites, and competitors, such as Virgin, were expected to be up and running later that year. With these challenges in mind, Jan Loning, Fnac Direct's CEO, prepared his presentation for the board meeting at Pinault-Printemps-Redoute (PPR), Fnac's parent company, the following week. He anticipated some hard questions. Can we further integrate our on-line and offline businesses? How to avoid internal competition with Fnac's flagship stores in France? How far can we grow the business with our key customers and acquire new ones? How to improve customer service? How to fight back against aggressive on-line discounters? Should we move more rapidly into new areas, such as digital music Source: ecch
Technical note Khalid, F — MAJU - Mohammad Ali Jinnah University Ahmed, M — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 905-012-6 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Published sources Product Year: 2005 Topics: e-Commerce; How does it work?; B2B (business to business); Benefits and challenges; Implementation challenge; B2C (business to consumer); Benefits and challenges; Implementation challenges; e-Markets; Types of e-Commerce Abstract: This technical note is about e-commerce and its types. In recent years, e-commerce has become a key topic in the business world. That is why organisations are moving towards this trend. It covers the broad area of on-line shopping and trading. This text covers the most commonly used types of e-commerce that are B2B (business to business) and B2C (business to consumer). It focuses on the working of e-commerce, benefits of the types of e-commerce, their challenges, failures and the successes. Real world cases are used as examples. It pays attention to the learning objectives of students. It also talks about the implementation challenges of e-commerce models along with the reasons for the failure of these models.
Case Leker, J — Universitat of Munster Lessing, M — Universitat of Munster van der Velde, A — Universitat of Munster Meyer-Niehoff, F — Felix Schoeller Service GmbH & Co KG Mall, B — Felix Schoeller Service GmbH & Co KG Distributor: ecch (www.ecch.com) Reference: 906-053-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2006 Geo location: Germany Industry: Paper industry Size: 2,500 people employees Timing: May 2006 Topics: e-Commerce; e-Business; B to B (business-to-business); Paper industry; Vertical integration; Generic strategies; Promotor model; Value chain; Channel conflict; e-Business model; e-Marketplace; Catalogue hub; Enterprise resource planning Abstract: The Felix Schoeller Group (FSG) is one of the world’s leading international manufacturers of speciality papers based in Osnabruck (Germany). Photographic papers, digital imaging papers, decor papers and technical specialty papers are produced in two different divisions: the Imaging Paper Division and the Decor Paper Division. In 1998, FSG began to use electronic data interchange (EDI), a type of electronic commerce, to support its customer business. This first successful experience with e-commerce on an operative basis led FSG senior managers to consider whether e-commerce / e-business should not play a more strategic role in their business processes. An international consultancy, asked for assistance, delineated three steps on how to achieve major benefits from using e-commerce platforms. These steps involved the use of further e-selling facilities, introduction of e-procurement facilities, and the establishment of a new direct business model. FSG establishes an ‘e-commerce task force' across business units with the goal of elaborating a profound e-commerce concept for the compan Source: ecch
Case Author(s): Kanter, Rosabeth Moss; Galvin, Daniel Publication Date: 02/24/2000 Revision Date: 10/25/2000 Product Type: Case (Field) Product Description: Describes Williams-Sonoma’s development of a third channel of business on the Internet. Describes the strategies for managing changes in the organizational, operational, and technological structure of the company. The new e-commerce division confronts challenges posed by the company‘s traditional dual-channel (retail and catalog) approach. HBS Number: 9-300-086 Geographic Setting: San Francisco, CA Industry Setting: retail Event Year Start: 1952 Event Year End: 2000 Subjects: Electronic commerce; Internet; Management of change; Retailing Academic Discipline: General management Supplementary Materials: Teaching Note, (5-301-123), 9p, by Rosabeth Moss Kanter, Brooke Bartletta
Case Author(s): Applegate, Lynda M.; Monteiro, Luiz Felip Publication Date: 03/28/2001 Revision Date: 06/10/2002 Product Type: Note Product Description: Examines the vast potential offered by e-commerce in Latin America. Addresses both B2B and B2C e-commerce, as well as the specific economic, cultural, and technological barriers for doing business online in the region. Teaching Purpose: To provide background analysis on e-commerce in Latin America. HBS Number: 9-801-388 Subjects: Electronic commerce; Entrepreneurship; International business; Internet; Leadership; Organizational behavior; Technology Academic Discipline: General management
Case Hutzschenreuter, T — HHL Leipzig Graduate School of Management Distributor: ecch (www.ecch.com) Reference: 301-093-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2001 Geo location: Germany Industry: Management education Timing: 1997-2000 Topics: e-Commerce; Management education; Industry structure; Business models; Industry dynamics; Deconstruction of value chain; Internet-based learning Abstract: This case illustrates how the market for management education has recently changed through the development of the Internet. Changes in industry structure, competitive strategies and value chains are illustrated. The learning objectives are: (1) to gain knowledge of how the market for management education has changed over the past years and to recognise threats and opportunities for existing and new players; (2) to understand the driving factors of these changes; and (3) to recognise the opportunities that the Internet offers for the different players in the market for management education.
Case Hutzschenreuter, T — HHL Leipzig Graduate School of Management Distributor: ecch (www.ecch.com) Reference: 301-085-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2001 Geo location: Germany Industry: Book industry Timing: 1995-2000 Topics: e-Commerce; Business strategy; Entrepreneurship; Market structure; Competitive strategy; Value chain deconstruction; Books Abstract: This case illustrates how the book industry has recently changed through the development of the Internet. Changes in industry structure, competitive strategies and value chains are illustrated. The learning objectives are: (1) to gain knowledge of how the book industry has changed over the past years and to recognise threats and opportunities for existing and new players; (2) to understand the driving factors of these changes; and (3) to recognise the opportunities that the Internet offers for the different players in the book industry.
Article Author(s): Shama, Avraham Publication Date: 09/15/2001 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Most e-commerce firms fail sooner than later. But how do their strategies affect those failures? Most firms used price as their key competitive strategy, even pricing products below present costs (but above the lower cost expected in the future because of eventual economies of scale) to capture market share. This created large and growing losses in almost all firms studied. Most of the e-coms said they catered to all sectors—consumer, business, and public--but concentrated or identified with only one. Firms found it more complicated than expected to develop different strategies for each sector. The picture that emerges is of a technology-induced industry that began running on its technical success and now faces a stark reality. To succeed, e-coms need to couple technical know-how with business savvy, as Dell has done. Faced with this reality, many have employed different measures, including raising more cash to stay liquid, adding new target groups and products/services, and going global. HBS Number: BH062 Subjects: Corporate strategy; Electronic commerce; Information technology; Marketing strategy Academic Discipline: Competitive strategy
Case Author(s): Nanda, Ashish; DeLong, Thomas J.; Landry, Publication Date: 04/25/2000 Product Type: Note Product Description: Provides an overview of the history and development of the e-consulting industry, as well as the issues facing it. HBS Number: 9-800-312 Subjects: Consulting; Consulting firms; Electronic commerce; Management of professionals; Professional services; Service organizations Academic Discipline: Service management
Case Author(s): Tufano, Peter; Schneider, Daniel Publication Date: 09/21/2005 Revision Date: 01/16/2009 Product Type: Case (Field) HBS Number: 206006 Geographic Setting: United States Industry Setting: Credit card Number of Employees: 15 Event Year Start: 2005 Event Year End: 2005 Subjects: Consumer credit; Employee benefits; Financial services; Income; Information technology; Marketing; Payroll Academic Discipline: Finance Product Description: E-Ductions, a small privately held start-up, developed a new voluntary employee benefit: a payroll-deduction-linked credit card. The CLEAR card provided workers, especially low-income and credit-challenged employees, access to a card with tight credit limits, zero APR, and automatic repayment. The firm’s initial experience suggested that the CLEAR card might be attractive to employees, employers, and the card issuer, but E-Duction needed to increase employer acceptance of its new product.
Case Author(s): Tufano, Peter; Schneider, Daniel Publication Date: 09/21/2005 Product Type: Case (Field) Product Description: E-Ductions, a small privately held start-up, developed a new voluntary employee benefit: a payroll-deduction-linked credit card. The CLEAR card provided workers, especially low-income and credit-challenged employees, access to a card with tight credit limits, zero APR, and automatic repayment. The firm’s initial experience suggested that the CLEAR card might be attractive to employees, employers, and the card issuer, but E-Duction needed to increase employer acceptance of its new product. HBS Number: 9-206-006 Geographic Setting: United States Industry Setting: Credit card Number of Employees: 15 Event Year Start: 2005 Event Year End: 2005 Subjects: Consumer credit; Employee benefits; Financial services; Income; Information technology; Marketing; Payroll Academic Discipline: Finance
Article Author(s): Zuidwijk, Rob A.; van Nunen, Jo A.E.E. Publication Date: 02/01/2004 Product Type: CMR Article Publisher: California Management Review Product Description: Information and communication technology can help companies realize new, innovative business opportunities in the area of closed-loop supply chains. Examines closed-loop supply chains from three perspectives: processes, customers, and products. Exploiting the possibilities of closed-loop supply chains involves handling uncertainties by providing adequate information. Information on recovery options for a product, product preferences of the customer, and the state of the product can be used to reduce uncertainty. Data that is retrieved from the closed-loop supply chain by new technologies can be transformed into management information in a systematic way. Presents a framework to address uncertainty reduction strategies. HBS Number: CMR275 Subjects: Electronic commerce; Information technology; Innovation; Supply chain; Uncertainty Academic Discipline: Operations management
Case Enders, A — University of Erlangen-Nuernberg Hungenberg, H — University of Erlangen-Nuernberg Jelassi, T — ENPC School of International Management Stsekolovits, M — University of Erlangen-Nuernberg Distributor: ecch (www.ecch.com) Reference: 908-008-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2008 Version Date: 09.2007 Geo location: Estonia Industry: Technology Timing: 2007 Topics: e-Government; Electronic government; Strategy; Knowledge management; Government; Public policy; Information technology; Virtual value chain; ICDT model Abstract: This case focuses on the development of e-government in Estonia in the context of building an information society. It starts out by explaining the country’s background, highlighting its recent political and economic changeover and emphasising the role of political foresight and leadership in promoting the use of information and communication technologies (ICT) in the country. It then discusses the history of public sector transformation and development of e-government. The case provides a complete overview of the evolution of the Estonian information system and describes in detail the state IT infrastructure and its three pillars: (1) the data exchange layer X-Road; (2) the PKI infrastructure (the national ID card and digital signature) (these are considered to be the fundament of successful implementation of e-government); and (3) the ‘virtual office', a unified service space which enables people to access all public services in one place. Furthermore, the case illustrates several interesting solutions in the Estonian public sector: e-Cabinet, e-Democracy, e-Voting, and e-Tax Board. Further, it discusses security and privacy issues and identifies what challenges the Estonian government faced to Source: ecch
Case Nuhoglu, I — Bogazici University Traub, J — Bogazici University Distributor: ecch (www.ecch.com) Reference: 904-034-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2004 Geo location: Turkey Industry: Government Size: Large Timing: 1998-2000 Topics: e-Government; Tax; Turkey; IT (information technology) system; Automation; Transaction; Internet application; Electronic archive Abstract: This case outlines the scope and significance of a large-scale e-government project implemented throughout Turkey. Devised as a strategic systems tool in the Turkish tax system, project ’VEDOP‘ transformed the way government carried out its work and resulted in tremendous advantages for its users: civil servants, businesses and individuals. An underlying theme throughout the case is the need for a holistic approach in designing a complete systems solution, rather than individual solutions for different government departments. The teaching note was written by Jasmin Traub.
Case Author(s): Kennedy, Robert E. Publication Date: 01/02/2001 Revision Date: 01/30/2003 Product Type: Case (Field) Product Description: Explores the possibility of launching an e-procurement firm to serve the Nigerian oil and gas sector. Recent HBS graduate Fola Ogunsiakan, has identified a potential entrepreneurial opportunity, but faces several significant obstacles to success. This case considers market analysis, local conditions, the issue of partnering, and business-government relations. Teaching Purpose: Used as an introduction to the New Opportunities in Emerging Markets course. HBS Number: 9-701-066 Geographic Setting: NigeriaIndustry Setting: Internet servicesNumber of Employees: 20Gross Revenues: $5 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Africa; Electronic commerce; Emerging markets; Entrepreneurship; International business; Internet Academic Discipline: Business & government
Article Kaplan, Steven; Sawhney, Mohanbir Electronic hubs—Internet-based intermediaries that host electronic marketplaces and mediate transactions among businesses--are generating a lot of interest. Companies like Ariba, Chemdex, and Commerce One have already attained breatht HBS Number: R00306 Type: Harvard Business Review Article Publication Date: 5/1/2000 Subjects: Business to business; Purchasing; Sales strategy; Sourcing; Suppliers
Article Kaplan, Steven; Sawhney, Mohanbir HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, a HBS Number: 469X Type: HBR OnPoint Article Publication Date: 9/1/2000 Subjects: Business to business; Purchasing; Sales strategy; Sourcing; Suppliers
Article Author(s): Raffoni, Melissa Publication Date: 06/01/2001 Product Type: Harvard Management Update Article Product Description: It is hard to conceal a smirk when someone mentions a term like e-leadership. But don’t let your skepticism get out of hand. A review of several new books suggests that many of the principles of e-leadership have merit, even if they could stand to be grounded by the influence of pre-Internet-era wisdom. This article reviews five tenets of new economy leadership—such as innovating with abandon, emphasizing coaching over managing the details, and designing your culture around the needs of Gen X and Gen Y employees--and offers much needed updated advice. HBS Number: U0106B Subjects: Leadership; Management styles; Managerial behavior; New economy Academic Discipline: Organizational behavior & leadership
Case Author(s): Louie D; Rayport J Description: E-Loan is a leading online mortgage provider. Its success is built on its key strategies of building a nationally recognized brand and providing superior customer service. Despite its strong market standing, the company was anxious to repositionitself as a provider of all consumer loans, not solely a mortgage lender. In order to meet this goal, E-Loan’s president identified four strategic challenges: leveraging technology to provide further efficiencies, expanding its selection ofproducts to meet consumer needs, continuing to build a strong brand presence and expanding internationally.The company‘s co-founder recognized that one of the greatest challenges would be to maintain the company's successful culture that they had worked so carefully to establish, while at the same time, achieving the broader goals. Ivey Number: 9B01A028 Publication Date: 2/14/2002 Geographic Setting: United States Industry Setting: Banking Company Size: Medium organization Event Year Start: 2000 Subjects: Brand Positioning; Market Strategy; E-Commerce Level of Difficulty: Undergraduate/MBA
Case Hansen, Morten T.; Berger, Jeffrey A. E-Loan is an online mortgage lender that acquired an auto-lending arm in August of 1999. This case examines E-Loan’s purchase of CarFinance.com and highlights E-Loan‘s strategy-setting process. In addition, the case explores business development as a strategic process in the fast-moving e-commerce environment. Teaching Purpose: To describe the business development process at an e-commerce company and the challenge of setting strategy in a fast-moving environment. HBS Number: 9-400-072 Type: Case (Field) Publication Date: 4/12/00 Revision Date: 6/22/00 Geographic Setting: San Francisco, CA Industry Setting: e-commerce/mortgages/personal credit Number of Employees: 450 Gross Revenues: $22 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Acquisitions; Business to consumer; Consumer credit; Development stage enterprises; Electronic commerce; Strategy formulation
Article Reichheld, Frederick F.; Schefter, Phil In the rush to build Internet businesses, many executives mistakenly concentrate all their attention on attracting customers rather than retaining them. But chief executives at the cutting edge of e-commerce—from eBay’s Meg Whitman to HBS Number: R00410 Type: Harvard Business Review Article Publication Date: 7/1/00 Subjects: Customer retention; Customer service; Information technology; Internet; Internet marketing; Marketing strategy; World Wide Web
Article Reichheld, Frederick F.; Schefter, Phil HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, a HBS Number: 5181 Type: HBR OnPoint Article Publication Date: 10/1/00 Subjects: Customer retention; Customer service; Information technology; Internet; Internet marketing; Marketing strategy; World Wide Web
Case Hatch JE; McCaig M; Boulakia C The principal in a law firm is trying to set up Canada’s first Internet direct public offering. He faces a number of regulatory hurdles and also must manage the task of replacing the regular underwriting function. Ivey Number: 9A99N015 Publication Date: 9/5/2000 Geographic Setting: Canada Industry Setting: Metal Mining Company Size: Small organization Event Year Start: 1998 Subjects: E-Commerce, Initial Public Offerings Functional Area: Finance
Article Author(s): Zingheim, Patricia K.; Schuster, Jay R. Publication Date: 05/01/2000 Product Type: Harvard Management Update Article Product Description: The world of compensation will never be the same after the Web. Anyone with access to the Internet can pull up sites with everything from raw survey data to information on "best places to work" and employers of choice." Patricia K. Zingheim and Jay R. Schuster, authors of Pay People Right! Breakthrough Reward Strategies to Create Great Companies, offer advice to companies that need to revise their compensation strategy. HBS Number: U0005D Subjects: Compensation; New economy Academic Discipline: Human resources management
Case Author(s): Farhoomand, Ali F.; Ng, Pauline Publication Date: 08/15/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: At the end of 2001, Cathay Pacific’s CXeBuy electronic procurement system was fully operational for its headquarters in Hong Kong. The 14-month implementation project aimed at applying Internet-based technology to build the most efficient purchasing process and capability in the industry. Although the project was far from complete, a member of the Project Steering Committee (PSC) queried the actual benefits realized so far as a result of e-procurement implementation. Robert Lamoureux, manager in charge of the e-procurement initiative, proposed to the PSC to formulate a methodology that user departments could apply at will to assess the impact of CXeBuy on their operations. However, some members of the committee raised concerns that such a voluntary approach would serve only a limited purpose and would fall short of providing department heads with an overview of the impact of CXeBuy on the overall corporate mission. Other PSC members were unsure of the need for such a valuation exercise at this early stage. Something had to be done to reinstate the need for accountability and support the premise that any Cathay Pacific e-business initiative had to prove its value. HBS Number: HKU240 Geographic Setting: Hong Kong Event Year Start: 2001 Event Year End: 2002 Subjects: Asia; Electronic commerce; Purchasing; Valuation Academic Discipline: Operations management (Sales restricted to North America.)
Teaching Note Author(s): Farhoomand, Ali F.; Ng, Pauline; Ho, Mary Publication Date: 01/01/2003 Product Type: Teaching Note Publisher: University of Hong Kong Product Description: Teaching Note to (HKU240). Must be used with: (HKU240) E-Procurement at Cathay Pacific Airways: e-Business Valuation. HBS Number: HKU260 >Academic Discipline: Operations management
Article DiamantBerger, AlainMichel; Ovans, Andrea The world’s largest oil-service company has revolutionized the way it buys supplies: instead of a central purchasing office, its e-procurement system lets employees buy goods from their desktops. HBS Number: F00302 Type: Harvard Business Review Article Publication Date: 5/1/2000 Subjects: Automation; Internet; Interviews; Operations management; Petroleum industry; Purchasing
Article Author(s): Rosen, Kenneth T.; Howard, Amanda L. Publication Date: 04/01/2000 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR173 Industry Setting: Retail industry Subjects: Electronic commerce; Internet Academic Discipline: Competitive strategy Product Description: This article examines the current and medium-term future impact of Internet-based sales on the physical retail store format. The web-based retail sector currently has a minimal financial effect on physical-based retail. The evolution of e-retail sales will likely mimic that of the catalogue industry in terms of ultimate market share potential. Certain categories of goods (travel, computers, electronic services, books, toys, and sporting goods) lend themselves more readily to shopping by computer and, therefore, are more susceptible to e-based competition. However, with Internet commerce firm profit forecasts still in the distant future, cutthroat price competition, and distribution and tactility constraints, e-retail will continue to present a relatively minor risk to experience-oriented and non-commodity physical retailers.
Case Hoover, R J — Idaho State University Lapoule, P — NEGOCIA/CCIP Distributor: ecch (www.ecch.com) Reference: 508-008-1 Language: English Category: Marketing Data source: Field research Product Year: 2008 Geo location: France, Europe Industry: Two wheels Timing: 2007 Topics: Marketing diagnoses; Macro and micro environments; International marketing; Ecology; Segmentation analysis Abstract: e-SOLEX is a motorised bicycle that is being brought to market in France and other parts of Europe by Group Cible - a French company previously specialising in real estate. They have hired Herve Lacroix to manage the introduction and marketing of e-SOLEX. Lacroix’s task is to develop a marketing plan and make a presentation to the head of Group Cible. The SOLEX brand name was familiar to many in France and Europe due to previous motorised bicycle offerings in the 35 years after WWII. Using the research of several French firms, a major task facing Herve is to resurrect the SOLEX brand and at the same time attach it to a very current, avant-garde offering.
Case Kaufmann, L; Michel, A; Aust, M; Boch, S; Smeja, A; Weber, G Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 606-017-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2006 Topics: Change management; Sourcing; e-Sourcing; Purchasing; Procurement; e-Procurement; Supply management; Decision support system; Cost optimisation; e-Auctions; Automotive; Reverse auction Abstract: This case study deals with the implementation of an e-Sourcing software at the German lock and door fittings company Gretsch-Unitas (G-U). It is written from the perspective of Mr Geiger, Project Manager for the implementation at G-U, who faces several challenges in turning the project into a success. In early 2002, a meeting of purchasing managers of G-U came to the conclusion that the procurement processes could be optimised, which had so far been based on a Request for Quotation (RFQ) approach being mainly paper-based and hardly transparent. Hence, potential solutions such as e-RFQ and e-Auctions were evaluated and the purchasing managers eventually decided upon buying the e-Sourcing software from SourcingParts SA. This software would enable G-U to execute almost the entire procurement process electronically including RFQ and auctions. This would standardise processes and make offers more comparable and transparent. However, both employees at G-U and some suppliers expressed fierce resistance towards the new procurement software. Many feared a loss of personal relationships, the amount of effort necessary to master the software and a lack of data security in the system. The Project Manager, Mr Geiger, now had to develop a strategy to address and dispel these various concerns in order to turn the project into a success. Overall, this case study ought to make students aware of potential electronic solutions t Source: ecch
Case Author(s): Austin, Robert D.; O’Donnell, Shannon; Friis, Silje Kamille Publication Date: 06/22/2006 Revision Date: 01/17/2007 Product Type: Color Case HBS Number: 9-606-118 Geographic Setting: Denmark Number of Employees: 20 Event Year Start: 2006 Event Year End: 2006 Subjects: Creativity; Design; Innovation; Knowledge workers; Management of professionals; Product design; Product differentiation; Strategy implementation Academic Discipline: General management Product Description: A successful young design firm faces a difficult decision: whether to compromise its creative values to win a big job. The client brief is very conservative. The company is pretty sure it can win the design competition, but the design staff hates what they think they will have to do to win it. Business managers and “creatives” disagree on the appropriate course of action. In debating the decision, staff members confront fundamental issues about who they want to be as a firm and how firms that rely on creative talent should be managed.
Case Author(s): Austin, Robert D.; O’Donnell, Shannon; Friis, Silje Kamille Publication Date: 06/22/2006 Revision Date: 01/17/2007 Product Type: Color Case HBS Number: 606118 Geographic Setting: Denmark Number of Employees: 20 Event Year Start: 2006 Event Year End: 2006 Subjects: Creativity; Design; Innovation; Knowledge workers; Management of professionals; Product design; Product differentiation; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-609-108), 10p, by Robert D. Austin Product Description: A successful young design firm faces a difficult decision: whether to compromise its creative values to win a big job. The client brief is very conservative. The company is pretty sure it can win the design competition, but the design staff hates what they think they will have to do to win it. Business managers and “creatives” disagree on the appropriate course of action. In debating the decision, staff members confront fundamental issues about who they want to be as a firm and how firms that rely on creative talent should be managed.
Case Marion Armstrong, University of Alabama; Taylor Green, University of Alabama; A. J. Strickland, University of Alabama Publication Date: 2009 Geographic Setting: Industry Setting: Wine and Spirits Event Year Start: 1950 Event Year End: 2007 Course Sequence: Business Strategy; Ethics, Strategy, and Social Responsibility Subjects: Business policy/strategy; Industry analysis; Ethics; Business and society; Corporate responsibility Supplements: Teaching Note Description: In 2007-2008, Gallo’s Thunderbird and Night Train brands were among the best-selling low priced fortified dessert wines. Dessert wines were highly controversial because of their alcohol content that could be as high as 20% (natural wines contained 8% to 12% alcohol by volume) and low prices (less than $3 per 750 ml bottle and $1 to $2 per 375 ml bottle) that were favored by skid row alcoholics, people with low incomes, and budget-constrained teenagers and college students. Critics of cheap fortified wines had tagged them “the most seriously abused drug in the country” and suggested that manufacturing and selling cheap, fortified wine was unethical, even bordering on criminal. Is it socially responsible for Gallo to produce and market such wines?
Case Meyer, Kathleen; Wattenberg, Laura; Somaya, Shilpi E. Rachel Hubka, general manager of a Chicago school bus company, has the opportunity to start her own bus business. The industry she will be entering is highly competitive, heavily regulated, and faces chronic labor shortages. Hubka hopes to tap a new labor pool and help her community by locating her business in an inner-city neighborhood that most business has abandoned. But this approach invites a new risk: relying on workers with marginal work experience. Teaching Purpose: Explores the unique challenges of operating in distressed urban neighborhoods, and techniques for motivating and developing the skills of entry-level workers. HBS Number: 9-996-047 Type: Case (Field) Publication Date: 2/1/1996 Geographic Setting: Chicago, IL Number of Employees: 140 Gross Revenues: $5 million revenues Event Year Start: 1989 Event Year End: 1995 Subjects: Business & society; Entrepreneurship; Ethics; Management styles; Small business; Social enterprise; Values Supplementary Materials: Supplement (Field), (9-996-048), 8p, by Kathleen Meyer, Laura Wattenberg, Shilpi Somaya; Teaching Note, (5-996-049), 3p, by Kathleen Meyer, Laura Wattenberg; Case Video, (9-996-550), 6 min, by Kathleen Meyer, Laura Wattenberg Publisher: Business Enterprise Trust
Teaching Note For use with 9-996-047 HBS Number: 5-996-049 Subjects: Business & society; Entrepreneurship; Ethics; Management styles; Small business; Social enterprise; Values
Case Meyer, Kathleen; Wattenberg, Laura; Somaya, Shilpi Supplements E. Rachel Hubka (A). Must be used with: (9-996-047) E. Rachel Hubka (A). HBS Number: 9-996-048 Type: Supplement (Field) Publication Date: 2/1/1996 Subjects: Business & society; Entrepreneurship; Ethics; Management styles; Small business; Social enterprise; Values Supplementary Materials: Teaching Note, (5-996-049), 3p, by Kathleen Meyer, Laura Wattenberg; Case Video, (9-996-550), 6 min, by Kathleen Meyer, Laura Wattenberg Publisher: Business Enterprise Trust
Teaching Note For use with 9-996-048 HBS Number: 5-996-049 Subjects: Business & society; Entrepreneurship; Ethics; Management styles; Small business; Social enterprise; Values
Case Garzoni, A Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 305-299-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: Italy Industry: Telecommunications Size: Medium Timing: 2004 Topics: Innovation strategies; Industry analysis; Attack-defence Abstract: The case describes the development of an innovative broadband carrier in the Italian telecommunications sector: e.Biscom. This sector, in Italy, underwent a profound transformation throughout the 1990s in terms of both technological changes (mobile phones, Internet, etc) and legislative ones (liberalisation, privatisation of certain major players), which were particularly significant. The case begins by describing the alternative business model identified by e.Biscom, in order to address two problematic issues: (1) whether the market is ready to take e.Biscom up on its innovative services; and (2) whether the company has sufficient equity (or credit lines) to guarantee development.
Case Paine, Lynn Sharp; Katz, Jane Palley The head of E.F. Hutton’s retail brokerage operation questions whether some of the cash management techniques used by managers of branch and regional offices are too aggressive. In 1982, when short-term interest rates were at historically high levels of 18%—20%, these practices were generating significant interest income, sometimes exceeding product revenues in certain branch offices. Teaching Purpose: Intended to develop ethical assessment and decision-making skills and to illustrate how these are influenced by organizational context. May be used with: (9-395-006) E.F. Hutton (C); (9-395-007) E.F. Hutton (D). HBS Number: 9-395-004 Type: Case (Library) Publication Date: 8/8/1994 Geographic Setting: United States Industry Setting: financial services Company Size: large Number of Employees: 5,000 Gross Revenues: $1.6 billion revenues Event Year Start: 1982 Event Year End: 1982 Subjects: Cash flow; Ethics; Financial management; Financial services; Investment management; Legal aspects of business Supplementary Materials: Supplement (Library), (9-395-008), 6p, by Lynn Sharp Paine, Jane Palley Katz; Supplement (Library), (9-395-005), 1p, by Lynn Sharp Paine, Jane Palley Katz; Supplement (Library), (9-395-023), 3p, by Lynn Sharp Paine, Jane Palley Katz
Case Paine, Lynn Sharp; Katz, Jane Palley Centers on the company’s response to the U.S. government‘s challenge to its cash management practices. Describes the Justice Department's investigations as well as the findings and recommendations of former Attorney General Griffin Bell, who was asked to determine responsibility for the questionable practices and recommend organizational changes, if needed. Teaching Purpose: Allows students to understand the factors associated with organizational misconduct and to develop guidelines for handling it when it occurs. May be used with: (9-395-004) E.F. Hutton (A); (9-395-007) E.F. Hutton (D). HBS Number: 9-395-006 Type: Case (Library) Publication Date: 8/8/1994 Geographic Setting: United States Industry Setting: financial services Company Size: large Number of Employees: 5,000 Gross Revenues: $1.6 billion revenues Event Year Start: 1982 Event Year End: 1985 Subjects: Cash flow; Ethics; Financial management; Financial services; Investment management; Legal aspects of business
Case Paine, Lynn Sharp; Katz, Jane Palley Describes the actions taken by Hutton management in response to the Bell Report, a study prepared by former Attorney General Griffin Bell and his law firm in connection with Hutton’s cash management practices. Developments leading up to the 1988 purchase of Hutton by Shearson Lehman also are described. Teaching Purpose: Gives students an opportunity to assess the actions taken by Hutton management. May be used with: (9-395-004) E.F. Hutton (A); (9-395-006) E.F. Hutton (C). HBS Number: 9-395-007 Type: Case (Library) Publication Date: 8/8/1994 Geographic Setting: United States Industry Setting: financial services Company Size: large Number of Employees: 5,000 Gross Revenues: $1.6 billion revenues Event Year Start: 1985 Event Year End: 1988 Subjects: Cash flow; Ethics; Financial management; Financial services; Investment management; Legal aspects of business
Teaching Note For use with 9-284-066 HBS Number: 5-289-005 Subjects: Capital budgeting; Chemicals; Financial management; Present value; Rates of return; Return on investment; Strategic planning
Case Author(s): Glauber, Robert R. Publication Date: 02/08/1984 Revision Date: 11/15/1993 Product Type: Case (Library) Product Description: Reviews changes in Du Pont’s debt policy from 1965 to 1982. This period ended with a dramatic increase in Du Pont‘s debt level attendant upon the merger with Conoco. Students are asked to develop a new debt policy for Du Pont in the 1980s. HBS Number: 9-284-062 Geographic Setting: United States Industry Setting: chemicals Gross Revenues: $10 billion assets Event Year Start: 1965 Event Year End: 1982 Subjects: Capital structure; Chemicals; Debt management; Financing; Mergers Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-292-065), 8p, by Scott P. Mason
Case Author(s): Kester, W. Carl; Glauber, Robert R.; Mulli Publication Date: 02/24/1984 Revision Date: 02/28/1986 Product Type: Case (Library) Product Description: Disequilibrium in the $350 million TiO2 market has prompted Du Pont’s Pigments Department to develop two strategies for competing in this market in the future. The growth strategy has a smaller internal rate of return than the alternative strategy due to large capital outlays in early years and positive cash flows arising only in later years. However, it is the more valuable project on a net present value basis for all discount rates less than 21%. Students are faced with the task of converting strategic plans and objectives into free cash flow projections and determining a breakeven discount rate between these mutually exclusive projects. A decision about which strategy to pursue must then be made. Rewritten version of an earlier case by the same author. HBS Number: 9-284-066 Geographic Setting: United States Industry Setting: chemicals Company Size: Fortune 500 Gross Revenues: $4 billion assets Event Year Start: 1972 Event Year End: 1972 Subjects: Capital budgeting; Chemicals; Financial management; Present value; Rates of return; Return on investment; Strategic planning Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-289-005), 10p, by W. Carl Kester
Case West, Jonathan Du Pont’s chief executive must decide what steps to take as his company expands from commodity and specialized chemicals into biotechnology. Teaching Purpose: Leading technological change. May be used with: (9-600-051) E.I. du Pont de Nemours and Co. (B). HBS Number: 9-699-037 Type: Case (Field) Publication Date: 11/16/1998 Revision Date: 10/26/1999 Geographic Setting: United States Industry Setting: biotechnology Company Size: Fortune 500 Number of Employees: 98,000 Gross Revenues: $46 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Agribusiness; Biotechnology; Chemicals; Genetic engineering; Innovation; Technological change
Case West, Jonathan; Kasper, Christian G. DuPont must decide whether to launch a new non-GM (genetically modified) soybean that is tolerant to chemical sprays. In the face of rapid introductions of GM products by competitors, DuPont faces the challenge of ensuring the identity preservation of its new product through the agricultural distribution network. DuPont must choose the best business model to manage this large and unwieldy value chain. May be used with: (9-699-037) E.I. du Pont de Nemours and Co. (A). HBS Number: 9-600-051 Type: Case (Library) Publication Date: 11/23/1999 Geographic Setting: United States Industry Setting: biotechnology Company Size: Fortune 500 Number of Employees: 98,000 Gross Revenues: $46 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Agribusiness; Biotechnology; Chemicals; Genetic engineering; Innovation; Technological change
Case Author(s): Gilson, Stuart C.; Fagan, Perry L. Publication Date: 12/12/2001 Revision Date: 07/25/2005 Product Type: Case (Library) Product Description: After taking 30% of its Conoco oil and gas subsidiary public in the largest domestic initial public offering (IPO) in U.S. history, management of E.I. du Pont de Nemours and Co. (DuPont) is considering divesting its remaining interest in Conoco. This goal is to be accomplished through a relatively uncommon transaction called a corporate “split-off,” under which DuPont’s shareholders will be given the option to exchange their shares in DuPont for shares in Conoco (but, in contrast to a more conventional ‘’spin-off,‘' they are not obligated to exchange their shares). Management's objective in restructuring is to move DuPont away from its traditional energy and chemical business toward the life sciences (agriculture, biotechnology, and pharmaceuticals). HBS Number: 9-202-005 Geographic Setting: United States Industry Setting: Petroleum industry; Biotechnology industry; Chemical industry Company Size: Fortune 500 Number of Employees: 98,000 Gross Revenues: $2.5 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Agribusiness; Biotechnology; Diversification; IPO; Recapitalization; Reorganization; Stockholders; Stocks; Valuation Academic Discipline: Finance Supplementary Materials: Supplement (Library), (9-202-006), 2p, by Stuart C. Gilson, Perry L. Fagan; Supplement (Library), (9-202-007), 2p, by Stuart C. Gilson, Perry L. Fagan
Case Author(s): Gilson, Stuart C.; Fagan, Perry L. Publication Date: 12/12/2001 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-202-005) E.I. du Pont de Nemours and Co.: The Conoco Split-off (A). HBS Number: 9-202-006 Subjects: Agribusiness; Biotechnology; Chemicals; Diversification; IPO; Recapitalization; Reorganization; Stockholders; Stocks; Valuation Academic Discipline: Finance
Case Author(s): Gilson, Stuart C.; Fagan, Perry L. Publication Date: 12/12/2001 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-202-005) E.I. du Pont de Nemours and Co.: The Conoco Split-off (A). HBS Number: 9-202-007 Subjects: Agribusiness; Biotechnology; Chemicals; Diversification; IPO; Recapitalization; Reorganization; Stockholders; Stocks; Valuation Academic Discipline: Finance
Case Lapoule, P — NEGOCIA/CCIP Distributor: ecch (www.ecch.com) Reference: 502-050-1 Language: English Category: Marketing Data source: Field research Product Year: 2002 Version Date: Nov 2003 Geo location: Europe Industry: Wine and retailing Timing: 2002 Topics: Association of Independents; Large retail chains; Merchandising; Marketing strategy; Wine; Retailing; Merchandising; Mass distribution Abstract: Dominique had always been fascinated by wines and vineyards, and he wanted to make it his career. Everything fell into place when he met Camille, tenant and manager of the Leclerc hypermarket in Gouesnou (Brest suburb/Finistere/France) which belongs to Edouard Leclerc. Camille asked Dominique to make recommendations for a new layout of the wine department, as they wanted to make it more attractive. Dominique did a study of the wine market, as well as the recent performance of the company and the store, and submitted his recommendations for the wine department. The results of a study concerning the expectations and buying habits of the store’s customers also enabled him to recommend a new layout for the wine department. The teaching objectives include acquiring or improving skills in the following areas: (1) doing a market study; (2) analysing company strategy; (3) doing internal and external diagnoses of French producers and the distributors (the Leclerc company and store); and (4) brand management and wine merchandising.
Case Jerry Sheppard, Sharon SheppardThis case reviews the history of a small, family-owned firm principally involved in an odd collection of services. However, the firm’s recent strategic moves have been into domains which are far removed from the firm‘s original business. Consequently, the workload related to the growth of the business is leading to conflicts in the organization. Source: The Society for Case Research, Business Case Journal, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Business Policy/Strategy; Entrepreneurship; Finance; Small Business Topics:
Case Author(s): Reinhardt, Forest ; Frankenberger, Sebastian Publication Date: 01/12/2006 Revision Date: 02/08/2006 Product Type: Case (Field) HBS Number: 9-706-015 Geographic Setting: Germany; Global Industry Setting: Electric power; Energy; Natural gas Gross Revenues: $55 billion revenues Event Year Start: 2000 Event Year End: 2005 Subjects: Corporate strategy; Decentralization; Globalization; Horizontal organization; Industry analysis; International management; Regulated industries; Risk assessment; Vertical integration Academic Discipline: Competitive strategy Product Description: Examines the corporate strategy of German energy giant E.ON. The firm is vertically integrated, horizontally diversified across electricity and natural gas, and active in numerous countries in Europe as well as in the United States. Explores the costs and benefits of the company’s choices about its vertical, horizontal, and geographical scope. Considers the risks of economic regulation, increasing concerns about environmental externalities from carbon emissions and nuclear power, and political and price risks in upstream markets for fossil fuels.
Case Schwetzler, B — HHL Leipzig Graduate School of Management Reimund, C — HHL Leipzig Graduate School of Management Scheidt, F — HHL Leipzig Graduate School of Management Distributor: ecch (www.ecch.com) Reference: 102-035-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2002 Version Date: 12 October 2003 Geo location: Germany Industry: Energy Size: Large, total sales exceed 10 billion euros Timing: 2000 Topics: Nuclear energy; Plant shutdown decision; Accruals; NPV analysis; German tax system Abstract: This case deals with E.ON Energie’s decision to shut down a nuclear plant at the location of Stade (Germany), in reaction to the government‘s nuclear phase-out plans. Students are requested to analyse the financial effects of two alternatives: decommissioning the plant early in the year 2000 or running it through 2004. The case especially highlights financing using accruals and the tax benefits associated with this form of financing. It also gives insights into Germany's nuclear energy sector and the country's nuclear phase-out plans. Furthermore, the case provides information about the German tax system.
Case Cady, John F.; Cespedes, Frank V. Describes a process for forecasting market demand for an emerging technology—cellular radio. The student must critically evaluate the demand model and the market estimates, and modify them as appropriate in order to develop a marketing plan and budget. HBS Number: 9-583-121 Type: Case (Library) Publication Date: 01/05/1983 Revision Date: 09/09/1983 Geographic Setting: United States Industry Setting: telecommunications Company Size: small Gross Revenues: $10 million sales Event Year Start: 1982 Event Year End: 1982 Subjects: Communications equipment; Demand analysis; Forecasting; Market entry; Marketing planning; Marketing strategy; Telecommunications Supplementary Materials: Teaching Note, (5-584-084), 13p, by John F. Cady
Case Author(s): Christmann, Petra; Leong, Jin; Tan, Michele; Knudsen, Morten Schott Publication Date: 07/19/2002 Revision Date: 03/09/2004 Product Type: Case (Field) HBS Number: UV0970 Gross Revenues: > $1 million in revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Competitive strategy; Economics; International business; Location of industry; Strategy; Strategy analysis Academic Discipline: General management Supplementary Materials: Teaching Note, (UV0971), 14p, by Petra Christmann Product Description: This case can be used in management of international business courses to illustrate the analysis of market attractiveness, the importance of fit between firm capabilities and market requirements, and the effects of multimarket competition. It describes the international expansion challenges facing EAC Nutrition, the infant formula division of a Danish conglomerate, in early 2002. Growth in EAC’s core markets of Thailand and Malaysia has stagnated and EAC is contemplating three expansion options: entry into India, geographic expansion within China, and product line expansion in existing markets.
Case Author(s): Christmann, Petra; Leong, Jin; Tan, Michele Darden ID: UVA-BP-0449 Published: 7/19/2002 Revised: 3/9/2004 Copyright Year: 2002 Subject Area: Strategy Keywords: business location, competitive analysis, industry economics, international business, international strategy Teaching Note: UVA-BP-0449TN Abstract: This case can be used in management of international business courses to illustrate the analysis of market attractiveness, the importance of fit between firm capabilities and market requirements, and the effects of multimarket competition. It describes the international expansion challenges facing EAC Nutrition, the infant formula division of a Danish conglomerate, in early 2002. Growth in EAC’s core markets of Thailand and Malaysia has stagnated and EAC is contemplating three expansion options: entry into India, geographic expansion within China, and product line expansion in existing markets.
Case Author(s): Christmann, Petra; Leong, Jin; Tan, Michele Darden ID: UVA-BP-0449 Published: 7/19/2002 Revised: 3/9/2004 Copyright Year: 2002 Subject Area: Strategy Keywords: business location, competitive analysis, industry economics, international business, international strategy Teaching Note: UVA-BP-0449TN Abstract: This case can be used in management of international business courses to illustrate the analysis of market attractiveness, the importance of fit between firm capabilities and market requirements, and the effects of multimarket competition. It describes the international expansion challenges facing EAC Nutrition, the infant formula division of a Danish conglomerate, in early 2002. Growth in EAC’s core markets of Thailand and Malaysia has stagnated and EAC is contemplating three expansion options: entry into India, geographic expansion within China, and product line expansion in existing markets.
Case Author(s): Eisenmann, Thomas; Egawa, Masako; Ota, Ariko Publication Date: 04/06/2005 Revision Date: 03/13/2007 Product Type: Case (Field) HBS Number: 9-805-117 Geographic Setting: Japan Industry Setting: Telecommunications industry Gross Revenues: $500 million revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Deregulation; Diversification; Entrepreneurship; Government policy; Internet; Telecommunications Academic Discipline: Competitive strategy Product Description: The managers of eAccess, Japan’s third largest provider of digital subscriber line (DSL) service, must decide whether to enter the mobile communications business. Japan‘s mobile services are among the world's most expensive, and incumbent carriers' profits are high. To introduce more competition, the government plans to license new mobile carriers in 2005. eAccess could realize marketing and operational synergies between its DSL and mobile businesses. Also, the company has a proven ability to influence government policy — a crucial concern for mobile entrants. However, launching a mobile carrier would require enormous capital expenditures and could expose eAccess to the risk of a price war, particularly if, as expected, its aggressive DSL rival, Softbank, also receives a mobile license.
Case Author(s): Anthony F. Jurkus, Michel Kalika, Edward O’Boyle Source: Business Case Journal — 2006 Subjects: Strategic management; International business Description: The case begins with EADS co-chairman, Noel Forgeard ruminating about the political challenges of his job. Forgeard, Charles Champion, head of the A380 program, and John Leahy were all described as facing the challenge and opportunity of their careers: to market, launch, and develop the world‘s largest commercial airliner. Forgeard had the additional tasks of crafting the proper strategy to compete against Boeing with a midsize aircraft. At the same time, Forgeard had to negotiate the pitfalls of national sensitivities in power sharing, particularly between France and Germany. Merger and consolidation characterized the history of the commercial aircraft manufacturing segment of the aerospace industry in the second half of the 20th Century, with Boeing emerging as the last U.S. company standing. Its 747 became the undeniable champion of global air travel in the large aircraft segment. European governments determined to compete against the Boeing, initially succeeding in the design, development and manufacture of a supersonic transport, an Anglo-French effort beginning in the 1960's. The Airbus consortium was also created in 1971 to compete with Boeing. EADS is presently an 80% owner of Airbus, and BAE of the U.K. is a 20% owner. The consortium began selling among European states and finally beyond, eventually surpassing Boeing in aircraft sold and delivered for some years at the turn of the 20th Century. Airbus's success can be attributed to strategic vision, entrepreneurial spirit, world-class design and manufacture and, quite obviously, extraordinary human capital. But its success can also be attributed, in large part, to generous governmental sponsorship called launch aid and infrastructure support. After Airbus's dramatic success in recent years, launch ai Source: SOCCR
Article Author(s): Gourville, John T. Publication Date: 06/01/2006 Product Type: Harvard Business Review Article HBS Number: R0606F Geographic Setting: Burlington, VT; Canada; United States Industry Setting: Automotive industry Subjects: Alternatives; Behavior; Change management; Consumer behavior; Consumer marketing; Decision making; Innovation; Losses; Market positioning; Product introduction; Product positioning; Psychology; Resistance; Value Academic Discipline: Marketing Product Description: Companies that introduce new innovations are the most likely to flourish, so they spend billions of dollars making better products. But studies show that new innovations fail at a staggering rate. While many blame these misses on lackluster products, the reality isn’t so simple. The goods that consumers dismiss often do offer improvements over existing ones. So why don‘t people purchase them? And why do companies keep peddling products that buyers are likely to reject? The answer, says the author, can be found in the brain. New products force consumers to change their behavior, and that has a psychological cost. Many products fail because people irrationally overvalue the benefits of the goods they own over those they don't possess. Executives, meanwhile, overvalue their own innovations. This leads to a serious clash. Studies show, in fact, that there is a mismatch of nine to one between what innovators think consumers want and what consumers truly desire. Fortunately, companies can overcome this disconnect. To start, they can determine where their products fall in a matrix with four categories: easy sells, sure failures, long hauls, and smash hits. Each has a different ratio of product improvement to change required from the consumer. Once businesses know where their products fit into this grid, they can manage the resistance to change. For some innovations, major behavior change is a given. Source: Harvard
Article Author(s): Gourville, John T. Publication Date: 06/01/2006 Product Type: HBR OnPoint Article HBS Number: 4516 Subjects: Change management; Consumer behavior; Consumer marketing; Innovation; Market positioning; Product introduction; Product positioning; Psychology; Value Academic Discipline: Marketing Product Description: Companies that introduce new innovations are the most likely to flourish, so they spend billions of dollars making better products. But studies show that new innovations fail at a staggering rate. While many blame these misses on lackluster products, the reality isn’t so simple. The goods that consumers dismiss often do offer improvements over existing ones. So why don‘t people purchase them? And why do companies keep peddling products that buyers are likely to reject? The answer, says the author, can be found in the brain. New products force consumers to change their behavior, and that has a psychological cost. Many products fail because people irrationally overvalue the benefits of the goods they own over those they don't possess. Executives, meanwhile, overvalue their own innovations. This leads to a serious clash. Studies show, in fact, that there is a mismatch of nine to one between what innovators think consumers want and what consumers truly desire. Fortunately, companies can overcome this disconnect. To start, they can determine where their products fall in a matrix with four categories: easy sells, sure failures, long hauls, and smash hits. Each has a different ratio of product improvement to change required from the consumer. Once businesses know where their products fit into this grid, they can manage the resistance to change. For some innovations, major behavior change is a given. In those cases, companies can either wait for consumers to warm to the product, make the improvement so great that buyers get past their apprehension, or try to eliminate the incumbent prod Source: Harvard
Case D. Michael Fields, Allen D. SchaeferNow that workers were nearing completion of an additional nine holes at Eagle Crest Country Club, Tom Ridell must develop a strategy to attract a higher percentage of the area’s golfers. 1994 Source: North American Case Research Association, Case Research Journal, Summer 1993, Vol. 13, Issue 3. Copyright 1993. Courses: Marketing; Marketing Management; Services Marketing Topics:
Case Author(s): Chaplinsky, Susan Darden ID: UVA-F-1095 Published: 11/22/1995 Revised: 12/1/1995 Copyright Year: 1995 Subject Area: Finance Keywords: consumer loans; security analysis; valuation Teaching Note: UVA-F-1095TN Student Spreadsheet: UVA-S-F-1095 Abstract: This case and its companion (UVA-F-1102) provide comprehensive coverage of a firm’s decision to undertake an initial public offering (IPO). The company is a nonregulated financial firm in a rapidly growing area of consumer finance (high credit-risk automobile loans). The A case follows the firm from its first meeting with investment bankers to the determination of a preliminary IPO price range. In the B case, the firm‘s “road show” encounters a “cold-issue” market, and Eagle is unable to sell its shares at a price near the preliminary file range. Management is confronted with the tough choice of whether to proceed with the IPO or cancel it. The cases provide a rich opportunity to compare management's internal valuation of the firm (derived from market multiples and discounted cash-flow analysis) with the market's assessment of value. Excel spreadsheet files are available for use with this case (UVA-S-F-1095) and its teaching note.
Case Author(s): Chaplinsky, Susan Darden ID: UVA-F-1095 Published: 11/22/1995 Revised: 12/1/1995 Copyright Year: 1995 Subject Area: Finance Keywords: consumer loans; security analysis; valuation Teaching Note: UVA-F-1095TN Student Spreadsheet: UVA-S-F-1095 Abstract: This case and its companion (UVA-F-1102) provide comprehensive coverage of a firm’s decision to undertake an initial public offering (IPO). The company is a nonregulated financial firm in a rapidly growing area of consumer finance (high credit-risk automobile loans). The A case follows the firm from its first meeting with investment bankers to the determination of a preliminary IPO price range. In the B case, the firm‘s “road show” encounters a “cold-issue” market, and Eagle is unable to sell its shares at a price near the preliminary file range. Management is confronted with the tough choice of whether to proceed with the IPO or cancel it. The cases provide a rich opportunity to compare management's internal valuation of the firm (derived from market multiples and discounted cash-flow analysis) with the market's assessment of value. Excel spreadsheet files are available for use with this case (UVA-S-F-1095) and its teaching note.
Case Author(s): Chaplinsky, Susan Darden ID: UVA-F-1102 Published: 11/22/1995 Revised: 8/30/1996 Copyright Year: 1995 Subject Area: Finance Keywords: security issuance; equity valuation; initial public offering Teaching Note: UVA-F-1095TN Student Spreadsheet: UVA-S-F-1102 Abstract: This case and its companion (UVA-F-1095) provide comprehensive coverage of a firm’s decision to undertake an initial public offering (IPO). The company is a nonregulated financial firm in a rapidly growing area of consumer finance (high credit-risk automobile loans). The A case follows the firm from its first meeting with investment bankers to the determination of a preliminary IPO price range. In the B case, the firm‘s “road show” encounters a “cold-issue” market, and Eagle is unable to sell its shares at a price near the preliminary file range. Management is confronted with the tough choice of whether to proceed with the IPO or cancel it. The cases provide a rich opportunity to compare management's internal valuation of the firm (derived from market multiples and discounted-cash-flow analysis) with the market's assessment of value. Excel spreadsheet files are available for use with this case and its teaching note (UVA-S-F-1102).
Case Author(s): Chaplinsky, Susan Darden ID: UVA-F-1102 Published: 11/22/1995 Revised: 8/30/1996 Copyright Year: 1995 Subject Area: Finance Keywords: security issuance; equity valuation; initial public offering Teaching Note: UVA-F-1095TN Student Spreadsheet: UVA-S-F-1102 Abstract: This case and its companion (UVA-F-1095) provide comprehensive coverage of a firm’s decision to undertake an initial public offering (IPO). The company is a nonregulated financial firm in a rapidly growing area of consumer finance (high credit-risk automobile loans). The A case follows the firm from its first meeting with investment bankers to the determination of a preliminary IPO price range. In the B case, the firm‘s “road show” encounters a “cold-issue” market, and Eagle is unable to sell its shares at a price near the preliminary file range. Management is confronted with the tough choice of whether to proceed with the IPO or cancel it. The cases provide a rich opportunity to compare management's internal valuation of the firm (derived from market multiples and discounted-cash-flow analysis) with the market's assessment of value. Excel spreadsheet files are available for use with this case and its teaching note (UVA-S-F-1102).
Case Author(s): Edward D. Arnheiter Publication Date: 10/10/2007 Product Type: Case (Field) Ivey ID: 9B07D019 Geographic Setting: Singapore Industry Setting: Transportation Equipment Size: Large Year of Event: 2006 Level of Difficulty: 5 — MBA/Postgraduate Subjects: Cultural customs; Expatriate management; Human resources management; Joint ventures; Management of change; Organizational behaviour Major Disciplines: International; Production and Operations Management Product Description: This case study chronicles the creation and transformation of a Singaporean joint venture, Eagle Services Asia (ESA). The case describes some early start-up problems, including a forced shutdown by the Civilian Aviation Authority of Singapore (CAAS). The resulting shakeup of the ESA management team provides a fresh start and an opportunity to reinvigorate the company using lean management principles. Managerial decisions play a key role in ESA’s success, together with the discipline and training of the workforce. Students will gain an understanding of cultural difficulties associated with international joint ventures, and learn fundamental aspects of lean management including how to create and sustain a lean culture. The case also provides insight into the worldwide aircraft engine business, the engine overhaul process and cultural barriers that may arise when managing operations in foreign countries.
Case Jones, Thomas O. The CEO of one of the top 25 advertising agencies confronts major changes in the marketplace. He chooses to reengineer the firm. HBS Number: 9-398-012 Type: Case (Field) Publication Date: 7/10/1997 Geographic Setting: Washington, DC Industry Setting: advertising Number of Employees: 1,000 Gross Revenues: $400 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Advertising; Reengineering; Service management Supplementary Materials: Supplement (Field), (9-398-014), 4p, by Thomas O. Jones
Case Author(s): Jones, Thomas O. Publication Date: 07/10/1997 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-398-012) Earle Palmer Brown (A). HBS Number: 9-398-014 Subjects: Advertising; Reengineering; Service management Academic Discipline: Service management
Case McLarty, R — University of East Anglia Distributor: ecch (www.ecch.com) Reference: 395-055-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: England Industry: Leisure Size: 100 employees Timing: 1991-1994 Topics: Entrepreneurship; Capital investment; Marketing strategies; Staffing Abstract: This case focuses on an entrepreneurial investment decision taken in 1991. At the time little notice was taken of industry trends, reports or statistics which may have influenced the initial decision. A number of stages have been identified and the case traces the growth from a golf driving range to the ultimate establishment of a major leisure centre. Total capital investment reached #3.3m by 1994. The case examines strategic issues such as market research, investment, marketing, staffing and management. Additionally an accompanying Industry Note (395-055-5) forces an examination of industry trends throughout the life of the project. The case concludes at the point where a major investor arrives on the scene and the owner is forced to make a very difficult decision.
Case Author(s): Stevenson, Howard H.; Baker, Deborah; Cors Publication Date: 12/05/1996 Revision Date: 03/03/1998 Product Type: Note Product Description: Many MBA students hope immediately to run their own companies. This note looks at one model, the search fund, as a means to allow a graduating MBA to find, purchase, and operate a company soon after graduation. HBS Number: 9-897-092 Subjects: Acquisitions; Careers & career planning; Entrepreneurial finance; Leveraged buyouts Academic Discipline: Entrepreneurship
Article Author(s): Sander, Frank E.A.; Bordone, Robert C. Publication Date: 03/01/2005 Product Type: Negotiation Article Product Description: In this article, the authors outline the principles of dispute system design — the process of diagnosing, designing, implementing, and evaluating an effective method of resolving conflicts within an organization. This holistic approach typically yields greater rewards at lower costs than the piecemeal, reactive approach found in most organizations. By becoming a dispute process architect, you can save your business thousands of dollars and hours of needless stress. Virtually anyone with an understanding of basic dispute resolution processes -- negotiation, mediation, and arbitration -- can, with experience, serve as a dispute process architect in his organization. HBS Number: N0503B Subjects: Communication in organizations; Competitive advantage; Conflict; Negotiations; Strategic planning Academic Discipline: Negotiations
Article Kitching, John Little reliable data is available on the structure and performance of leveraged buyouts. This statistical analysis of 320 deals in the United States and Great Britain offers some intriguing insights into the LBO phenomenon. For example, managers contribute only 3% of the cost of buyouts, but control 30% of the initial ownership; LBOs make impressive efficiency gains, but often fail to meet pre-buyout forecasts; and owners are cashing out more quickly than planned. HBS Number: 89607 Type: Harvard Business Review Article Publication Date: 11/1/1989 Subjects: Acquisitions; Corporate strategy; Financial management; Leveraged buyouts
Case Author(s): Chaplinsky, Susan; Triantis, April Darden ID: UVA-F-1444 Published: 5/17/2004 Copyright Year: 2004 Subject Area: Finance Keywords: Private; Equity; Venture; Capital; Term; Sheets; Abstract: The typical term sheet for a venture-capital investment contains a host of contract provisions designed to protect the value of an investor’s capital. The purpose of this note is to focus on a few key terms (namely, antidilution, liquidation preference, dividends, redemption, and control rights) and to discuss the ways in which these terms may be made more investor-friendly or entrepreneur-friendly. The terms discussed in this note are widely regarded by practitioners as having the greatest ability to affect the economic returns for the parties involved in an early-stage investment. At the end of the discussion of each term, a chart highlights the various ways in which these terms may be structured. The examples, though not meant to be exhaustive, offer a perspective on the various ways a term might be worded in order to confer different rights on the parties.
Case Author(s): Chaplinsky, Susan; Triantis, April Darden ID: UVA-F-1444 Published: 5/17/2004 Copyright Year: 2004 Subject Area: Finance Keywords: Private; Equity; Venture; Capital; Term; Sheets; Abstract: The typical term sheet for a venture-capital investment contains a host of contract provisions designed to protect the value of an investor’s capital. The purpose of this note is to focus on a few key terms (namely, antidilution, liquidation preference, dividends, redemption, and control rights) and to discuss the ways in which these terms may be made more investor-friendly or entrepreneur-friendly. The terms discussed in this note are widely regarded by practitioners as having the greatest ability to affect the economic returns for the parties involved in an early-stage investment. At the end of the discussion of each term, a chart highlights the various ways in which these terms may be structured. The examples, though not meant to be exhaustive, offer a perspective on the various ways a term might be worded in order to confer different rights on the parties.
Case Bidault, F — EDHEC - Business School Kono, H — Keio University Distributor: ecch (www.ecch.com) Reference: 697-048-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 1997 Geo location: Japan Industry: Photocopiers Size: US$8 billion Timing: 1996 Topics: Product development; Partnership; Buyer-supplier cooperation; Purchasing Abstract: Fuji Xerox, one of the world leaders in the photocopier industry, was reviewing the past several years of product development activities. Among various efforts related to utilizing suppliers’ resources, the practice of involving suppliers early on in new product development referred to as ‘Early Supplier Involvement, (ESI)', was established at the Ebina plant in 1988. With a new series of projects appearing on the horizon, Mr Kobayashi, head of production engineering at the Ebina plant, suggested to his management team that a thorough review could help them cope more effectively with challenges ahead. He therefore set up a dedicated task force comprising representatives of several functional departments and product groups that were concerned with product/process development activities in general, and with the role of suppliers in particular.
Case Author(s): Chess, Robert; Harrington, Sean; Reiss, Peter Publication Date: 11/28/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: E304 Geographic Setting: California; Silicon Valley Subjects: Business models; Entrepreneurship; Start-ups Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (E304TN), 4p, by Robert Chess, Sean Harrington, Peter Reiss Product Description: In the spring of 2007, four budding companies were in the very early phase of their development. These entrepreneurial ventures illustrate the variety and breadth of new business ideas that can be pursued, and the unique issues that need to be tackled in order to turn each concept into a sustainable, profitable business. The case briefly describes each of the four companies — a footwear manufacturing company, a primary healthcare provider, a medical device, and a technology platform for creating biofuels and chemical products — in terms of the product or service being offered and the market being addressed.
Case Author(s): Baker, Malcolm P. Publication Date: 09/27/2006 Product Type: Exercise HBS Number: 9-207-034 Subjects: Behavioral finance; Earnings; Efficiency; Efficient markets; Financial reporting Academic Discipline: Finance Product Description: Students act as managers or investors. Managers have the ability to manipulate reported earnings, and investors must bid for shares taking this into account.
Case Author(s): Hawkins, David F. Publication Date: 12/02/1999 Revision Date: 03/17/2003 Product Type: Note Product Description: Discusses accounting rules for earnings per share measurement. The U.S. approach is described in detail and non-U.S. practices are briefly covered. A rewritten version of an earlier note. HBS Number: 9-100-015 Subjects: Accounting procedures; Earnings; Financial reporting Academic Discipline: Accounting & control
Case Piper CJ About 15 operators work in a simple hybrid batch-flow environment to produce the Earth Buddy novelty product. The case introduces the topic of process analysis. Sufficient information is presented to introduce and discuss the following concepts inan 80-minute class: capacity, throughput time, cycle time, bottleneck identification and resolution, and work-in-process inventory accumulation and draw-down. Issues that can be explored during the discussion include: shift scheduling, the impactof cross-training, batch versus flow production, rush orders, and the impact of defects on capacity. (An Extend simulation file is available for this case, product 7A94D019.) Ivey Number: 9A94D019 Publication Date: 19/05/1995 Revision Date: 18/07/2000 Geographic Setting: Canada Company Size: Small organization Event Year Start: 1994 Subjects: Process Analysis, Capacity Analysis, Manufacturing Functional Area: Production/Operations Management
Case Author(s): Sahlman, William A.; Wagonfeld, Alison Berkley Publication Date: 09/25/2006 Product Type: Case (Field) HBS Number: 9-807-061 Geographic Setting: United States; West Coast Industry Setting: Agriculture industry Gross Revenues: $450 million revenues Event Year Start: 2005 Event Year End: 2006 Subjects: Capital budgeting; Entrepreneurial finance; Entrepreneurship; Finance; Operations; Strategy Academic Discipline: Entrepreneurship Product Description: Describes a set of decisions confronting the senior management of Earthbound Farm, the largest organic produce company in the world. Focuses on what to do with an East Coast distribution center that is losing money but may be useful strategically.
Case Author(s): John S. Hulland; Anita Sherriff; Sherri Agnew Ivey ID: 9A92A006 Publication Date: 7/9/1992 Revision Date: 6/16/2000 Product Type: Case Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Size: Small Year of Event: 1991 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Conflict Resolution; Ethical Issues; Environment; Advertising Media Major Disciplines: Marketing Product Description: The editor of an environmental magazine has received an advertisement from a large petroleum company for inclusion in the next issue. He is concerned about negative readership response, and must decide whether to include the advertisement. A follow-up case (9A92A007) is available.
Supplement Author(s): John S. Hulland; Anita Sherriff; Sherri Agnew Ivey ID: 9A92A007 Publication Date: 7/9/1992 Revision Date: 1/27/2003 Product Type: Supplement Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Size: Small Year of Event: 1991 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Conflict Resolution; Ethical Issues; Environment; Advertising Media Major Disciplines: Marketing Product Description: The editor of the environmental magazine described in the Earthkeeper Magazine (A), case 9A92A006, has received negative feedback from his decision to run an advertisement from a large petroleum company. He must decide what to do.
Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Choudhry, C S — MAJU - Mohammad Ali Jinnah University Farooque, J I — MAJU - Mohammad Ali Jinnah University Zia, S — MAJU - Mohammad Ali Jinnah University Malik, Z — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 706-031-1 Language: English Category: Ethics and Social Responsibility Data source: Field research Product Year: 2006 Geo location: Pakistan Timing: October 2005 Topics: Introduction; Pakistan; Earthquake; 7.6; Muzaffarabad; Asian subcontinent; Disaster management; Leadership; General Musharraf; President Musharraf Abstract: A devastating earthquake, measuring 7.6 on the Richter scale, hit the northern part of Pakistan on the morning of 8 October 2005. Estimates of the quake’s magnitude varied. The US Geological Survey put the number at 7.6. Rescue and relief operations in many remote villages are in an inferior position, as roads are covered in ruins and many affected areas remain unapproachable. Teams of independent doctors from other parts of the country along with army medical staff are providing some basic access, however a recently set up army medical camp in Muzaffarabad seems to have no bandages, gauze or painkillers. India has offered Pakistan everything from tents and mattresses to army helicopters. While Pakistan has accepted some of the aid, its military government is loathe to accept anything from India they fear is substantial enough to undermine Pakistan‘s dignity and inflame nationalists and religious radicals. Pakistan has refused to accept desperately needed helicopters from India, citing political 'sensitivities', even as huge numbers of Pakistanis in remote areas of the country wait for help and rescuers race the clock to provide it.
Case Steve Buchheit Cost and management accounting courses typically emphasize the superiority of activity-based cost systems (ABC) relative to traditional cost systems. As a result, students often adopt the perspective that ?ABC information is always better.? This case provides an opportunity to challenge the ?ABC is better? perspective in a mature industry. By viewing product cost information in a cost / benefit framework, one can logically argue that imprecise cost information is optimal at Easler Envelope Company ? at least in the short-term. Specifically, the Instructor?s Manual offers suggestions for leading a class discussion comparing (1) the cost of implementing an ABC system to (2) decision changes that would result from ABC?s relatively detailed cost information. In the company?s current environment, it is debatable whether improved decisions would result from more detailed cost information in the short-term. However, as the industry evolves in the long term, will this cost / benefit tradeoff change? The case is intended for undergraduate and graduate introductory managerial accounting courses and for intermediate-level cost management courses.
Case Author(s): W. Glenn Rowe; Natalie Slawinski Publication Date: 1/30/2007 Product Type: Case (Field) Ivey ID: 9B07M021 Geographic Setting: Canada Size: Small Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Project Management; Managing Multiple Stakeholders; Strategy and Resources Major Disciplines: General Management Product Description: The president of the East Coast Trail Association (ECTA), a non-profit organization located in St. John’s, Newfoundland & Labrador, faces numerous challenges as he attempts to pursue the organization‘s 10-year dream of completing a 540 km coastal and wilderness trail on Newfoundland's Avalon peninsula. One of the largest obstacles standing between him and this goal is gaining access to the land on which the remaining sections of the trail will be built. So far, 220 km of trail has been built with the financial assistance of the federal government and corporate sponsorships. A large pool of dedicated volunteers has also contributed countless hours to building the trail, a cause which stands to benefit not only hikers, but the provincial economy in the form of tourism dollars and economic development. However, both the ECTA's financial and volunteer resources are in decline as the association tries to extend the trail. Meanwhile, the existing 220 km of completed trail are in need of resources and maintenance. Time is also running out as developers buy up coastal lands where the association plans to extend the trail. Without access to land, the dream of a 540 km trail will end.
Case Author(s): Jenkins, Robert; Carraway, Robert L. Darden ID: UVA-QA-0664 Published: 8/10/2005 Revised: 8/31/2005 Copyright Year: 1991 Subject Area: Accounting and Control Keywords: Decision analysis risk analysis discounted cash flows time value of money net present value internal rate of return simulation financial analysis project analysis; Abstract: A construction company that serves a 20-county area of eastern Georgia has as its main source of revenue the manufacture and placement of asphaltic concrete used in road construction. Thanks to a new, multiyear, state-funded highway program, the company is considering the purchase of a new nonportable drum-mix plant needed to expand its asphaltic-concrete manufacturing capacity. Students can explore net present value (NPV), payback, profitability index (the ratio of the present value of future cash flows divided by the initial investment), and internal rate of return (IRR) in deciding whether or not the purchase is attractive. See also the B case (UVA-QA-0665).
Case Author(s): Jenkins, Robert; Carraway, Robert L. Darden ID: UVA-QA-0664 Published: 8/10/2005 Revised: 8/31/2005 Copyright Year: 1991 Subject Area: Accounting and Control Keywords: Decision analysis risk analysis discounted cash flows time value of money net present value internal rate of return simulation financial analysis project analysis; Abstract: A construction company that serves a 20-county area of eastern Georgia has as its main source of revenue the manufacture and placement of asphaltic concrete used in road construction. Thanks to a new, multiyear, state-funded highway program, the company is considering the purchase of a new nonportable drum-mix plant needed to expand its asphaltic-concrete manufacturing capacity. Students can explore net present value (NPV), payback, profitability index (the ratio of the present value of future cash flows divided by the initial investment), and internal rate of return (IRR) in deciding whether or not the purchase is attractive. See also the B case (UVA-QA-0665).
Case Author(s): Jenkins, Robert; Carraway, Robert L. Darden ID: UVA-QA-0665 Published: 8/10/2005 Copyright Year: 1991 Subject Area: Management Science Keywords: Decision analysis risk analysis discounted cash flows time value of money net present value internal rate of return simulation financial analysis project analysis; Abstract: A construction company serving a 20-country area of eastern Georgia, has as its main source of revenue the manufacture and placement of asphaltic concrete used in road construction. In response to the demands of a new, multi-year state-funded highway program, the company needs to expand its manufacturing capacity. Now, in addition to the new portable drum-mix plant described in the (A) case (for which the price had been reduced), there is also a used non-portable batch plant available at a very attractive price. At issue is which of the two solutions to pursue.
Case Author(s): Jenkins, Robert; Carraway, Robert L. Darden ID: UVA-QA-0665 Published: 8/10/2005 Copyright Year: 1991 Subject Area: Management Science Keywords: Decision analysis risk analysis discounted cash flows time value of money net present value internal rate of return simulation financial analysis project analysis; Abstract: A construction company serving a 20-country area of eastern Georgia, has as its main source of revenue the manufacture and placement of asphaltic concrete used in road construction. In response to the demands of a new, multi-year state-funded highway program, the company needs to expand its manufacturing capacity. Now, in addition to the new portable drum-mix plant described in the (A) case (for which the price had been reduced), there is also a used non-portable batch plant available at a very attractive price. At issue is which of the two solutions to pursue.
Case Author(s): C. Michael Drexel, Southampton College - L.I.U. Publication Date: Fall 2004 Geographic Setting: New York City Industry Setting: E-Banking Event Year Start: 2004 Event Year End: 2004 Description: Carol O’Reilly is the E.V.P. of a regional bank in the New York metro area. She is evaluating an investment in online banking as an extension of bank services. Her bank, East Side Bank, is one of the most productive in the U.S. In fact, it was named America’s most efficient bank in 1998. This became a cornerstone of their marketing strategy and they fiercely protected their efficiency ratio. She received a visiting contingent of bankers from Finland. Their use of technology and online banking was far more developed than most U.S. banks. Yet they were not nearly as efficient as the top U.S. banks. They discovered on their visit, that their cross selling had suffered as their online capability advanced. The U.S. bank customer was more profitable because they used multiple bank services and were willing to pay higher fees for the personal contact. Ms. O’Reilly’s dilemma was obvious. Should she commit to online banking or forego it to maintain close customer contact? Courses: Corporate Strategy Subjects: Marketing; Money and banking; International business
Case Author(s): Larson, Andrea; York, Jeff Darden ID: UVA-ENT-0093 Published: 1/31/2007 Copyright Year: 2006 Subject Area: Entrepreneurship and Innovation Keywords: Innovation, entrepreneurship, sustainable business, sustainability, triple bottom line, natural environment, environmental, ecology, ecological, green, greening, strategy, implementation, financial returns Abstract: This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase describes the creative and innovative ways sustainability goals were integrated into a development project called Northstar Tahoe, creating a model for real estate and ski resort design to protect community and environmental interests while contributing to the company’s business success and brand recognition.
Case Author(s): Bruner, Robert F.; Opitz, Casey S. Darden ID: UVA-F-1360 Published: 3/22/2002 Copyright Year: 2001 Subject Area: Finance Keywords: equity corporate strategy dividend policy growth strategy valuation Teaching Note: UVA-F-1360TN Student Spreadsheet: UVA-S-F-1360 Faculty Spreadsheet: UVA-S-F-1360TN Abstract: In mid September 2001, Jennifer Campbell, the chief financial officer of this large CAD/CAM (computer-aided design and manufacturing) equipment manufacturer must decide whether to pay out dividends to the firm’s shareholders, or repurchase stock. If Campbell chooses to pay out dividends, she must also decide on the magnitude of the payout. A subsidiary question is whether the firm should embark on a campaign of corporate-image advertising and change its corporate name to reflect its new outlook. The case serves as an omnibus review of the many practical aspects of the dividend and share buyback decisions, including: (1) signaling effects, (2) clientele effects, and (3) finance and investment implications of increasing dividend payout and share repurchase decisions. This case can follow a treatment of the Miller-Modigliani dividend irrelevance theorem and serves to highlight practical considerations in setting dividend policy.
Case Author(s): Bruner, Robert F.; Opitz, Casey S. Darden ID: UVA-F-1360 Published: 3/22/2002 Copyright Year: 2001 Subject Area: Finance Keywords: equity corporate strategy dividend policy growth strategy valuation Teaching Note: UVA-F-1360TN Student Spreadsheet: UVA-S-F-1360 Faculty Spreadsheet: UVA-S-F-1360TN Abstract: In mid September 2001, Jennifer Campbell, the chief financial officer of this large CAD/CAM (computer-aided design and manufacturing) equipment manufacturer must decide whether to pay out dividends to the firm’s shareholders, or repurchase stock. If Campbell chooses to pay out dividends, she must also decide on the magnitude of the payout. A subsidiary question is whether the firm should embark on a campaign of corporate-image advertising and change its corporate name to reflect its new outlook. The case serves as an omnibus review of the many practical aspects of the dividend and share buyback decisions, including: (1) signaling effects, (2) clientele effects, and (3) finance and investment implications of increasing dividend payout and share repurchase decisions. This case can follow a treatment of the Miller-Modigliani dividend irrelevance theorem and serves to highlight practical considerations in setting dividend policy.
Case Author(s): Elson, Louis; Del Guidice, Michael Darden ID: UVA-F-1091 Published: 8/28/1995 Copyright Year: 1995 Subject Area: Finance Keywords: bankruptcy; capital structure; financial planning; labor relations; negotiation; valuation Teaching Note: UVA-F-1090TN Abstract: The B case represents the unions. The A, C, and D cases represent the other players.
Case Author(s): Elson, Louis; Del Guidice, Michael Darden ID: UVA-F-1091 Published: 8/28/1995 Copyright Year: 1995 Subject Area: Finance Keywords: bankruptcy; capital structure; financial planning; labor relations; negotiation; valuation Teaching Note: UVA-F-1090TN Abstract: The B case represents the unions. The A, C, and D cases represent the other players.
Case Author(s): Elson, Louis; Del Guidice, Michael Darden ID: UVA-F-1093 Published: 8/28/1995 Copyright Year: 1995 Subject Area: Finance Keywords: bankruptcy; capital structure; financial planning; labor relations; negotiation; valuation Teaching Note: UVA-F-1090TN Abstract: The D case represents the creditors. The A, B, and C cases represent the other players.
Case Author(s): Elson, Louis; Del Guidice, Michael Darden ID: UVA-F-1093 Published: 8/28/1995 Copyright Year: 1995 Subject Area: Finance Keywords: bankruptcy; capital structure; financial planning; labor relations; negotiation; valuation Teaching Note: UVA-F-1090TN Abstract: The D case represents the creditors. The A, B, and C cases represent the other players.
Case Author(s): Terry H. Deutscher; Kaiser Islam Publication Date: 10/13/2004 Revision Date: 11/1/2007 Product Type: Case Ivey ID: 9B04A030 Geographic Setting: Bangladesh Industry Setting: Banking Size: Medium Year of Event: 2000 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Market segmentation; Market strategy; Marketing planning; Relationship management Major Disciplines: International; Marketing Product Description: Eastern Bank Limited has taken over the Bangladesh operations of the Bank of Credit and Commerce International after its collapse. The new chief executive officer of Eastern Bank must make decisions about which corporate banking clients to target, how to develop and position the Eastern Bank brand, what products to emphasize, in what price structure and whether to centralize or decentralize the bank’s operations. The supplement Eastern Bank Limited (B), product 9B04A031 updates the situation. This case provides a good vehicle for discussing relationship management in a complex service analysis of market segments and the present and future profitability, so that the marketing strategy decisions are customer driven.
Case Author(s): Terry H. Deutscher; Kaiser Islam Publication Date: 10/13/2004 Revision Date: 11/1/2007 Product Type: Case Ivey ID: 9B04A030 Geographic Setting: Bangladesh Industry Setting: Banking Size: Medium Year of Event: 2000 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Market segmentation; Market strategy; Marketing planning; Relationship management Major Disciplines: International; Marketing Product Description: Eastern Bank Limited has taken over the Bangladesh operations of the Bank of Credit and Commerce International after its collapse. The new chief executive officer of Eastern Bank must make decisions about which corporate banking clients to target, how to develop and position the Eastern Bank brand, what products to emphasize, in what price structure and whether to centralize or decentralize the bank’s operations. The supplement Eastern Bank Limited (B), product 9B04A031 updates the situation. This case provides a good vehicle for discussing relationship management in a complex service analysis of market segments and the present and future profitability, so that the marketing strategy decisions are customer driven.
Case Author(s): Deutscher TH; Islam K Publication Date: 10/13/2004 Revision Date: 1/31/2005 Industry: Banking Abstract: Eastern Bank’s key financial data and the key factors in a remarkable turnaround of the bank are presented. The turnaround was achieved despite tough competition from both domestic and international banks. This is a supplement to Eastern BankLimited (A), product 9B04A030. Ivey Number: 9B04A031 Geographic Location: Bangladesh Company Size: Medium organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing Subjects: Relationship Management; Market Strategy; Marketing Planning; Market Segmentation
Case (Field) Author(s): Elizabeth M.A. Grasby; Andrew Sarta Ivey ID: 9B05B010 Publication Date: 2/6/2006 Revision Date: 4/28/2006 Product Type: Case (Field) Teaching Note: 8B05B10 Geographic Setting: Canada Industry Setting: Motor Freight Transportation Size: Medium Year of Event: 2004 Level of Difficulty: 1 - Introductory Subjects: Investment Analysis; Financial Analysis; Cost/Benefit Analysis; Centralization Major Disciplines: Accounting Product Description: The assistant vice-president of strategic development for a trucking company, must investigate the feasibility of moving dispatchers within the long-haul operations department in Quebec, to the head office building in Mississauga, Ontario. Students are given practice using differential analysis as an analytical tool, and are exposed to a work environment involving unions and labor issues within a unionized workforce.
Case Lorsch, Jay W.; Graff, Samantha K. Eastman Chemical Co. spun off from Kodak in 1993. CEO of Eastman, Earnest Deavenport, did not want to see the new company’s board with any members of the Kodak board, so he initiated a deliberate and thorough process to build an entirely new board that he hoped would be, in many ways, on the cutting edge. This case describes the selection process and documents the backgrounds of the chosen directors. Discusses the board‘s first year at work, and it records the reflections "one year in" of Deavenport and a couple of board members. Teaching Purpose: Provides an opportunity to evaluate the process and outcome of building a board from scratch. HBS Number: 9-496-043 Type: Case (Field) Publication Date: 2/13/1996 Geographic Setting: Kingsport, TN Industry Setting: chemicals Number of Employees: 14,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1994 Event Year End: 1995 Subjects: Board of directors; Chemicals; Corporate governance; Organizational behavior
Case Author(s): Dolan, Robert J. Publication Date: 02/25/1994 Revision Date: 05/08/1995 Product Type: Case (Library) Product Description: Eastman Kodak has suffered significant declines in film market share at the hands of lower priced branded producers and private label products. The case presents Kodak’s proposal to launch a new economy brand of film to combat these rivals. Teaching Purpose: To allow students to consider issues of market segmentation, positioning, and pricing as mechanisms for dealing with declining differentiation of goods in an industry. HBS Number: 9-594-111 Geographic Setting: United States Industry Setting: photography Company Size: Fortune 500 Gross Revenues: $20 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Brands; Consumer goods; Market segmentation; Marketing management; Pricing strategy; Product lines Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-597-080), 17p, by Robert J. Dolan
Teaching Note For use with 9-192-030 HBS Number: 5-193-037 Subjects: Corporate strategy; Information services; Information systems; Partnerships; Sourcing; Strategic alliances; Suppliers
Case Stevenson, Howard H.; Gershun, Martha Two professional women are contemplating a business venture. They must assess the nature of the opportunity, what options it opens if they are to pursue the venture, and how they might finance the new business. A rewritten version of an earlier case. HBS Number: 9-393-119 Type: Case (Field) Publication Date: 3/15/1993 Revision Date: 1/24/1994 Geographic Setting: Kansas Industry Setting: jewelry Company Size: start-up Number of Employees: 2 Event Year Start: 1990 Event Year End: 1991 Subjects: Development stage enterprises; Entrepreneurship; Venture capital Supplementary Materials: Supplement (Field), (9-393-120), 2p, by Howard H. Stevenson; Supplement (Field), (9-393-121), 2p, by Howard H. Stevenson; Teaching Note, (5-389-028), 8p, by Michael J. Roberts
Case Stevenson, Howard H. Describes the aftermath of the (A) case. Describes the actions taken and the possible consequences for the company and its principals. Also describes the principals’ attitudes at this point. A rewritten version of an earlier case. Must be used with: (9-393-119) Eastwind Trading Co. (A). HBS Number: 9-393-120 Type: Supplement (Field) Publication Date: 3/15/1993 Subjects: Development stage enterprises; Entrepreneurship; Venture capital
Case Stevenson, Howard H. Shows the final ending of the situation. A rewritten version of an earlier case. Must be used with: (9-393-119) Eastwind Trading Co. (A). HBS Number: 9-393-121 Type: Supplement (Field) Publication Date: 3/15/1993 Subjects: Development stage enterprises; Entrepreneurship; Venture capital
Case Lanfranconi CP; Yuan P A 23-year-old sales executive for a multinational office furniture and supply company was thinking of leaving the company over a dispute regarding her compensation. A friend had suggested setting up her own business: a recruiting agency. The salesexecutive had known some human resources managers and office managers throughout the years, however, she also realized that it was a very competitive business and she had no experience. She did some cost analysis and had to decide whether it wasworth doing. This case could be used as an introduction to management accounting or entrepreneurial finance. Ivey Number: 9A99B033 Publication Date: 4/4/2000 Geographic Setting: China Industry Setting: Business Services Company Size: Small organization Event Year Start: 1998 Subjects: Cost Accounting, Entrepreneurial Finance, Management Accounting Functional Area: Accounting
Case Lanfranconi CP; Yuan P A 23-year-old sales executive for a multinational office furniture and supply company was thinking of leaving the company over a dispute regarding her compensation. After doing some cost analysis on the feasibility of starting a recruiting agency,the young entrepreneur decided it was worth trying. One year later, the company had experienced a successful and profitable first year. This follow-up to the (A) case, 9A99B033, provides the opportunity to compare estimates with actual financialperformance. Ivey Number: 9A99B034 Publication Date: 4/4/2000 Geographic Setting: China Industry Setting: Business Services Company Size: Small organization Event Year Start: 1999 Subjects: Cost Accounting, Entrepreneurial Finance, Management Accounting Functional Area: Accounting
Article Author(s): Sandberg, Kirsten D. Publication Date: 08/01/2002 Product Type: Harvard Management Communication Letter Article Product Description: In this lively Q&A, renowned graphic designer Nigel Holmes offers his views on how graphics are used to convey information. In addition to sketching out best practices for creating charts and presentation graphics, he ruminates on a variety of related themes, including the way people take in visual information and the role and influence of PowerPoint in today’s business. A sidebar distills this thinking into a handy list of do‘s and don'ts. HBS Number: C0208C Subjects: Communication; Presentations Academic Discipline: General management
Case Courty, P; Jacobides, M G; Powell, T Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 305-225-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Europe Industry: Car rental Size: 35 employees Timing: 1997-2005 Topics: Competitive strategy; Market definition; Business model; Strategic innovation; New market space; Value curves; Growth and adaptation; Evaluating business designs; Evaluating strategic innovation; Capability based diversification; Strategic groups; Industr Abstract: This is the first of a six-case series (305-225-1 to 305-230-1). easyCar is a series of cases that tells the story of an innovative car rental company. The series focuses on easyCar?s first five years of existence reviewing how the company had to adjust to market realities and to re-define itself several times. Cases (A)-(F) break down the company?s early history into 6 stages: (A) the decision to enter the car rental market; (B) the 1999 business model; (C) competitive challenges; (D) the 2001 business model; (E) the viability of the 2001 business model; and (F) easyCar in 2005. The series also comprises a comprehensive teaching note, a mini-case (305-231-1) focusing on the early business model and a short case (305-224-1) contrasting the experience of Enterprise Rent-a-Car. The series can be used to address the traditional parts of strategy including market definition, competitive interaction, and resource and capabilities, but it also provides an interactive springboard to discuss strategic innovation, creating new market spaces, and emerging strategies. While the case series is quite accessible to younger students, it is particularly well suited to MBA and executive audiences. The industry is clear enough to be grasped quickly, but there are also several non-obvious s Source: ecch
Case Courty, P; Jacobides, M G; Powell, T Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 305-226-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Europe Industry: Car rental Size: 35 employees Timing: 1997-2005 Topics: Competitive strategy; Market definition; Business model; Strategic innovation; New market space; Value curves; Growth and adaptation; Evaluating business designs; Evaluating strategic innovation; Capability based diversification; Strategic groups; Industr Abstract: This is the second of a six-case series (305-225-1 to 305-230-1). easyCar is a series of cases that tells the story of an innovative car rental company. The series focuses on easyCar?s first five years of existence reviewing how the company had to adjust to market realities and to re-define itself several times. Cases (A)-(F) break down the company?s early history into 6 stages: (A) the decision to enter the car rental market; (B) the 1999 business model; (C) competitive challenges; (D) the 2001 business model; (E) the viability of the 2001 business model; and (F) easyCar in 2005. The series also comprises a comprehensive teaching note, a mini-case (305-231-1) focusing on the early business model and a short case (305-224-1) contrasting the experience of Enterprise Rent-a-Car. The series can be used to address the traditional parts of strategy including market definition, competitive interaction, and resource and capabilities, but it also provides an interactive springboard to discuss strategic innovation, creating new market spaces, and emerging strategies. While the case series is quite accessible to younger students, it is particularly well suited to MBA and executive audiences. The industry is clear enough to be grasped quickly, but there are also several non-obvious Source: ecch
Case Courty, P; Jacobides, M G; Powell, T Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 305-227-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Europe Industry: Car rental Size: 35 employees Timing: 1997-2005 Topics: Competitive strategy; Market definition; Business model; Strategic innovation; New market space; Value curves; Growth and adaptation; Evaluating business designs; Evaluating strategic innovation; Capability based diversification; Strategic groups; Industr Abstract: This is the third of a six-case series (305-225-1 to 305-230-1). easyCar is a series of cases that tells the story of an innovative car rental company. The series focuses on easyCar?s first five years of existence reviewing how the company had to adjust to market realities and to re-define itself several times. Cases (A)-(F) break down the company?s early history into 6 stages: (A) the decision to enter the car rental market; (B) the 1999 business model; (C) competitive challenges; (D) the 2001 business model; (E) the viability of the 2001 business model; and (F) easyCar in 2005. The series also comprises a comprehensive teaching note, a mini-case (305-231-1) focusing on the early business model and a short case (305-224-1) contrasting the experience of Enterprise Rent-a-Car. The series can be used to address the traditional parts of strategy including market definition, competitive interaction, and resource and capabilities, but it also provides an interactive springboard to discuss strategic innovation, creating new market spaces, and emerging strategies. While the case series is quite accessible to younger students, it is particularly well suited to MBA and executive audiences. The industry is clear enough to be grasped quickly, but there are also several non-obvious s Source: ecch
Case Courty, P; Jacobides, M G; Powell, T Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 305-228-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Europe Industry: Car rental Size: 35 employees Timing: 1997-2005 Topics: Competitive strategy; Market definition; Business model; Strategic innovation; New market space; Value curves; Growth and adaptation; Evaluating business designs; Evaluating strategic innovation; Capability based diversification; Strategic groups; Industr Abstract: This is the fourth of a six-case series (305-225-1 to 305-230-1). easyCar is a series of cases that tells the story of an innovative car rental company. The series focuses on easyCar?s first five years of existence reviewing how the company had to adjust to market realities and to re-define itself several times. Cases (A)-(F) break down the company?s early history into 6 stages: (A) the decision to enter the car rental market; (B) the 1999 business model; (C) competitive challenges; (D) the 2001 business model; (E) the viability of the 2001 business model; and (F) easyCar in 2005. The series also comprises a comprehensive teaching note, a mini-case (305-231-1) focusing on the early business model and a short case (305-224-1) contrasting the experience of Enterprise Rent-a-Car. The series can be used to address the traditional parts of strategy including market definition, competitive interaction, and resource and capabilities, but it also provides an interactive springboard to discuss strategic innovation, creating new market spaces, and emerging strategies. While the case series is quite accessible to younger students, it is particularly well suited to MBA and executive audiences. The industry is clear enough to be grasped quickly, but there are also several non-obvious Source: ecch
Case Jacobides, M G Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 305-229-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Europe Industry: Car rental Size: 35 employees Timing: 1997-2005 Topics: Competitive strategy; Market definition; Business model; Strategic innovation; New market space; Value curves; Growth and adaptation; Evaluating business designs; Evaluating strategic innovation; Capability based diversification; Strategic groups; Industr Abstract: This is the fifth of a six-case series (305-225-1 to 305-230-1). easyCar is a series of cases that tells the story of an innovative car rental company. The series focuses on easyCar?s first five years of existence reviewing how the company had to adjust to market realities and to re-define itself several times. Cases (A)-(F) break down the company?s early history into 6 stages: (A) the decision to enter the car rental market; (B) the 1999 business model; (C) competitive challenges; (D) the 2001 business model; (E) the viability of the 2001 business model; and (F) easyCar in 2005. The series also comprises a comprehensive teaching note, a mini-case (305-231-1) focusing on the early business model and a short case (305-224-1) contrasting the experience of Enterprise Rent-a-Car. The series can be used to address the traditional parts of strategy including market definition, competitive interaction, and resource and capabilities, but it also provides an interactive springboard to discuss strategic innovation, creating new market spaces, and emerging strategies. While the case series is quite accessible to younger students, it is particularly well suited to MBA and executive audiences. The industry is clear enough to be grasped quickly, but there are also several non-obvious subtleties. The multi-p Source: ecch
Case Jacobides, M G Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 305-230-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Europe Industry: Car rental Size: 35 employees Timing: 1997-2005 Topics: Competitive strategy; Market definition; Business model; Strategic innovation; New market space; Value curves; Growth and adaptation; Evaluating business designs; Evaluating strategic innovation; Capability based diversification; Strategic groups; Industr Abstract: This is the sixth of a six-case series (305-225-1 to 305-230-1). easyCar is a series of cases that tells the story of an innovative car rental company. The series focuses on easyCar?s first five years of existence reviewing how the company had to adjust to market realities and to re-define itself several times. Cases (A)-(F) break down the company?s early history into 6 stages: (A) the decision to enter the car rental market; (B) the 1999 business model; (C) competitive challenges; (D) the 2001 business model; (E) the viability of the 2001 business model; and (F) easyCar in 2005. The series also comprises a comprehensive teaching note, a mini-case (305-231-1) focusing on the early business model and a short case (305-224-1) contrasting the experience of Enterprise Rent-a-Car. The series can be used to address the traditional parts of strategy including market definition, competitive interaction, and resource and capabilities, but it also provides an interactive springboard to discuss strategic innovation, creating new market spaces, and emerging strategies. While the case series is quite accessible to younger students, it is particularly well suited to MBA and executive audiences. The industry is clear enough to be grasped quickly, but there are also several non-obvious subtleties. The multi-p Source: ecch
Case Courty, P; Jacobides, M G; Powell, T Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 305-231-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Europe Industry: Car rental Size: 35 employees Timing: 1997-2005 Topics: Competitive strategy; Market definition; Business model; Strategic innovation; New market space; Value curves; Growth and adaptation; Evaluating business designs; Evaluating strategic innovation; Capability based diversification; Strategic groups; Industr Abstract: This mini-case accompanies a six-case series (305-225-1 to 305-230-1). easyCar is a series of cases that tells the story of an innovative car rental company. The series focuses on easyCar?s first five years of existence reviewing how the company had to adjust to market realities and to re-define itself several times. Cases (A)-(F) break down the company?s early history into 6 stages: (A) the decision to enter the car rental market; (B) the 1999 business model; (C) competitive challenges; (D) the 2001 business model; (E) the viability of the 2001 business model; and (F) easyCar in 2005. The series also comprises a comprehensive teaching note, this item, a mini-case (305-231-1) focusing on the early business model and a short case (305-224-1) contrasting the experience of Enterprise Rent-a-Car. The series can be used to address the traditional parts of strategy including market definition, competitive interaction, and resource and capabilities, but it also provides an interactive springboard to discuss strategic innovation, creating new market spaces, and emerging strategies. While the case series is quite accessible to younger students, it is particularly well suited to MBA and executive audiences. The industry is clear enough to be grasped quickly, but there are also seve Source: ecch
Case John J. Lawrence, University of Idaho, Luis Solis, Instituto de Empresa Description: Students have to evaluate whether Greek entrepreneur Stelios Haji-Ioannou’s strategy at easyCar.com is on track. Stelios want to take the company public in two years and must prove his low-cost provider strategy to offer customers “outstanding value for the money” in car rentals will generate acceptable market share and profitability. Can easyCar compete effectively against larger, more well-established car rental companies? Does easyCar need to expand into the U.S. car rental market? Publication Date: 2007 Geographic Setting: Europe Industry Setting: Car Rental Event Year Start: 2001 Event Year End: 2003 Courses: Business Policy; e-Commerce; International Course Sequence: Business Strategy; e-Commerce; Lead Off; International Subjects: Business Policy; e-Commerce; Market Analysis; International Supplements: Teaching Note
Case Author(s): Lawrence, John J; Solis, Luis Publication Date: 2006 Case Description: Students have to evaluate whether Greek entrepreneur Stelios Haji-Ioannou’s strategy at easyCar.com is on track. Stelios want to take the company public in two years and must prove his low-cost provider strategy to offer customers “outstanding value for the money” in car rentals will generate acceptable market share and profitability. Can easyCar compete effectively against larger, more well-established car rental companies? Does easyCar need to expand into the U.S. car rental market? Geographic Setting: Europe Industry Setting: Car Rental Courses: Business Policy/e-Commerce/Entrepreneurship/International Course Sequence: Business Strategy/e-Commerce/International Event Year Start: 2001 Event Year End: 2003 Subjects: Business Policy; e-Commerce; International Business Supplements: Teaching Note Source: Thompson-Gamble-Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition
Case Pagliero, M; Courty, P Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 301-228-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2001 Geo location: Europe Industry: Internet cafes Timing: 1999-2001 Topics: Pricing policies; Demand curve; Price discrimination; Peak load pricing; Revenue management; Dynamic pricing Abstract: Founded in 1999 by Stelios Haji-Ioannou, easyEverything quickly became the largest chain of Internet cafes in the world. Stelios used his experience in the airline industry to introduce dynamic pricing in Internet Cafe. The price in the cafes is automatically updated every 5 minutes according to capacity utilisation and, far from discouraging potential customers, the new system has been widely accepted. Although this pricing scheme successfully manages to smooth demand, preventing queues from forming or having empty stores, Stelios believes that it can be improved. The challenge ahead is to find new ways to increase store occupancy without having to decrease prices below reasonable levels. The focus of the case is on pricing and it illustrates how the concepts of demand and price discrimination are used in practice. The aim of the case is to stimulate students to discuss how easyEverything manages its pricing policies to sort consumers in different segments and to make the best use of store capacity. Overall, the case introduces the reader to the fundamental issue of how different pricing instruments can be used to maximise revenues.
Case Velamuri, S R; Xin, F Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 808-021-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2008 Geo location: China Industry: Training, consultancy Size: About 30 employees Timing: 2004-2008 Topics: Entrepreneurship; China; Professional service films; Growth; Organisational development; Training; Start-up Abstract: EasyFinance is a Chinese training company founded in 2004, focusing on finance training. It was set up by two trainers, and Marshall Ma joined in 2005, as the third partner. EasyFinance has experienced rapid growth since its inception by doubling its revenues every year and has become the dominant player in the fragmented and highly competitive Chinese finance training market in 2008. The work force has reached 31 and the organisational structure and processes are also well established. Marshall and his two partners expect to keep doubling revenues for another three years. However, EasyFinance is playing in a relatively small market segment and the shortage of qualified trainers is a bottle-neck that his business has to overcome. Marshall and his team need to identify a feasible way to achieve their ambition. The case touches upon: (1) the challenge entrepreneurial firms face of achieving sustained growth; and (2) organisational development issues in professional service firms, with a special focus on attracting and retaining talent.
Case McCosker, P — University of Worcester Distributor: ecch (www.ecch.com) Reference: 303-067-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2003 Geo location: UK Industry: Airline Size: Revenue u550 million, 2,000 employees Timing: 1995-2003 Topics: No frills; Stelios Haji-Ioannou; September 11; Go; Airbus; Secondary airports; Internet; Ryanair; Control of costs Abstract: The growth of easyJet has been nothing short of phenomenal. Founded by Stelios Haji-Ioannou in 1995 the airline was one of the first to introduce the ’no frills‘ concept to the UK market. Today easyJet is the largest low cost airline in Europe operating a fleet of 67 aircraft on over 100 routes, and during the 12 months to 31 March 2003 it carried almost 19 million passengers. This growth is remarkable as it comes against a background of international terrorism, global recession and intense competition between European airlines. The case examines the factors behind the rapid growth of easyJet and considers key stages in its development including flotation on the London Stock Exchange, control of costs, innovative use of the Internet, the departure of Stelios, and plans for continued expansion. It also explores the difficult business environment in which easyJet operates, particularly post September 11. As a consequence, the case readily lends itself to the application of a number of strategic and general management theories. It also allows easyJet's financial performance to be compared with Ryanair and British Airways.
Case McCosker, P — University of Worcester Distributor: ecch (www.ecch.com) Reference: 303-022-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2003 Geo location: UK Industry: Airline Size: Revenue u550 million, 2,000 employees Timing: 1995-2003 Topics: Low cost airlines; No frills concept; Stelios Haji-Ioannou; Intensely competitive business environment; Growth through acquisition; Innovative control of costs; Financial analysis; The aftermath of September 11 Abstract: The growth of easyJet has been nothing short of phenomenal. Founded by Stelios Haji-Ioannou in 1995, the airline was one of the first to introduce the ’no frills‘ concept to the UK market. Today, just over seven years after its first flight, easyJet is the largest low cost airline in Europe operating a fleet of 64 aircraft on 89 routes. During the 12 months to 30 September 2002, easyJet carried over 11 million passengers and reported a pre-tax profit of u71 million. easyJet continues to grow and has recently acquired former BA subsidiary Go, and announced plans to buy 120 Airbus A319 aircraft. This growth is remarkable as it comes against a background of international terrorism, global recession and intense competition between European airlines. This case will examine the factors behind the rapid growth of easyJet and consider key stages in its development including flotation on the stock exchange, control of costs, innovative use of the Internet, the departure of Stelios, and plans for continued expansion. It goes on to review the business environment in which easyJet operates considering those factors that have assisted its growth to date and the prospects for further expansion. As a consequence the case readily lends itself to the application of a number of strategic and general management theories.
Case Author(s): Kumar, Nirmalya; Rogers, Brian Publication Date: 01/01/2000 Revision Date: 12/11/2002 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Stelios Haji-Ioannou, the 32-year-old CEO and founder of easyJet airlines, achieved profitability for the first time in 1999, almost four years after launching his London-based, low-cost carrier. The concept behind easyJet was to offer low-cost airline service to the masses, and the airline accomplished this by adopting an efficiency-driven operating model, creating brand awareness, and maintaining high levels of customer satisfaction. A key issue in the case is whether the airline will continue to grow and survive in the highly competitive, low-cost segment of the market. In 2000, Haji-Ioannou was anxious to try his hand at launching other businesses, so he started a chain of Internet cafes. Some questioned whether Haji-Ioannou would be able to transfer his low-cost business model successfully to Internet cafes. Undeterred, Haji-Ioannou moved ahead with his plan to create easyEverything, with the belief that he could make a profit by encouraging customers to surf the Internet, send e-mail, and shop online. A 2002 and 2001 ECCH award winner. HBS Number: IMD099 Geographic Setting: Europe Industry Setting: airlines Number of Employees: 1,000 Gross Revenues: $125 million Event Year Start: 1999 Event Year End: 2000 Subjects: Airline industry; Business models; Competition; Europe; Industry analysis; Internet; Marketing strategy; Service management Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (IMD101), 19p, by Nirmalya Kumar, Brian Rogers; Teaching Note, (IMD105), 20p, by Nirmalya Kumar, Brian Rogers
Case Author(s): Kumar, Nirmalya; Rogers, Brian Publication Date: 01/01/2000 Revision Date: 12/17/2002 Product Type: Case (Pub Mat) Publisher: IMD - International Institute for Management Development Product Description: Stelios Haji-Ioannou, the 32-year-old CEO and founder of easyJet airlines, achieved profitability for the first time in 1999, almost four years after launching his London-based, low-cost carrier. The concept behind easyJet was to offer low-cost airline service to the masses, and the airline accomplished this by adopting an efficiency-driven operating model, creating brand awareness, and maintaining high levels of customer satisfaction. A key issue in the case is whether the airline will continue to grow and survive in the highly competitive, low-cost segment of the market. In 2000, Haji-Ioannou was anxious to try his hand at launching other businesses, so he started a chain of Internet cafes. Some questioned whether Haji-Ioannou would be able to transfer his low-cost business model successfully to Internet cafes. Undeterred, Haji-Ioannou moved ahead with his plan to create easyEverything, with the belief that he could make a profit by encouraging customers to surf the Internet, send e-mail, and shop online. A 2002 and 2001 ECCH award winner. HBS Number: IMD100 Geographic Setting: Europe Industry Setting: airlines Number of Employees: 1,000 Gross Revenues: $125 million Event Year Start: 1999 Event Year End: 2000 Subjects: Airline industry; Business models; Competition; Europe; Industry analysis; Internet; Marketing strategy; Service management Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (IMD101), 19p, by Nirmalya Kumar, Brian Rogers; Teaching Note, (IMD105), 20p, by Nirmalya Kumar, Brian Rogers
Case Anderson, J — ESMT European School of Management & Technology GmbH Vandermerwe, S — ESMT European School of Management & Technology GmbH Distributor: ecch (www.ecch.com) Reference: 304-525-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2004 Geo location: United Kingdom Industry: Telecommunications Size: 10 employees Timing: 2004 Topics: easyMobile; easyJet; easyCar; easyEverything; easyGroup; Telmore; Mobile; Easy; Stelios; Mobile virtual network operator (MVNO) Abstract: By early 2004 one of the fastest growing mobile virtual network operator (MVNO) in the world was Telmore, a Danish service provider. Since its inception in November 2000, it had captured 9% of the total mobile telephony market in Denmark through a simple, transparent and low cost Internet-based model that had proved a big hit with customers. It had led a massive price decline in mobile prices, with charges for voice calls dropping 54% in 2003 alone. The rapid growth of Telmore had not been unnoticed by the Chairman of easyGroup, Stelios Haji-Ioannou. An evangelist of the power of the Internet to transform long-established business models, Stelios was best known for creating the European discount airline easyJet and founding one of the world’s fastest growing car-rental companies, easyRentacar. On observing developments in Denmark, Stelios was sure that a no-frills business model - like the one used to undercut the traditional airlines that did away with large numbers of staff and infrastructure - could radically transform the UK and continental European mobile industry. Could Stelios succeed in taking this model beyond Denmark, and what were the implications for established mobile phone companies in the markets he was aiming to target. This case addresses the themes of value innovation, value chain evolution and industr Source: ecch
Case Kenneth G. Hardy, University of Western Ontario Description: The Eat2Eat website consisted of a guide to more than 800 restaurants in Bangkok, Hong Kong, Kuala Lumpur, Shanghai, Singapore, Seoul, Sydney, Taipei and Tokyo. Site users could browse restaurant reviews, recipes, interviews with leading chefs, and lists of top establishments in various categories, plus they could make restaurant reservations online. Does Eat2Eat have a good strategy? Is the company pursuing an attract market opportunity? What will management have to do to grow the business and achieve attractive profitability? Publication Date: 2007 Geographic Setting: Asia Industry Setting: Restaurant reservation service Event Year Start: 2001 Event Year End: 2006 Courses: Business Policy, Entrepreneurship Course Sequence: Business strategy, e-commerce Subjects: business policy/strategy, e-commerce, entrepreneurship Supplements: Teaching Note Case Number: THM16006
Case Author(s): Kenneth G. Hardy; Nigel Goodwin Publication Date: 8/30/2006 Product Type: Case Ivey ID: 9B06A018 Geographic Setting: Asia Industry Setting: Eating and Drinking Places Size: Small Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Entrepreneurial Finance; Startups; E-Commerce; Entrepreneurial Marketing Major Disciplines: Marketing; Entrepreneurship; International Product Description: Eat2Eat.com was an Internet-based restaurant reservation service covering a dozen cities in the Asia Pacific region. It was the principal business of Singapore-based Eat2Eat Pte Ltd. It was launched in 2000 by an entrepreneur and former investment banker with US$1 million of his own capital. He quickly established the capabilities and business model, but after five years, the registered user base remained relatively small at about 12,000. He thought the next step for the company was to expand that user base and hoped that the company could change the way people made plans to eat out. Resources - specifically, time and money - were limited, so any promotional efforts would have to be innovative and efficient. The case focuses on entrepreneurial marketing with sub-themes of financing and small enterprise management. It is a story of an entrepreneur who had an idea and enough money to launch it, but then struggles to achieve adequate scale.
Case Author(s): Laseter, Timothy M.; Rabinovich, Elliot; Rungtusanatham, Johnny; Lappi, Todd; Heckel, Ken Darden ID: UVA-OM-1179 Published: 7/1/2005 Copyright Year: 2005 Subject Area: Operations Management Keywords: Internet; Operations strategy; Retail management; E-commerce Teaching Note: UVA-OM-1179TN Abstract: This case examines a set of expansion options for a successful Internet luggage retailer, with a particular emphasis on the operational complexities.
Case Crossan MM; Ru T Ebao is a year-old Web-based technology company whose founders believe that their e-insurance programs and products have the potential to improve the overall efficiency of China’s traditional insurance industry. In its first year of operation, Ebaohas grown into a 70-person organization with offices in Shanghai and Beijing, and almost all the major insurance companies in China have signed up with the company‘s Web site and are using its e-insurance applications.Ebao's chief executive officer and founder has a long list of challenges to confront in the coming year. The company needs to strengthen its market position in the face of rapidly growing competition and to sustain its rapid growth in a year full ofmarket downturns. As well, Ebao's management team has targeted to achieve break-even by the end of the current year. The company's chief executive officer must determine a concrete business strategy that will lead Ebao onto the next stage ofsuccess. His challenge is to build competitive advantage in the new Internet industry and in an emerging market. Ivey Number: 9B01M054 Publication Date: 1/4/2002 Geographic Setting: China Industry Setting: Insurance and Pension Funds Company Size: Small organization Event Year Start: 2000 Subjects: General Management, E-Commerce, Growth Strategy, Entrepreneurship Functional Area: General Management
Case Author(s): Frei, Frances X.; Rodriguez-Farrar, Hanna Publication Date: 08/29/2001 Revision Date: 09/15/2005 Product Type: Case (Library) Product Description: EBay, the popular Internet-based consumer-to-consumer marketplace, has recently become attractive to corporate customers. According to a vocal subset of eBay customers, the company has lost its way and is set to forsake its traditional business. The case, told from the perspective of two eBay customers — one a buyer, the other a seller -- presents the challenges and opportunities posed by increased corporate involvement. May be used with: (9-700-007) eBay, Inc. HBS Number: 9-602-071 Industry Setting: Internet & online services industries Number of Employees: 1,927 Gross Revenues: $431.4 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Auctions; Electronic commerce; High technology; Internet; Service management Academic Discipline: Operations management Supplementary Materials: Supplement (Library), (9-602-152), 1p, by Frances X. Frei, Hanna Rodriguez-Farrar; Supplement (Library), (9-603-042), 2p, by Frances X. Frei, Hanna Rodriguez-Farrar; Teaching Note, (5-602-126), 23p, by Frances X. Frei
Case Verma, R — David Eccles School of Business Newman, S — David Eccles School of Business Grikscheit, G — David Eccles School of Business Malapati, V — David Eccles School of Business Distributor: ecch (www.ecch.com) Reference: 606-043-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2006 Geo location: United States, International Industry: eCommerce, service sector Size: Large corporation Timing: 2004 Topics: Customer service; Offshore outsourcing; Customer relationship management; Customer satisfaction; Service operations; eBay; Managing risk and fraud; Metrics and benchmarks; On-line auctions; Outsourcing strategies; Outsourcing and technology; Outsourcing v Abstract: The case addresses an extremely critical and timely subject. Offshore outsourcing is hotly debated today in business and political circles, driven by the unrelenting growth of technology and the global economy. The ubiquitous nature of the eBay name adds to the appeal of the case. The authors believe it will be rare to find students in university classrooms today who have not bought or sold something on eBay and who have not been aware of the impact of outsourcing decisions on careers and communities. The case provides insights into eBay’s unique on-line business model, explores the critical role of customer service in rapidly growing on-line enterprises, and stimulates in-depth discussion of the issues managers working in customer service face when making outsourcing decisions. The case is set in late 2004 when the operations director is scheduled to present a new ‘three-tiered' outsourcing strategy to the senior management team lead by Chief Executive Officer Meg Whitman. In addition, at the last minute an unanticipated and largely untried approach to outsourcing is introduced in response to a question pos Source: ecch
Case Author(s): Schill, Michael J.; Burnett, Jason Darden ID: UVA-F-1357 Published: 3/22/2002 Copyright Year: 1999 Subject Area: Finance Keywords: internet; valuation; initial public offering Teaching Note: UVA-F-1357TN Abstract: This case examines the Fall 1998 decision of eBay management to proceed with the company’s initial public offering during the quietest IPO market in twenty years. In Case A, eBay‘s Chief Financial Officer considers the financial and competitive implications of delaying the offering, as well as the challenge of fairly pricing the shares of an emerging unseasoned Internet stock. The case provides an excellent forum for students to discuss the costs and benefits of going public. Case B reviews the events of eBay's first trading day and the associated 160 percent return on the shares. With such a backdrop, students are exposed to one of the well-known finance anomalies—the IPO underpricing phenomenon--and are invited to critically discuss various proposed explanations. The case provides opportunities for the instructor to develop any of the following teaching objectives: -Review the institutional aspects of the equity issuance transaction. -Explore the costs and benefits assoicated with public share offerings. -Examine the impact of market turbulence on the IPO market. -Develop an appreciation for the difficulty of valuing unseasoned firms. -Evaluate the received explanations of various finance anomalies, such as the IPO underpricing anomaly.
Case Author(s): Schill, Michael J.; Burnett, Jason Darden ID: UVA-F-1357 Published: 3/22/2002 Copyright Year: 1999 Subject Area: Finance Keywords: internet; valuation; initial public offering Teaching Note: UVA-F-1357TN Abstract: This case examines the Fall 1998 decision of eBay management to proceed with the company’s initial public offering during the quietest IPO market in twenty years. In Case A, eBay‘s Chief Financial Officer considers the financial and competitive implications of delaying the offering, as well as the challenge of fairly pricing the shares of an emerging unseasoned Internet stock. The case provides an excellent forum for students to discuss the costs and benefits of going public. Case B reviews the events of eBay's first trading day and the associated 160 percent return on the shares. With such a backdrop, students are exposed to one of the well-known finance anomalies—the IPO underpricing phenomenon--and are invited to critically discuss various proposed explanations. The case provides opportunities for the instructor to develop any of the following teaching objectives: -Review the institutional aspects of the equity issuance transaction. -Explore the costs and benefits assoicated with public share offerings. -Examine the impact of market turbulence on the IPO market. -Develop an appreciation for the difficulty of valuing unseasoned firms. -Evaluate the received explanations of various finance anomalies, such as the IPO underpricing anomaly.
Case Author(s): Hawkins, David F.; Cohen, Jacob Publication Date: 11/13/2003 Revision Date: 04/07/2004 Product Type: Case (Library) Product Description: Well-known financial analyst claims that eBay has never been profitable and currently does not generate any “unfettered” cash flow. Teaching Purpose: To explore the measurement and role of free cash flow in financial analysis. HBS Number: 9-104-049 Geographic Setting: United StatesIndustry Setting: InternetNumber of Employees: 4,000Gross Revenues: $1.2 billion revenues Event Year Start: 2002Event Year End: 2002 Subjects: Accounting; Cash flow; Financial accounting; Financial analysis; Internet; Stock options Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-104-050), 12p, by David F. Hawkins, Jacob Cohen
Case Author(s): Edelman, Benjamin ; Larkin, Ian I. Publication Date: 09/28/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 910008 Number of Employees: 16,000 Gross Revenue: $8.5 billion Event Year Start: 2009 Subjects: Advertising strategy; Internet marketing; Lead generation; Sales promotions; Customer relationship management Academic Discipline: Operations management Supplementary Materials: Supplement, (910009), 2p, by Benjamin Edelman,Ian I. Larkin; Supplement, (910012), 1p, by Benjamin Edelman,Ian I. Larkin Product Description: eBay considers adjustments to the structure and rules of its affiliate marketing program, eBay Partner Network (ePN). In particular, eBay reevaluates affiliate compensation structure, the role of bonuses for especially productive affiliates, and the overall rationale for outsourcing online marketing efforts to independent affiliates. The case presents the history and development of ePN, ePN’s importance to eBay, and the mechanics of online affiliate marketing.
Case Author(s): Edelman, Benjamin; Larkin, Ian I. Publication Date: 09/28/2009 Product Type: Supplement (Field) HBS Number: 910009 Subjects: Advertising strategy; Customer relationship management; Internet marketing; Lead generation; Sales promotions Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (910012), 1p, by Benjamin Edelman, Ian I. Larkin Product Description: Supplements the (A) case. Must be used with: (910008) eBay Partner Network (A).
Case Author(s): Edelman, Benjamin ; Larkin, Ian I. Publication Date: 09/28/2009 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 910012 Number of Employees: 16,000 Gross Revenue: $8.5 billion Event Year Start: 2009 Subjects: Advertising strategy; Internet marketing; Lead generation; Sales promotions; Customer relationship management Academic Discipline: Operations management Product Description: Supplements the (A) case.
Case Author(s): Jiangyong, Lu; Tao, Zhigang; Chan, Isabella Publication Date: 11/27/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU701 Geographic Setting: China; United States Industry Setting: E-commerce; Online auction; Retail industry; Wholesale Subjects: Competition; Competitive advantage; Corporate strategy; Internet; Market share Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (HKU702), 7p, by Lu Jiangyong, Zhigang Tao, Isabella Chan Product Description: In December 2006, eBay, Inc, a US company that offers e-commerce, e-payments and internet communication services globally, announced its plan to form a joint venture with China-based online portal and wireless operator, TOM Online, that would give each company 49% and 51% ownership, respectively. This was eBay’s third strategic move in China, following its acquisition of a 33% stake in domestic counterpart EachNet in 2002 that marked its entry into the market, and a full acquisition in 2003. Despite the initial good results, eBay had been losing market share to local rival and Alibaba‘s fully-owned subsidiary — TaoBao. By 2006, eBay had seen its market share drop from a high of 85% to a staggering 29%, while TaoBao's continued to increase, reaching 60%. The joint venture was therefore an attempt by eBay to save its failing Chinese operations. The move also reflected the increasing difficulties foreign internet companies were facing in China because of fierce competition and a changing market environment. eBay believed that it would benefit from TOM Online's local knowledge and political connections. However, some analysts questioned whether political connections alone were the answer and suggested that eBay focus on its product and service offerings instead. How could eBay leverage the joint venture to its success in China? What alternati Source: Harvard
Case Author(s): Bradley, Stephen P.; Porter, Kelley Publication Date: 09/28/1999 Revision Date: 06/21/2001 Product Type: Case (Field) Product Description: eBay was the world’s largest and most popular person-to-person trading community on the Internet. In early 1999, the company was doing very well and seemed to have solved many of its early problems. However, on March 30, 1999, Amazon.com announced that it was entering the online auction arena. This powerful firm could prove to be eBay‘s strongest competitor to date. Teaching Purpose: What should eBay do in light of the entry of its most recent and serious competitor to date. May be used with: (9-602-071) eBay (A): The Customer Marketplace. HBS Number: 9-700-007 Geographic Setting: San Jose, CA Industry Setting: e-commerce Number of Employees: 300 Gross Revenues: $47.3 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Auctions; Electronic commerce; High technology; Internet Academic Discipline: Competitive strategy
Case Author(s): Schill, Michael J.; Burnett, Jason Darden ID: UVA-F-1358 Published: 3/22/2002 Copyright Year: 2002 Subject Area: Finance Keywords: internet; valuation; initial public offering Teaching Note: UVA-F-1357TN Abstract: This case examines the Fall 1998 decision of eBay management to proceed with the company’s initial public offering during the quietest IPO market in twenty years. In Case A, eBay‘s Chief Financial Officer considers the financial and competitive implications of delaying the offering, as well as the challenge of fairly pricing the shares of an emerging unseasoned Internet stock. The case provides an excellent forum for students to discuss the costs and benefits of going public. Case B reviews the events of eBay's first trading day and the associated 160 percent return on the shares. With such a backdrop, students are exposed to one of the well-known finance anomalies — the IPO underpricing phenomenon — and are invited to critically discuss various proposed explanations.
The case provides opportunities for the instructor to develop any of the following teaching objectives:
-Review the institutional aspects of the equity issuance transaction.
-Explore the costs and benefits assoicated with public share offerings.
-Examine the impact of market turbulence on the IPO market.
-Develop an appreciation for the difficulty of valuing unseasoned firms.
-Evaluate the received explanations of various finance anomalies, such as the IPO underpricing anomaly.
Case Author(s): Schill, Michael J.; Burnett, Jason Darden ID: UVA-F-1358 Published: 3/22/2002 Copyright Year: 2002 Subject Area: Finance Keywords: internet; valuation; initial public offering Teaching Note: UVA-F-1357TN Abstract: This case examines the Fall 1998 decision of eBay management to proceed with the company’s initial public offering during the quietest IPO market in twenty years. In Case A, eBay‘s Chief Financial Officer considers the financial and competitive implications of delaying the offering, as well as the challenge of fairly pricing the shares of an emerging unseasoned Internet stock. The case provides an excellent forum for students to discuss the costs and benefits of going public. Case B reviews the events of eBay's first trading day and the associated 160 percent return on the shares. With such a backdrop, students are exposed to one of the well-known finance anomalies — the IPO underpricing phenomenon — and are invited to critically discuss various proposed explanations.
The case provides opportunities for the instructor to develop any of the following teaching objectives:
-Review the institutional aspects of the equity issuance transaction.
-Explore the costs and benefits assoicated with public share offerings.
-Examine the impact of market turbulence on the IPO market.
-Develop an appreciation for the difficulty of valuing unseasoned firms.
-Evaluate the received explanations of various finance anomalies, such as the IPO underpricing anomaly.
Case Author(s): Bradshaw, Mark T. Publication Date: 10/11/2001 Revision Date: 11/18/2005 Product Type: Case (Library) Product Description: The footnote disclosure for eBay, Inc. in 2000 indicates that if the company had accounted for employee stock options under the fair value method, its reported profit of $48 million would have been a loss of $91 million. The protagonist is a prospective member of the compensation committee of the board of directors, which provides a corporate governance perspective on the role of compensation in attracting, motivating, and retaining talented employees. May be used with: (9-102-039) Accounting for Employee Stock Options. HBS Number: 9-102-038 Geographic Setting: San Jose, CA Industry Setting: Stock markets Gross Revenues: $431 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Accounting standards; Annual reports; Compensation; Corporate governance; Disclosure; Financial analysis; Financial statements; GAAP; SEC; Stock options Academic Discipline: Accounting & control Supplementary Materials: Supplement (Library), (9-103-025), 2p, by Mark T. Bradshaw; Supplement (Library), (9-106-027), 2p, by Mark T. Bradshaw, Michele Jurgens; Teaching Note, (5-103-026), 9p, by Mark T. Bradshaw
Case van der Merwe, M — University of Cape Town Stockport, G — The University of Western Australia Pudney, D — The University of Western Australia Distributor: ecch (www.ecch.com) Reference: 301-017-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2001 Geo location: Global Industry: Internet auction Size: US$400 million sales Timing: 1995-2000 Topics: Internet auction industry; Internet profitability; Business model; Global strategy; Strategic leadership Abstract: This case focuses upon the lessons for e-commerce strategy and managing growth whilst remaining profitable. The case chronicles eBay’s development from start-up in 1995 to December 2000. It discusses eBay‘s development of its community and its focus on its core business as well as their use of alliances to provide value adding services. The case also chronicles eBay's acquisition strategy and its move to bricks-and-mortar. This case is especially relevant to the growing e-commerce industry where many e-commerce companies do not exist any more and others remain unprofitable. The fact that eBay was profitable from start-up to 2000 was rare in the e-commerce industry and this distinguishes this case study from other dot.com cases. In addition to making profit, eBay has grown to become the world's largest trading community within 5 years and captured an estimated 80% of the on-line auction market by 2000.
Case Author(s): Marino, Lou & Kreiser, Patrick Publication Date: 2006 Case Description: This case focuses on strategic issues that eBay’s senior managers must address as the company moves beyond the traditional auction niche that it now dominates largely unchallenged. Does expanded use of fixed price formats make good strategic sense for eBay? How can the company maintain its stellar growth rates? What strategic changes may be needed? Geographic Setting: International Industry Setting: e-Commerce Courses: Business Policy/e-Commerce Course Sequence: Business Strategy/e-Commerce Event Year Start: 1996 Event Year End: 2004 Subjects: Business Policy; e-Commerce Supplements: Teaching Note/Video Source: Thompson-Gamble-Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition
Case Marino, Lou & Kreiser, Patrick This freshly updated case focuses on strategic issues that eBay’s senior managers must address as the company moves beyond the traditional auction niche that it now dominates largely unchallenged. Does expanded use of fixed price formats make good strategic sense for eBay? How can the company maintain its stellar growth rates? What strategic changes may be needed? Publication Date: 2004 Geographic Setting: International Industry Setting: e-Commerce Event Year Start: 1996 Event Year End: 2004 Courses: Business Policy; e-Commerce Course Sequence: Business Strategy/e-Commerce Subjects: Business Policy; Electronic Commerce Supplements: Teaching Note/Video
Case Author(s): Baron, David P.; Hoyt, David Publication Date: 08/22/2001 Product Type: Case (Field) Publisher: Stanford University Product Description: eBay hosts the world’s largest online trading community. Members of this community buy and sell in auctions conducted on the eBay web site. The success of this marketplace depends on the ability of buyers and sellers to feel secure in conducting transactions. As the community has grown, the issues involved in providing a safe marketplace have become more and more complicated. Activity conducted on the eBay site are subject to public law, but the company has supplemented public law with its own policies, rules, and regulations intended to provide a safe online environment for its members. This case discusses the private ordering of eBay‘s community, and describes several situations that might require new or revised policies, including privacy of member information, off-site transactions, sale of controversial items, and sale of banned or regulated items. HBS Number: P37 Geographic Setting: United StatesIndustry Setting: Internet marketmakerNumber of Employees: 1,900Gross Revenues: $431 million revenues Event Year Start: 1996Event Year End: 2000 Subjects: Auctions; Community development; Electronic commerce; Internet marketing; World Wide Web Academic Discipline: Operations management Supplementary Materials: Teaching Note, (P37T), 4p, by David P. Baron, David Hoyt
Case Kaufmann, L; Tritt, C; Koch, A; Wilrich, M Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 708-010-1 Language: English Category: Ethics and Social Responsibility Data source: Field research Product Year: 2008 Geo location: Thailand, Asia Industry: Chemical / pharmaceutical Size: 30,000 employees Timing: 2007 Topics: Corporate social responsibility (CSR); Asia; Strategy; Sustainability; Global compact; Social reporting; Thailand; Emerging country; Emerging market; International business; Value chain; Diamond framework; Business ethics; Corporate philanthropy matrix Abstract: This case provides a comprehensive as well as detailed access to the evolving topic of CSR (corporate social responsibility) for senior bachelor and MBA students. The case study enables them to simulate relevant management decisions within the context of the chemicals and pharmaceuticals industry in the Kingdom of Thailand. The story centres on the Managing Director of Merck Thailand, Mr Heinz Landau, and his CSR Manager, Mrs Suwanna Atapan. Both have developed a thorough analysis of the CSR implemented approach to promote suitable elements of their strategy during a corporate meeting for the development of global CSR guidelines for the Merck Group. For this purpose, the case study provides a detailed introduction to CSR, explaining recent developments and key initiatives like the United Nations Global Compact, as well as a complete documentation about CSR measures that have been implemented at Merck Thailand. The required analysis can be performed according to the suggested assignments, which are divided into consecutive steps and build upon each other. To solve the case, the impact of Merck Thailand’s CSR activities needs to be evaluated and potential outside-in linkages identified. Addressing the general applicability of single mea Source: ecch
Case Author(s): Erskine JA; El Kalza E Description: A summer assignment is turning into a nightmare for an intern at a large consulting firm. He has just receive his third reprimand from his boss, and is concerned how this relationship is distracting him from the project he needs to complete and howit could hurt his chances of obtaining full-time employment. He must decide how he can salvage the relationship with his boss and whether this organization is the best fit for him. Ivey Number: 9B04C013 Publication Date: 6/24/2004 Geographic Setting: Abu Dhabi Industry Setting: Business Services Company Size: Medium organization Event Year Start: 2003 Subjects: Management Style; Intercultural Relations; Consulting; Interpersonal Skills Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management
Case Eisenmann, Thomas eBricks.com is developing an online marketplace for construction materials. The start-up company faces two decisions: 1) whether to merge with BluelineOnline.com, a firm providing project management solutions for the construction industry; and 2) whether to develop an online marketplace between contractors and distributors or alternatively, a marketplace between distributors and manufacturers. Teaching Purpose: To illustrate the strategic issues facing a business-to-business online market maker. HBS Number: 9-800-327 Type: Case (Field) Publication Date: 2/28/2000 Geographic Setting: New York, NY Industry Setting: construction Company Size: start-up Number of Employees: 25 Event Year Start: 1999 Event Year End: 1999 Subjects: Building materials industry; Business policy; Business to business; Construction; Electronic commerce; Entrepreneurship; Internet; Vertical integration
Teaching Note For use with 9-800-327 HBS Number: 5-801-245 Subjects: Building materials industry; Business policy; Business to business; Construction; Electronic commerce; Entrepreneurship; Internet; Vertical integration
Case Author(s): McAfee, Andrew; Knoop, Carin-Isabel; Reavi Publication Date: 05/09/2001 Revision Date: 08/10/2001 Product Type: Case (Field) Product Description: Describes a leading pharmaceutical company’s approach to developing e-business capabilities throughout the organization. Highlights the company‘s decision to approach e-business on a more centralized manner. HBS Number: 9-601-057 Geographic Setting: Basel, SwitzerlandIndustry Setting: pharmaceuticalsNumber of Employees: 36,000Gross Revenues: $19 billion revenues Event Year Start: 2001Event Year End: 2001 Subjects: Electronic commerce; Global Research Group; Organizational change; Pharmaceuticals; Restructuring; Strategy implementation; Switzerland; Technology Academic Discipline: Operations management
Case Author(s): Bo Nielsen; Torben Pedersen; Jacob Pyndt Publication Date: 5/29/2008 Product Type: Case Teaching Note: 8B08M14 Ivey ID: 9B08M014 Geographic Setting: Denmark; Global Industry Setting: Leather & Leather Products Size: Medium Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Global Strategy; Value Chain; Competitor Analysis; Vertical Integration; Operations Management; Marketing Management Major Disciplines: Entrepreneurship; General Management; International Product Description: ECCO A/S (ECCO) had been very successful in the footwear industry by focusing on production technology and assuring quality by maintaining full control of the entire value chain from "cow to shoe." As ECCO grew and faced increased international competition, various value chain activities, primarily production and tanning, were offshored to low-cost countries. The fully integrated value chain tied up significant capital and management attention in tanneries and production facilities, which could have been used to strengthen the branding and marketing of ECCO’s shoes. Moreover, an increasingly complex and dispersed global value chain configuration posed organizational and managerial challenges regarding coordination, communication and logistics. This case examines the financial, organizational and managerial challenges of maintaining a highly integrated global value chain and asks students to determine the appropriateness of this set-up in the context of an increasingly market-oriented industry. It is suitable for use in both undergraduate and graduate courses in international corporate strategy, international management, international marketing, supply-chain management, cross-border strategic management and international business studies in general.
Case Baron, David P. Focuses on the nonmarket strategy of a high technology company to influence European standard setting for control networks. Echelon Corp. is a small, privately-held company located in Palo Alto, CA that produces open architecture contr HBS Number: P22 Type: Case (Field) Publication Date: 8/1/1997 Geographic Setting: Europe Industry Setting: electronics Event Year Start: 1996 Event Year End: 1997 Subjects: EC single market; Government & business; Regulation; Strategy formulation Publisher: Stanford University
Case Healy, Paul M.; Jorgensen, Bjorn N.; Joseph, Penny Echlin has received a hostile takeover offer from SPX. Both companies have been undertaking major restructurings, and Echlin’s shareholders face a difficult decision of whether to support current management or to sell out to SPX. Students are asked to analyze the two companies and to prepare a letter from the CEO of each to Echlin‘s shareholders explaining their positions. Teaching Purpose: Financial statement analysis introduction. HBS Number: 9-199-010 Type: Case (Library) Publication Date: 10/1/1998 Revision Date: 1/25/1999 Geographic Setting: Connecticut Industry Setting: auto parts Gross Revenues: $3.6 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Acquisitions; Automotive supplies; Financial analysis; Financial statements; Mergers
Case Author(s): Weber, James; DeLong, Thomas J.; Battilana, Julie Publication Date: 07/21/2009 Revision Date: 09/11/2009 Product Type: Case (Field) HBS Number: 410013 Geographic Setting: United States Number of Employees: 16 Gross Revenues: $3.7 million Event Year Start: 2009 Event Year End: 2009 Subjects: Change management; Crisis management; International organizations; Leadership; Personal strategy & style; Social enterprise; Strategic management; Team leadership; Vision Academic Discipline: Operations management Product Description: This case presents the leadership challenges that Cheryl Dorsey, the president of Echoing Green, faces in early 2009. Echoing Green is a fellowship program that seeks to improve society by identifying and supporting social entrepreneurs who launch organizations to attack some of the world’s most difficult problems. After turning Echoing Green around and re-building an organization almost from scratch over the last 7 years, Dorsey feels that Echoing Green is at a crossroads as it is facing much more competition. Adding to Dorsey‘s challenges, in late 2008 the economy is in crisis and many Echoing Green supporters are reducing or delaying their donations. In this situation, Dorsey has to decide whether, and if so, how to change Echoing Green's strategy as well as whether she is the right person to continue to lead the organization. May be used with: (2-410-022) Echoing Green (HBS Version).
Case Author(s): Hellmann, Thomas; Flanagan, Christopher S Publication Date: 06/04/2001 Product Type: Case (Field) Publisher: Stanford University Product Description: eCircle, a German Internet-based group communications company, was founded in 1999 with a half-dozen employees and a few hundred thousand users on its new C2C platform. By early 2001, the cofounders had built eCircle’s technology platform, had acquired 4.5 million users and 90 employees, and had raised two rounds of financing. It appeared that the company had overcome the initial challenges of a start-up—it had cash, advertising customers for its C2C business, and two customers for its new B2B business. However, despite their early success, the cofounders faced a number of challenges. Could they leverage a relatively successful C2C group communications platform into other profitable business lines, especially B2B offerings? Could they fend off new competition within Europe and the United States? And could they manage their cash flows to survive the financing market slump? The tight economic environment and the struggles and failures of numerous Internet start-ups in early 2001 made growth strategy more of a challenge for eCircle. Its margin for error in such an environment was smaller than when the company first started. HBS Number: E92 Geographic Setting: Munich, GermanyIndustry Setting: Internet group communicationsNumber of Employees: 90Gross Revenues: DM 63,396 revenues Event Year Start: 2000Event Year End: 2001 Subjects: Advertising media; Business to business; Germany; Growth strategy; International entrprnl finance; Internet Academic Discipline: Competitive strategy
Case Author(s): Porter, Michael E.; Kelleher, John C. Publication Date: 06/10/1999 Revision Date: 06/12/2000 Product Type: Case (Field) Product Description: Describes the history and current situation in the retail pharmacy industry, including competition from new merchants and Internet drug stores. Eckerd, one of the top four drug chains, must decide how to position itself for the future. Teaching Purpose: To support a discussion on the evolution of competition and competitive dynamics among rivals. HBS Number: 9-799-141 Geographic Setting: United States Industry Setting: retail drugs Company Size: large Number of Employees: 78,000 Gross Revenues: $10 billion revenues Event Year Start: 1940 Event Year End: 1999 Subjects: Competition; Industry analysis; Retail stores; Strategy formulation Academic Discipline: Competitive strategy
Case Author(s): Parry, Mark E. Darden ID: UVA-M-0605 Published: 3/7/2000 Copyright Year: 1999 Subject Area: Marketing Keywords: internet marketing, channel strategy Teaching Note: UVA-M-0605TN Abstract: In early 1997, Compaq, the world’s largest supplier of personal computers (PCs), faced a growing challenge from direct-marketing rival Dell Computers. This challenge raised two important questions for Compaq CEO Eckhard Pfeiffer. First, should Compaq attack Dell directly by expanding sales through direct marketing channels: Second, should Pfeiffer attempt to improve channel support for Compaq products by launching a joint-manufacturing program with leading distributors?
Case Author(s): Parry, Mark E. Darden ID: UVA-M-0605 Published: 3/7/2000 Copyright Year: 1999 Subject Area: Marketing Keywords: internet marketing, channel strategy Teaching Note: UVA-M-0605TN Abstract: In early 1997, Compaq, the world’s largest supplier of personal computers (PCs), faced a growing challenge from direct-marketing rival Dell Computers. This challenge raised two important questions for Compaq CEO Eckhard Pfeiffer. First, should Compaq attack Dell directly by expanding sales through direct marketing channels: Second, should Pfeiffer attempt to improve channel support for Compaq products by launching a joint-manufacturing program with leading distributors?
Case Author(s): Higgins, Robert F.; Rennella, Mark Publication Date: 12/22/2006 Revision Date: 02/21/2007 Product Type: Case (Field) HBS Number: 9-807-025 Geographic Setting: Massachusetts Industry Setting: Health care industry; IT industry Gross Revenues: $25 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Electronic health records; Entrepreneurship; Expansion; Family businesses; Financing; Health care; Information technology Academic Discipline: Competitive strategy Product Description: In January, 2006, eClinicalWorks (eCW) had an acquisition opportunity that could fundamentally change the way they had done business since the inception of the company in 1999. eClinicalWorks was a privately run business in the healthcare information technology field that took in $25 million in revenue in 2005. Revenues for 2006 were projected to reach $40 million. This successful electronic medical record (EMR) company had grown thanks to their reliable software and responsive customer service. The company had achieved this growth without the help of any outside financing. The five co-founders of eCW, who treated each other like an extended family, invested years of sweat equity and hard work to shape eCW as they wanted. They were also proud of their company culture, which de-emphasized traditional company hierarchies and encouraged independent thinking and cooperative working arrangements across departments. Keeping the company private, in their view, had helped them to maintain this culture. The opportunity to acquire another EMR company offered eCW the chance to grow quickly in an industry that is estimated to take in more than $40 billion in overall revenues in 2007. But this acquisition would require outside financing of some sort. Was this the moment to accelerate the rate of growth to which eCW had become accustomed — catching up with, ra Source: Harvard
Case Author(s): Shaw DC; Porter D Description: A minority shareholder in a new operation has been offered a sum of money by the majority shareholder to buy up his shares. The question is whether or not the price offered is fair, in light of the fact that the market for these new golf clubs ishighly unpredictable and the production costs are not truly representative of the actual amounts that will be required. Ivey Number: 9A84B014 Publication Date: 1/1/84 Revision Date: 7/8/2003 Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 1984 Subjects: Valuation; Earnings Per Share Level of Difficulty: Undergraduate/MBA
Article Jensen, Michael C. The publicly held corporation has outlived its usefulness in many sectors of the economy. New organizations are emerging. Takeovers, leveraged buyouts, and other going-private transactions are manifestations of the change. A central source of waste in the public corporation is the conflict between owners and managers over free cash flow. This conflict helps explain the prominent role of debt in the new organizations. The new organizations’ resolution of the conflict explains how they can motivate people and manage resources more effectively than public corporations. McKinsey Award Winner. HBS Number: 89504 Type: Harvard Business Review Article Publication Date: 9/1/1989 Subjects: McKinsey Award Winners; Public sector
Case Author(s): Arnold, David J. Publication Date: 09/24/1998 Revision Date: 04/24/2002 Product Type: Case (Field) Product Description: Associated Foods is considering a proposed program barter deal submitted by media consultancy ECM, along with other proposals to improve marketing expenditure productivity. This case allows calculation of the quantitative as well as the qualitative issues. Teaching Purpose: To demonstrate international economies of scale in marketing expenditure and to illustrate media buying mechanics. May be used with: (9-594-030) European Communication Management Ltd. HBS Number: 9-599-055 Geographic Setting: GlobalIndustry Setting: media/advertisingNumber of Employees: 50Gross Revenues: $10 million revenues Event Year Start: 1998Event Year End: 1998 Subjects: Advertising; Advertising media; Economies of scale; International marketing Academic Discipline: Marketing
Case Singh, H; Soh, C Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 302-172-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2002 Geo location: Singapore Industry: e-Commerce and IT (information technology) Size: Medium Timing: 2000-2002 Topics: IT (information technology); e-Commerce; e-Strategy; Technology; Infrastructure; Strategy formulation Abstract: In mid-2000, in the wake of the global dotcom crash, Ecnet, a subsidiary of Silkroute, Singapore’s first and best known dotcom company, was going through tough times. It had recently set up an e-marketplace and moved its HQ to Silicon Valley, as part of a series of strategic initiatives. However, by the end of 2001, it had closed down its electronics e-marketplace, Ecnet Exchange. It also shut down its US operations, and moved its global HQ back to Singapore 18 months after setting it up in Silicon Valley. Despite these setbacks, in Q1 2001, the company was reporting that over 20 major manufacturers and more than 1, 600 of their suppliers were using Ecnet‘s solutions and services to transact over US$1 billion monthly. It also reported revenues of US$8.5 million for 2001. Clearly, other strategic initiatives had been quietly underway in 2001 even as some of its earlier dotcom initiatives were being more publicly discarded. Ecnet is remaking itself, and repositioning itself in order to be a viable, long-term business.
Case Osland, G — Butler University McQuiston, D — Butler University Mackoy, R — Butler University Distributor: ecch (www.ecch.com) Reference: 503-050-1 Language: English Category: Marketing Data source: Field research Product Year: 2003 Geo location: Yucatan, Mexico Industry: Tourism Size: US$200 thousand pa, US$2.5 million investment Timing: 2001 (1997-2001) Topics: Ecotourism; Segmentation; Targeting; Positioning; Promotions mix; Financial performance, costs; Balancing multiple goals; Hospitality management; International marketing Abstract: Ms Verena Gerber, a Swiss-Mexican, entered the growing ecotourism industry by developing a resort on a remote part of the Yucatan Peninsula of Mexico. After five years of operations, the resort, Eco Paraiso, has yet to break even. The initial marketing strategy of focusing on wealthy Europeans who would enjoy vacationing in nature has not proven to be successful, and so developing additional, viable target markets becomes an important issue to explore. Once the management team at Eco Paraiso determines who the main target audiences are, they need to develop appropriate positioning strategies, product/service offerings, and marketing communications elements. Management needs to make these changes while balancing multiple goals relating to the ideals of ecotourism and financial solvency. The case is designed to accomplish the following objectives: (1) to introduce/expand the knowledge base of the concept of ecotourism, including the difficulties and challenges facing those trying to compete in the ecotourism market; (2) to illustrate the challenges and difficulties of designing and implementing a viable marketing segmentation strategy that will appeal to groups with varied interests and nationalities; (3) to illustrate the process of market positioning and determining the proper marketing mix for a ser Source: ecch
Case Hardy KG; Heydon P A Canadian entrepreneur has grown a start-up paper-shredding business to almost $5 million over a nine-year period and he now faces some real internal tension over the future pace and direction of growth. Although he would like rapid expansion, herefuses to sell shares or take on debt. Issues from labor to acquisitions are presented, as well as the difficulties in determining operating strategy while keeping up with day-to-day management. Ivey Number: 9A99M043 Publication Date: 6/3/2000 Revision Date: 6/1/2000 Geographic Setting: Canada Industry Setting: Business Services Company Size: Small organization Event Year Start: 1999 Subjects: Corporate Strategy, Strategic Planning, Entrepreneurship, Internationalization Functional Area: General Management
Case Conolly-Smith, C — Kingston University Lomaz, W — Kingston University Rolls-Willson, G — Kingston University Distributor: ecch (www.ecch.com) Reference: 596-041-1 Language: English Category: Marketing Data source: Generalised experience Product Year: 1996 Geo location: UK Industry: Electrical Size: Subsidiary of multinational Timing: 1990s Topics: Target markets; Positioning; Product benefits, competitive advantage; Marketing mix; Distribution; Control; Administrative changes; Financial analysis Abstract: Ecobulb is a Marketing Review case study. It concerns the marketing of Ecobulb, an environmentally friendly long-life light bulb. The holding company has erected a special factory with new machinery and a high research budget to produce the long-life bulbs for what was felt to be a potentially rapidly growing market. However, the factory is currently using only a fraction of its production capacity and it’s making significant losses. The marketing department has been set the challenge of developing markets and profitability to justify the holding company‘s investment. This is a fictional case study which draws on published market research data. Long life lighting products are on sale in supermarkets and electrical stores so that practical market research can be carried out. The marketing and financial data have been developed together in order to allow a detailed investigation of margins and projections of future profitability.
Case Kaufmann, L; Michel, A; Giesecke, R; Hoffmann, T; Marrocco, A; Rickardsson, H Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 205-044-1 Language: English Category: Economics, Politics and Business Environment Data source: Field research Product Year: 2005 Geo location: Europe Industry: Non-governmental organisation Size: 50 employees Timing: 2004 Topics: Certificates; Kyoto Protocol; ECODES; Trading Platform; CO2; Greenhouse; Pollution; Clean Development Mechanism; SWOT (Strengths, weaknesses, opportunities, threats); NGO (Non-governmental organisation) Abstract: The case is about a market entry decision for the Funcacion Ecologia y Desarrollo (ECODES) in the market for CO2 certificates. ECODES is a Non-governmental organisation active in the areas of water and waste treatment, as well as consultancy and public education on environment issues, with an annual income of 1.26 million euros coming from private companies as well as public institutions. ECODES operates with a lean staff, its 22 employees service 10 different product categories in addition to managing the operational aspect of the business. The company?s principal mission is to promote ecological sustainability and it operates in Spain and Latin America. At the time of the case, the EU-15, in response to a Kyoto Protocol commitment, had just opened trading of certificates in a scheme to reduce its greenhouse gas emissions, from 1990 levels, by 8% before 2012. Through the mechanisms of the legislation, European companies emitting greenhouse gases could either reduce their output, or purchase a substitute volume from projects that reduce these gases through Clean Development Mechanisms (CDM). ECODES was eager to enter the market as fast as possible in order to have a first-mover advantage, and earmarked 9,000 euros coming from various sponsors fo Source: ecch
Case Author(s): Nanda, Ashish Publication Date: 05/23/1996 Revision Date: 10/18/2005 Product Type: Case (Field) HBS Number: 9-396-371 Geographic Setting: Minnesota Industry Setting: Commercial cleaning Number of Employees: 2,000 Gross Revenues: $1 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Customer relations; Marketing strategy; Services Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-396-374), 1p, by Ashish Nanda; Supplement, (9-397-105), 2p, by Ashish Nanda; Case Video, (9-397-507), 7 min, by Ecolab, Inc.; Supplement (Field), (9-898-216), 2p, by Ashish Nanda; Supplement (Field), (9-898-279), 4p, by Ashish Nanda; Supplement, (9-397-106), 1p, by Ashish Nanda; Supplement (Field), (9-898-214), 3p, by Ashish Nanda; Supplement (Field), (9-898-215), 3p, by Ashish Nanda; Case Video, DVD, (9-397-509), 7 min, by Ecolab, Inc.; Teaching Note, (5-397-103), 15p, by Ashish Nanda Product Description: Addresses the importance of protecting against and managing employee defections. The (A) case, distributed in advance of the class, describes Ecolab’s solid position in the institutional cleaning business. Faint rumblings of internal dissension at the end of the case are qualified by a five-minute video that emphasizes the loyalty and esprit-de-corps that pervade the company generally. The (B) case comes as a shock in the wake of the (A) case and video. Several of Ecolab‘s trusted senior executives have approached its principal competitor, Diversey, with a proposal to switch loyalties in return for monetary rewards. The (C) case shifts the perspective to Ecolab president Al Schuman, who is wondering how to react to the defections. Discussion of proposed action plans is followed by distributing the (D) case, which describes how Ecolab responded to the challenge. A two-minute video excerpt from Source: Harvard
Case Author(s): Nanda, Ashish Publication Date: 05/27/1997 Revision Date: 10/18/2005 Product Type: Supplement Product Description: Supplements the (A) case. Includes excerpts from speeches by Ecolab president Al Schuman, CEO Sandy Grieve, and three senior sales executives, and highlights the camaraderie and goodwill among senior executives of Ecolab’s Institutional Division. May be used in place of the video. Must be used with: (9-396-371) Ecolab, Inc. HBS Number: 9-397-105 Subjects: Customer relations; Marketing strategy; Services Academic Discipline: General management Supplementary Materials: Case Video, (9-397-507), 7 min, by Ecolab, Inc.; Case Video, DVD, (9-397-509), 7 min, by Ecolab, Inc.; Teaching Note, (5-397-103), 15p, by Ashish Nanda
Case Author(s): Nanda, Ashish Publication Date: 06/05/1998 Revision Date: 10/18/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. A rewritten version of earlier cases. Must be used with: (9-396-371) Ecolab, Inc. HBS Number: 9-898-216 Subjects: Customer relations; Marketing strategy; Services Academic Discipline: General management Supplementary Materials: Case Video, (9-397-507), 7 min, by Ecolab, Inc.; Case Video, DVD, (9-397-509), 7 min, by Ecolab, Inc.; Teaching Note, (5-397-103), 15p, by Ashish Nanda
Case Author(s): Nanda, Ashish Publication Date: 05/27/1997 Revision Date: 10/18/2005 Product Type: Supplement Product Description: Supplements the (A) case. In the weeks following the employee defections, Al Schuman toured Ecolab’s offices extensively. The case excerpts from one of the speeches he made during his tour. May be used in place of the video. Must be used with: (9-396-371) Ecolab, Inc. HBS Number: 9-397-106 Subjects: Customer relations; Marketing strategy; Services Academic Discipline: General management Supplementary Materials: Case Video, (9-397-507), 7 min, by Ecolab, Inc.; Case Video, DVD, (9-397-509), 7 min, by Ecolab, Inc.; Teaching Note, (5-397-103), 15p, by Ashish Nanda
