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Alphabetically : E
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 E+Co: A Tipping Point for Clean Energy Entrepreneurship (A)
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| 20 pp.
| 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
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| E-CHANNEL INTEGRATION @ FNAC.COM
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| 29 pp.
| 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
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| E-COMMERCE AT THE FELIX SCHOELLER GROUP
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| 10 pp.
| 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
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| E-Coms and Their Marketing Strategies
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| 7 pp.
| 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
Source: Harvard
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| E-Duction, Inc.
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| 18 pp.
| 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.
Source: Harvard
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| 18 pp.
| 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
Source: Harvard
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| E-GOVERNMENT IN ESTONIA: ESTABLISHING THE WORLD’S LEADING INFORMATION SOCIETY
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| 25 pp.
| 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
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| E-Retail: Gold Rush or Fool’s Gold?
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| 30 pp.
| 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.
Source: Harvard
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| E-SOURCING AT GRETSCH-UNITAS: GETTING PEOPLE TO LOVE IT
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| 12 pp.
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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
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| E. & J. Gallo Winery
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| 14 pp.
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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?
Source: Thompson
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| E. Rachel Hubka (A)
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| 3 pp.
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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
Source: Harvard
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| E. Rachel Hubka (B)
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| 8 pp.
| 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
Source: Harvard
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| E.F. Hutton (A)
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| 18 pp.
| 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
Source: Harvard
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| E.I. du Pont de Nemours & Co.: Titanium Dioxide
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| 7 pp.
| Case
Author(s): Kester, W. Carl; Glauber, Robert R.; Mullins, David W., Jr.; Dick, Stacy S.
Publication Date: 02/24/1984 Revision Date: 02/28/1986
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 284066
Geographic Setting: United States Gross Revenue: $4 billion assets
Event Year Start: 1972 Event Year End: 1972
Subjects: Present value; Return on investment; Capital budgeting; Financial management; Strategic planning
Academic Discipline: Finance
Supplementary Materials: Case Teaching Note, (289005), 9p, by W. Carl Kester; Spreadsheet Supplement, (XLS062), 0p, by W. Carl Kester, Robert R. Glauber, David W. Mullins, Stacy S. Dick
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.
Source: Harvard
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| E.I. du Pont de Nemours and Co.: The Conoco Split-off (A)
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| 22 pp.
| Case
Author(s): Gilson, Stuart C.; Fagan, Perry L.
Publication Date: 12/12/2001 Revision Date: 07/25/2005
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 202005
Geographic Setting: United States Number of Employees: 98,000 Gross Revenue: $2.5 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Stocks; Reorganization; Recapitalization; Valuation; IPO; Stockholders; Diversification
Academic Discipline: Finance
Supplementary Materials: Supplement, (202006), 2p, by Perry L. Fagan; Supplement, (202007), 2p, by Perry L. Fagan
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).
Source: Harvard
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| 21 pp.
| 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
Source: Harvard
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| EAC Nutrition: Regional Expansion Strategy
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| 25 pp.
| 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.
Source: Harvard
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| 25 pp.
| 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.
Source: Darden
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| 25 pp.
| 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.
Source: Darden
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| eAccess, Ltd.
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| 29 pp.
| 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.
Source: Harvard
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| EADS Airbus Idustries Incorporated
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| 61 pp.
| 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
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| Eager Sellers and Stony Buyers: Understanding the Psychology of New-Product Adoption
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| 12 pp.
| 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
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| Eager Sellers and Stony Buyers: Understanding the Psychology of New-Product Adoption (HBR OnPoint Enhanced Edition)
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| 16 pp.
| 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
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| Early Intervention: How to Minimize the Cost of Conflict
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| 5 pp.
| 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
Source: Harvard
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| EARLY STAGE TERM SHEET
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| 13 pp.
| 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.
Source: Darden
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| 13 pp.
| 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.
Source: Darden
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| EARLY SUPPLIER INVOLVEMENT AT FUJI XEROX, EBINA PLANT
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| 29 pp.
| 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.
Source: ecch
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| Early-Stage Business Vignettes
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| 13 pp.
| 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.
Source: Harvard
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| EARTH BUDDY
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| 3 pp.
| 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
Source: Ivey
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| EARTHQUAKE 2005: THE LESSONS LEARNT
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| 10 pp.
| 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.
Source: ecch
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| East West Partners: Sustainability Strategy in Real Estate Development and Ski Resorts
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| 7 pp.
| 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.
Source: Darden
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| Eastman Chemical Co.: Building a Board from Scratch
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| 17 pp.
| 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
Source: Harvard
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| Eastman Kodak Co.: Managing Information Systems Through Strategic Alliances
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| 24 pp.
| Case
Author(s): Applegate, Lynda M.; Montealegre, Ramiro
Publication Date: 07/30/1991 Revision Date: 09/29/1995
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 192030
Gross Revenue: $18 billion revenues
Event Year Start: 1988 Event Year End: 1991
Subjects: Strategic alliances; Partnerships; Corporate strategy; Information systems; Sourcing; Suppliers
Academic Discipline: Management of Information Systems
Supplementary Materials: Case Teaching Note, (193037), 18p, by Lynda M. Applegate; Video Supplement, (193506), 0p, by
Product Description: In January 1988, Colby Chandler, Kodak CEO, created the Corporate Information Systems (CIS) and appointed Katherine Hudson head. She at once became the first head of IT and first woman corporate vice president in the company. Throughout 1989, Hudson inaugurated a series of organizational initiatives that not only would dramatically change the IT function within Kodak, but would rock the industry. She outsourced data center operations, telecommunications services, and personal computer support to IBM, DEC, and Business Land, respectively. Case presents the complexities in managing information systems through partnerships.
Source: Harvard
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| Eastwind Trading Co. (A)
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| 13 pp.
| 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
Source: Harvard
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| EASYCAR (A)
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| 12 pp.
| 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
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| EASYCAR (B)
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| 7 pp.
| 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
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| EASYCAR (C)
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| 7 pp.
| 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
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| EASYCAR (D)
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| 6 pp.
| 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
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| EASYCAR (MINI CASE)
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| 3 pp.
| 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
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| EASYJET :THE LARGEST LOW COST AIRLINE IN EUROPE
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| 12 pp.
| 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.
Source: ecch
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| EASYJET: THE SPECTACULAR GROWTH OF LOW COST AIRLINES
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| 22 pp.
| 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.
Source: ecch
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| EasyJet: The Web’s Favorite Airline
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| 22 pp.
| 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
Source: Harvard
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| EasyJet: The Web’s Favorite Airline (Abridged)
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| 4 pp.
| 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
Source: Harvard
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| Eat2Eat.com
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| 9 pp.
| 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
Source: Thompson
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| eBay (A): The Customer Marketplace
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| 17 pp.
| 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
Source: Harvard
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| EBAY CUSTOMER SUPPORT OUTSOURCING
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| 26 pp.
| 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
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| eBay Partner Network (A)
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| 14 pp.
| Case
Author(s): Edelman, Benjamin; Larkin, Ian I.
Publication Date: 09/28/2009 Revision Date: 08/11/2010
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; Case Teaching Note, (910025), 9p, 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.
Source: Harvard
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| eBay Partner Network (B)
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| 2 pp.
| Case
Author(s): Edelman, Benjamin; Larkin, Ian I.
Publication Date: 09/28/2009 Revision Date: 08/13/2010
Product Type: Supplement (Field)
Publisher: Harvard Business School
HBS Number: 910009
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, (910012), 1p, by Benjamin Edelman, Ian I. Larkin; Case Teaching Note, (910025), 9p, by Benjamin Edelman, Ian I. Larkin
Product Description: Supplements the (A) case.
Source: Harvard
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| eBay’s Strategy in China: Alliance or Acquisition
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| 32 pp.
| 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
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| eBay, Inc.: Stock Option Plans (A)
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| 14 pp.
| 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
Source: Harvard
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| eBay: Private Ordering for an Online Community
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| 21 pp.
| 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
Source: Harvard
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| EBIT AND ETHICS: CORPORATE SOCIAL RESPONSIBILITY AT MERCK LTD, THAILAND
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| 23 pp.
| 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
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| Ebro Puleva
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| 31 pp.
| Case
Author(s): Bell, David E.; de Castro, Antonio Garcia; Paniagua, Rocio Reina; Shelman, Mary
Publication Date: 12/23/2009 Revision Date: 06/14/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 510026
Geographic Setting: Spain Number of Employees: 7,250 Gross Revenue: $3.8 billion
Event Year Start: 2009 Subjects: International business; Leadership; Corporate strategy; Branding
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (510100), 5p, by David E. Bell, Mary Shelman
Product Description: Once Spain’s largest sugar company, Ebro Puleva has been transformed through a series of international acquisitions into the world‘s largest package rice company and second largest pasta company. In 2009, Chairman Antonio Hernandez Callejas must decide how to proceed now that the firm's sugar business has been sold. A specific question is whether the firm should sell its dairy business, which is limited to Spain. The case discusses the firm's branding strategy, approach to integration, and organizational structure used to manage a global business. The case also describes several changes in consumer behavior and the retail food market brought on by the global financial crisis.
Source: Harvard
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| 31 pp.
| Case
Author(s): Bell, David E.; de Castro, Antonio Garcia; Paniagua, Rocio Reina; Shelman, Mary
Publication Date: 12/23/2009 Revision Date: 06/14/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 510026
Geographic Setting: Spain Number of Employees: 7,250 Gross Revenue: $3.8 billion
Event Year Start: 2009 Subjects: International business; Leadership; Corporate strategy; Branding
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (510100), 5p, by David E. Bell, Mary Shelman
Product Description: Once Spain’s largest sugar company, Ebro Puleva has been transformed through a series of international acquisitions into the world‘s largest package rice company and second largest pasta company. In 2009, Chairman Antonio Hernandez Callejas must decide how to proceed now that the firm's sugar business has been sold. A specific question is whether the firm should sell its dairy business, which is limited to Spain. The case discusses the firm's branding strategy, approach to integration, and organizational structure used to manage a global business. The case also describes several changes in consumer behavior and the retail food market brought on by the global financial crisis.
Source: Harvard
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| ECCO A/S - Global Value Chain Management
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| 21 pp.
| 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.
Source: Ivey
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| Echoing Green
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| 15 pp.
| Case
Author(s): Battilana, Julie ; Delong, Thomas J.; Weber, James
Publication Date: 07/21/2009 Revision Date: 12/07/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 410013
Geographic Setting: United States Number of Employees: 16 Gross Revenue: $3.7 million
Event Year Start: 2009 Subjects: Crisis management; Leadership; Change management; Vision; Personal strategy & style; Social enterprise; Strategy management; International organizations; Leading teams
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.
Source: Harvard
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| 15 pp.
| Case
Author(s): Battilana, Julie ; Delong, Thomas J.; Weber, James
Publication Date: 07/21/2009 Revision Date: 12/07/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 410013
Geographic Setting: United States Number of Employees: 16 Gross Revenue: $3.7 million
Event Year Start: 2009 Subjects: Crisis management; Leadership; Change management; Vision; Personal strategy & style; Social enterprise; Strategy management; International organizations; Leading teams
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.
Source: Harvard
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| eCircle AG
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| 18 pp.
| 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
Source: Harvard
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| eClinicalWorks: The Paths to Growth
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| 30 pp.
| Case
Author(s): Higgins, Robert F.; Rennella, Mark
Publication Date: 12/22/2006 Revision Date: 08/04/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 807025
Geographic Setting: Massachusetts Gross Revenue: $25 million revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Financing; Entrepreneurship; Expansion; Information & technology; Family businesses
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, rather than anticipating, how their customer base would ex
Source: Harvard
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| 30 pp.
| 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
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