To include an item in your complimentary custom book, click the item's Add link.
If there is a View link next to an item, you can view the pages by clicking on the link.
To review the list of items you have selected so far, click on the word Review in the progress bar above.
Case Thomas R. Miller, Robert R. Taylor, V. Carol DanchowerA dean gave permission for a staff person to attend class during the workday and now that person faces disciplinary action for doing so. But the dean and his staff person are both aware that minority staff members are encouraged to take courses during the workday under a special affirmative action program. The dean must decide whether to appeal the sanctions and fight for equal treatment of his staff person. Source: North American Case Research Association, Case Research Journal, Fall 1992, Vol. 12, Issue 3. Copyright 1992. Courses: Human Resources; Organizational Behavior Topics:
Case Chaddad, F — Accenture, Brazil Stockport, G — The University of Western Australia Distributor: ecch (www.ecch.com) Reference: 301-210-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2001 Geo location: Global Industry: Internet protocol routers Size: US$674 million sales in 2001 Timing: 1996-2001 Topics: Industry structure; Competitive positioning; David versus Goliath (Juniper v Cisco); Focus strategy; Product innovation; Fast growth; Strategic options; Investor relations Abstract: This case study analyses industry structure and competitive positioning within the global Internet Protocol (IP) routers industry. More specifically, it analyses how Juniper was able to capture a 38% share (as at Q1 - 2001) - largely, at the expense of industry goliath, Cisco. The case has a nice David versus Goliath theme. The case study shows how the industry is segmented and how Juniper’s growth has been largely based upon a focus strategy aimed at the fastest growing customer segment - Internet Service Providers (ISPs). This strategy has been built upon rapid product innovation as well as secrecy (until the product is ready for the market). Possible strategy options are presented at the end of the case study. Unlike the vast majority of Internet start-ups, Juniper is profitable, but its share price had been hit by the recent dot.com bubble burst.
Case Whelan, G — The Institute of Technology Tallaght (ITT) O’Gorman, C — University College Dublin (UCD) Distributor: ecch (www.ecch.com) Reference: 806-060-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: Northern Ireland Industry: Medical devices Size: Small and medium enterprises (SMEs) Timing: 1980-2005 Topics: Entrepreneur; New venture creation; Start-up; Hero; Northern Ireland; Medical products; High-tech; Research and development (R&D); Scientist; Ernst & Young Abstract: The case presents a description of firm emergence and a representation of the ‘classic' entrepreneurial 'rags to riches' story. The case tells the story of Peter Fitzgerald and the biotechnology firm he created, Randox Laboratories. The firm was founded in 1982 in Northern Ireland and has grown to annual revenues of 70 million euros (u48m). The case begins with a short history of Fitzgerald's childhood and background; his education; his career; and his decision to quit full-time employment. It then describes the initial founding of Randox, including how he identified the business opportunity; how he amassed the resources needed; and how he developed his initial sales. The case then describes the emergence of the firm, outlining how the firm grew and the challenges related to the growth of the firm. Peter Fitzgerald believes that his company is now ready to challenge the giant multinational competitors. The challenge now facing Fitzgerald is to transform Randox into the leading medical diagnostics company in the world from its base in rural County Antrim in the north of Ireland. The case can be used: (1) to explore the evolution of a new firm in the context of the entrepreneur's history; (2) to explore the meaning of the entrepreneurial story, including a discussion of the Schumpeterian and universal hero myth; (3) Source: ecch
Case Author(s): Abrami, Regina ; Abrami, Regina ; Kirby, William C.; Kirby, William C.; McFarlan, F. Warren; McFarlan, F. Warren; Wathieu, Luc ; Wathieu, Luc ; Wang, Gao ; Li, Fei ; Manty, Tracy Yuen Publication Date: 08/09/2007 Revision Date: 03/07/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 308025 Geographic Setting: China Gross Revenue: $6 billion revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Marketing; Marketing management; Brand management Academic Discipline: Marketing Product Description: Fiyta had long been on of China’s foremost watch brands. However, as China‘s economy began to improve and the livelihood of many Chinese rose with it, their tastes began to change. Exposed to more luxurious foreign brands, many Chinese strived to purchase a Swiss or Japanese watch. How could Fiyta build up its brand image to a more sophisticated Chinese consumer? What marketing activities should it undertake to reinvigorate its brand? Is it meeting the needs of all segments of Chinese consumers? Should it?
Case Author(s): Haywood-Farmer JS; Ramsay B Publication Date: 11/23/2004 Industry: Printing, Publishing & Allied Industries Abstract: 4Print Company is a small printing firm with three locations in the greater Toronto area. An employee is preparing for lease negotiation meetings with the property management company. He knew his boss would lead the discussion but wanted to haveall the necessary material since negotiating favourable lease terms would help to ensure that 4Print would continue to grow in the competitive printing industry. Ivey Number: 9B04M042 Geographic Location: Canada Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Corporate Culture; Management Succession; Negotiation; Entrepreneurship
Case Author(s): Poorvu, William J.; Brown, Donald A. Publication Date: 08/29/1995 Revision Date: 12/05/2003 Product Type: Case (Field) Product Description: In September 2003, Mason Sexton, a young, inexperienced developer, was making plans to replace a rooming house he had inherited next to the University of Virginia campus in Charlottesville with a new 14-unit, 5-story apartment house. His attempts to assemble the information, approvals, and resources necessary to go ahead point up the steps and risks inherent in the development process. Using the example of a small-scale residential project, this case illustrates development lessons applicable to projects of any scale. Teaching Purpose: Traces the development process from the precommitment to the construction phase on a small scale. Serves as an excellent introduction to the real estate development process. A rewritten version of an earlier case. HBS Number: 9-396-001 Geographic Setting: Virginia Industry Setting: real estate Number of Employees: 1 Gross Revenues: $65,000 revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Construction; Entrepreneurship; Real estate; Regulated industries Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-396-381), 8p, by William J. Poorvu
Case Author(s): Bohmer, Richard; Campbell, Bradley Publication Date: 10/22/2002 Product Type: Case (Field) Product Description: John Crowley, CEO of Novazyme Pharmaceuticals, a start-up biotechnology firm developing an orphan drug to treat a rare lysosomal storage disorder from which his children suffer, must choose between a partnership and a buyout to have sufficient funds and support to get the drug to the market. Accompanying this dilemma are questions relating to Novazyme’s clinical trial strategy, marketing, sales, production, and pricing. This case introduces students to the FDA drug approval process and government-supported financial inducements to develop drugs for small patient populations. Also provides insight into the nature of strategic relationships in the biotechnology and pharmaceutical industries. Teaching Purpose: To understand the forces affecting the development and introduction of biologic therapeutics into practice. HBS Number: 9-603-048 Geographic Setting: Oklahoma, New Jersey Industry Setting: biotechnology Company Size: start-up Number of Employees: 40 Event Year Start: 2001 Event Year End: 2001 Subjects: Biotechnology; Business government relations; Health care; Manufacturing; Partnerships; Pharmaceuticals; Product development Academic Discipline: Operations management
Article Author(s): Billington, Jim Publication Date: 03/01/1997 Product Type: Harvard Management Update Article Product Description: Every manager ought to have a grounding in risk and its near kin, decision theory, in order to make intelligent business decisions. Managers view risk in a limited way — four out of five managers think of risk in terms of negative outcomes only, instead of as the distribution of all possible outcomes. Risk should be considered in three different categories: 1) risk as hazard -- managers should place their emphasis on minimizing negative events; 2) risk as uncertainty -- managers should study all possible outcomes with an eye toward reducing the variance between anticipated outcomes and actual results; and 3) risk as opportunity -- managers must assess the risks inherent in opportunities, for taking too little risk can be as much a management failure as taking too much. Opportunity risk reflects the upside and emphasizes innovation, initiative, and entrepreneurship. In fact, the most successful managers take the most upside risks. HBS Number: U9703D Geographic Setting:Industry Setting: Subjects: Decision theory; Entrepreneurship; Innovation; Risk management; Uncertainty Academic Discipline: Negotiations
Article Morley, Eileen D.; Silver, Andrew Similarities exist between the management of a film project and the management of other temporary work systems, such as technical or scientific projects, consulting teams, task forces, and other short-term task groups. Most temporary projects go through an analogous series of phases, including planning and recruiting, implementing and leading, and follow up and clean up. By examining one film director’s successful approach to managing creativity, insights applicable to the business world are gained regarding the stimulation of creativity, working relationships, and leadership styles. HBS Number: 77210 Type: Harvard Business Review Article Publication Date: 3/1/1977 Subjects: Creativity; Entertainment industry; Management styles; Personnel management; Project management
Case John A.C. Stanbury Source: The Society for Case Research, Annual Advances 1997, Copyright 1998. Topics: Business Policy/Strategy; China; Finance; International Business
Article Author(s): Froot, Kenneth A.; Scharfstein, David S.; Publication Date: 11/01/1994 Product Type: Harvard Business Review Article Product Description: In recent years, managers have become aware of how their companies can be buffeted by risks beyond their control. To insulate themselves from such risks, many companies are turning to the derivatives markets, taking advantage of instruments like forwards, futures, options, and swaps. Although heavily involved in risk management, most companies do not have clear goals underlying their hedging programs. Without such goals, using derivatives can be dangerous. The authors present a framework to guide top-level managers in developing a coherent risk-management strategy. That strategy cannot be delegated to the corporate treasurer—let alone to a hotshot financial engineer. Ultimately, a company’s risk-management strategy needs to be integrated with its overall corporate strategy. A risk-management program should have one overarching goal: to ensure that a company has the cash available to make value-enhancing investments. HBS Number: 94604 Subjects: Derivatives; Financial instruments; Financial strategy; Hedging; Risk; Risk management Academic Discipline: Negotiations
Article Slater, Stanley F.;Olson, Eric M. Today’s strange, new business world needs an augme HBS Number: BH068 Type: Business Horizons Article Publication Date: 1/15/02 Subjects: Business policy, Competitive strategy, Corporate strategy, General management, Industry analysis, Organization, Organizational design.
2. Ford Motor Company in 2004: Entering Second Century of Existence Author(s): Damarju, Naga Lakshmi; Byrne, John C.; Eisner, Alan B. Description: In its centennial year 2003, Ford Motor Company was facing doubts about its existence. Increased competition, declining market share, a poor cash situation, large unfunded pension and retiree medical liabilities, and, above all, a top management team that was not working together had contributed to the loss of money on almost every car sale. CEO Bill Ford was faced with the monumental task of reviving the world famous automaker from the brink of death. What could he do to succeed? This case can be used to provide an overview of strategic management, leading to a discussion of both business and corporate level strategy within the U.S. automobile industry environment. Can be compared and contrasted with the internal analysis and external environmental challenges also faced by General Motors (Case 24). Publication Date: 2007 Revision Date: N/A Event Year Start: 2003 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Automobile Courses: Business/Management and Organization/Strategic Management Course Sequence: Strategy Concept; Business-level Strategy; Corporate-level Strategy; External Environment; Internal Analysis Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Portfolio Management Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3002
2. Ford Motor Company in 2004: Entering Second Century of Existence Author(s): Damarju, Naga Lakshmi; Byrne, John C.; Eisner, Alan B. Description: In its centennial year 2003, Ford Motor Company was facing doubts about its existence. Increased competition, declining market share, a poor cash situation, large unfunded pension and retiree medical liabilities, and, above all, a top management team that was not working together had contributed to the loss of money on almost every car sale. CEO Bill Ford was faced with the monumental task of reviving the world famous automaker from the brink of death. What could he do to succeed? This case can be used to provide an overview of strategic management, leading to a discussion of both business and corporate level strategy within the U.S. automobile industry environment. Can be compared and contrasted with the internal analysis and external environmental challenges also faced by General Motors (Case 24). Publication Date: 2007 Revision Date: N/A Event Year Start: 2003 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Automobile Courses: Business/Management and Organization/Strategic Management Course Sequence: Strategy Concept; Business-level Strategy; Corporate-level Strategy; External Environment; Internal Analysis Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Portfolio Management Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3002
21. FreshDirect Author(s): Eisner, Alan B.; Townsend, Keeley Description: FreshDirect is a New York City-based online grocery store with a state-of-the-art production center; top-notch personnel; leading edge manufacturing software; the highest standard of cleanliness, health and safety; and an informative and user-friendly web site. Despite a large potential target audience, the online segment has been slow to catch on. For FreshDirect, maintaining a high product quality while keeping product prices low leads to razor thin margins and abundant competition from both online and traditional grocers. Can FreshDirect handle the competition? This is a flexible and comprehensive case that connects traditional business-level strategy issues with digital business strategies, innovation and the creation of new ventures. It has enough technical components to interest the Internet-savvy student, plus the generic consumer products are familiar to all shoppers. Publication Date: 2004 Revision Date: N/A Event Year Start: 2001 Event Year End: 2003 Geographic Setting: U.S. Industry Setting: Grocery Courses: Business/Management and Organization/Strategic Management Course Sequence: Business-level Strategy; External Environment; Internal Analysis; Digital Business Strategy; Managing Innovation; Creating New Ventures Subjects: Business Policy; Competitive Strategy; Asset Analysis; Innovation & Technology; Consumer Product Goods; Digital Business; Entrepreneurship Supplements: Teaching Note Case Number: DLE3021
40. FreshDirect: Delivering the Goods? Author(s): Eisner, Alan B.; Assenza, Pauline; Rahman, Noushi; Townsend, Keeley Case Number: DLE5040 Publication Date: 2009 Revision Date: N/A Event Year Start: 2001 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Grocery Courses: Business; Management and Organization; Strategic Management; Organizational Behavior Course Sequence: Business-level Strategy; External Environment; Internal Analysis; Managing Innovation; Entrepreneurial Strategies and Competitive Dynamics Subjects: Business Policy; Competitive Strategy; Asset Analysis; Innovation & Technology; Consumer Product Goods; Digital Business; Entrepreneurship Supplements: Teaching Note; PowerPoint Notes; Online Web Links Description: Can FreshDirect, a New York City based online grocer, maintaining a high product quality while keeping product prices low leading to razor thin margins among abundant competition from both online and tradition grocers.
Note Author(s): Stephen Sapp Publication Date: 4/21/2008 Product Type: Note Ivey ID: 9B08N010 Geographic Setting: Canada Industry Setting: Holdings and other Investment Companies Size: Small Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Statistical Analysis; Investment Analysis; Efficient Market; Capital Markets Major Disciplines: Finance Product Description: A new analyst is tasked with characterizing the returns from different funds and using the analysis to draw conclusions about the strengths and weaknesses of the different funds for the firm’s clients. The case focuses on the examination of financial data using a variety of different statistical techniques.
Note Author(s): Stephen Sapp Publication Date: 4/21/2008 Product Type: Note Ivey ID: 9B08N009 Geographic Setting: Canada Industry Setting: Holdings and other Investment Companies Size: Small Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Statistical Analysis; Risk Analysis; Risk Management; Investment Analysis Major Disciplines: Finance Product Description: Within the context of a fictitious hedge fund, a new analyst has been asked to use value at risk (VaR) to evaluate two potential additions to its portfolio of funds. The case introduces a number of different methods of calculating VaR using many of the most common parametric and simulation-based techniques.
Case Author(s): Applegate, Lynda M.; Austin, Robert D. Publication Date: 01/08/2009 Revision Date: 02/26/2009 Product Type: Case (Field) HBS Number: 809099 Geographic Setting: Finland Industry Setting: Information systems Number of Employees: 700 Gross Revenues: $120 million (US) Event Year Start: 2008 Event Year End: 2008 Subjects: Computer security; Disruptive innovations; Information management; Information systems; Security & privacy; Software development; Technology; Technology management Academic Discipline: Management of information systems Product Description: Describes the development of a business model based on “software as a service” (SaaS) for security solution distributed through Internet Service Providers (ISPs). F-Secure disruptively entered a mature business with dominant players by executing an innovative new service modal. The case describes the challenges involved in developing and executing the new service model, and offers students opportunities to discuss the evolving challenges the company faces looking forward.
Case Author(s): Applegate, Lynda M.; Austin, Robert D. Publication Date: 01/08/2009 Product Type: Case (Field) HBS Number: 9-809-099 Geographic Setting: Finland Industry Setting: Information systems Number of Employees: 700 Gross Revenues: $120 million (US) Event Year Start: 2008 Event Year End: 2008 Subjects: Computer security; Disruptive innovations; Information management; Information systems; Security & privacy; Software development; Technology; Technology management Academic Discipline: Management of information systems Product Description: Describes the development of a business model based on “software as a service” (SaaS) for security solution distributed through Internet Service Providers (ISPs). F-Secure disruptively entered a mature business with dominant players by executing an innovative new service modal. The case describes the challenges involved in developing and executing the new service model, and offers students opportunities to discuss the evolving challenges the company faces looking forward.
Case Author(s): Applegate, Lynda M.; Austin, Robert D. Publication Date: 01/08/2009 Revision Date: 02/26/2009 Product Type: Case (Field) HBS Number: 809099 Geographic Setting: Finland Industry Setting: Information systems Number of Employees: 700 Gross Revenues: $120 million (US) Event Year Start: 2008 Event Year End: 2008 Subjects: Computer security; Disruptive innovations; Information management; Information systems; Security & privacy; Software development; Technology; Technology management Academic Discipline: Management of information systems Product Description: Describes the development of a business model based on “software as a service” (SaaS) for security solution distributed through Internet Service Providers (ISPs). F-Secure disruptively entered a mature business with dominant players by executing an innovative new service modal. The case describes the challenges involved in developing and executing the new service model, and offers students opportunities to discuss the evolving challenges the company faces looking forward.
Case Author(s): Hugh Grove, Tom Cook, Steve Coburn Source: Business Case Journal — 2005 Subjects: Managerial accounting; Technology; Financial accounting; Benchmarking; Competition; Business strategy Description: F5 Networks’ Chief Financial Officer (CFO) focused on what types and amounts of information he should present for the upcoming road shows to potential investors. From his prior experience with initial and secondary public offerings, he knew that potential investors normally have benchmarking, budgeting, and business valuation questions for him and ask about future trends for F5‘s revenues, earnings, cash flows, and stock price. The CFO needed to make decisions concerning these information issues quickly since F5's road shows were scheduled to start this month (October 2003) for a secondary public offering in light of the stock market's recent strong performance, especially for technology stocks. First, the CFO must decide what benchmarking information about F5's competitors was relevant for discussing with potential investors F5's current performance gaps and business strategies for eliminating those gaps. F5 does not compete with Cisco in all phases of the Internet Protocol (IP) network market that includes servers, routers, and switches, where Cisco has over a 90 percent market share. However, Cisco is the major competitor (35 percent market share) in F5's IP market niche of application traffic management where it is currently the number two competitor with a 20 percent market share. Second, the CFO must decide what budget information was relevant for discussions with potential investors. F5 has gained market share in each of the last seven quarters, and as also generated positive cash flow in each of the last ten quarters. Now the CFO's focus is upon earnings improvement through cost management in F5's current budget. He has considered how to reduce or eliminate performance gaps from F5's benchmarking analysis and how Source: SOCCR
Case Kaufmann, L; Michel, A; Hagedorn, C; Leuschner, F; Randolph, M; Oettinger, F Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 305-248-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Worldwide Industry: Consumer products Size: 5,500 employees Timing: 2005 Topics: Internationalisation; Faber; GRIP; Consumer goods; Emerging countries; Malaysia; Brazil; Expansion; Offshoring; Outsourcing; Product roll-out; Innovation; Vrio; Export; Sanford Abstract: This case study takes place in the consumer goods industry in general and takes a close look at the international stationary industry in particular. The main focus lies on the German medium-sized company Faber-Castell, and the process of finding the right international roll-out strategy for its latest blockbuster, the GRIP 2001 pencil, and its implications for Faber-Castell?s international expansion strategy. The best solution is to first use the existing infrastructure offshore as much as possible. In the next step the company should consider a more outsourcing-orientated strategy in order to enter further markets more rapidly. The case is set in January 2005 and evolves around Faber-Castell?s Chief Executive Officer, Count Faber-Castell, who has been leading the company for more than a quarter of a century and has grown the company significantly during this time. Currently the Count is facing the decision of how to further profit from the great success of the company?s latest product, the GRIP 2001, and respectively prepare a strategic outline for the coming years.
Case Author(s): Khaire, Mukti; Kothandaraman, Prabakar PK Publication Date: 03/20/2007 Revision Date: 07/28/2008 Product Type: Color Case HBS Number: 807113 Geographic Setting: India Industry Setting: Retail industry Number of Employees: 600+ Gross Revenues: $28 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Corporate vision; Developing countries; Entrepreneurial management; Entrepreneurship; Growth management; Growth strategy Academic Discipline: Entrepreneurship Product Description: Fabindia is a for-profit Indian retail company with the stated mission of providing employment to weavers and traditional handicraft artisans in rural India. Established in 1960 as an exporter of home furnishings, Fabindia has grown as a consumer-facing retailer of apparel, home furnishings, organic food, and body care products, and has plans to expand further. Given their mission, their supply chain is fragmented, geographically scattered, and unpredictable. Can they overcome these challenges and still grow profitably while staying committed to their mission?
Case Author(s): Khaire, Mukti; Kothandaraman, Prabakar PK Publication Date: 03/20/2007 Revision Date: 07/09/2007 Product Type: Color Case HBS Number: 9-807-113 Geographic Setting: India Industry Setting: Retail industry Number of Employees: 600+ Gross Revenues: $28 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Corporate vision; Developing countries; Entrepreneurial management; Entrepreneurship; Growth management; Growth strategy Academic Discipline: Entrepreneurship Product Description: Fabindia is a for-profit Indian retail company with the stated mission of providing employment to weavers and traditional handicraft artisans in rural India. Established in 1960 as an exporter of home furnishings, Fabindia has grown as a consumer-facing retailer of apparel, home furnishings, organic food, and body care products, and has plans to expand further. Given their mission, their supply chain is fragmented, geographically scattered, and unpredictable. Can they overcome these challenges and still grow profitably while staying committed to their mission?
Case Author(s): Khaire, Mukti; Kothandaraman, Prabakar PK Publication Date: 03/20/2007 Revision Date: 07/28/2008 Product Type: Color Case HBS Number: 807113 Geographic Setting: India Industry Setting: Retail industry Number of Employees: 600+ Gross Revenues: $28 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Corporate vision; Developing countries; Entrepreneurial management; Entrepreneurship; Growth management; Growth strategy Academic Discipline: Entrepreneurship Product Description: Fabindia is a for-profit Indian retail company with the stated mission of providing employment to weavers and traditional handicraft artisans in rural India. Established in 1960 as an exporter of home furnishings, Fabindia has grown as a consumer-facing retailer of apparel, home furnishings, organic food, and body care products, and has plans to expand further. Given their mission, their supply chain is fragmented, geographically scattered, and unpredictable. Can they overcome these challenges and still grow profitably while staying committed to their mission?
Case Author(s): Khaire, Mukti; Kothandaraman, Prabakar PK Publication Date: 03/20/2007 Revision Date: 07/28/2008 Product Type: Color Case HBS Number: 807113 Geographic Setting: India Industry Setting: Retail industry Number of Employees: 600+ Gross Revenues: $28 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Corporate vision; Developing countries; Entrepreneurial management; Entrepreneurship; Growth management; Growth strategy Academic Discipline: Entrepreneurship Product Description: Fabindia is a for-profit Indian retail company with the stated mission of providing employment to weavers and traditional handicraft artisans in rural India. Established in 1960 as an exporter of home furnishings, Fabindia has grown as a consumer-facing retailer of apparel, home furnishings, organic food, and body care products, and has plans to expand further. Given their mission, their supply chain is fragmented, geographically scattered, and unpredictable. Can they overcome these challenges and still grow profitably while staying committed to their mission?
Case John Dunkelberg, R. Charles MoyerThe owner/manager of a building maintenance firm wasn’t satisfied with his market share and suspected growth would be easier in another city. A similar company was available in a nearby town, and an MBA classmate might join him as a partner. The owner/manager wondered how to value the other firm and the combined enterprise, how to finance the acquisition, and how to set up an appropriate managerial structure? 1994 Source: North American Case Research Association, Case Research Journal, Fall 1994, Vol. 14, Issue 4. Courses: Business Policy/Strategy; Finance Topics:
Case Author(s): Hammond, Janice H. Publication Date: 08/04/1997 Revision Date: 02/27/2009 Product Type: Case (Gen Exp) HBS Number: 698014 Industry Setting: Metal casting Gross Revenues: $15 million sales Subjects: Bonuses; Compensation; Incentives; Operations research; Performance effectiveness; Production processes Academic Discipline: Operations management Product Description: Describes a large-volume automotive parts contract in a high-quality machine work company. Quality and delivery problems arise when one of the four men on the job is replaced with a high producer who cannot earn a substantial bonus because of machine interference. A rewritten version of an earlier case.
Case Author(s): Hammond, Janice H. Publication Date: 08/04/1997 Revision Date: 02/27/2009 Product Type: Case (Gen Exp) HBS Number: 698014 Industry Setting: Metal casting Gross Revenues: $15 million sales Subjects: Bonuses; Compensation; Incentives; Operations research; Performance effectiveness; Production processes Academic Discipline: Operations management Product Description: Describes a large-volume automotive parts contract in a high-quality machine work company. Quality and delivery problems arise when one of the four men on the job is replaced with a high producer who cannot earn a substantial bonus because of machine interference. A rewritten version of an earlier case.
Case Author(s): Hammond, Janice H. Publication Date: 08/04/1997 Revision Date: 02/27/2009 Product Type: Case (Gen Exp) HBS Number: 698014 Industry Setting: Metal casting Gross Revenues: $15 million sales Subjects: Bonuses; Compensation; Incentives; Operations research; Performance effectiveness; Production processes Academic Discipline: Operations management Product Description: Describes a large-volume automotive parts contract in a high-quality machine work company. Quality and delivery problems arise when one of the four men on the job is replaced with a high producer who cannot earn a substantial bonus because of machine interference. A rewritten version of an earlier case.
Case Author(s): Hammond, Janice H. Publication Date: 08/04/1997 Revision Date: 02/27/2009 Product Type: Case (Gen Exp) HBS Number: 698014 Industry Setting: Metal casting Gross Revenues: $15 million sales Subjects: Bonuses; Compensation; Incentives; Operations research; Performance effectiveness; Production processes Academic Discipline: Operations management Product Description: Describes a large-volume automotive parts contract in a high-quality machine work company. Quality and delivery problems arise when one of the four men on the job is replaced with a high producer who cannot earn a substantial bonus because of machine interference. A rewritten version of an earlier case.
Case Author(s): Holstein, William K.; Bennigson, Lawrence A.; Sprague, Linda G. Publication Date: 03/01/1969 Revision Date: 08/04/1997 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 669004 Gross Revenue: $15 million sales Subjects: Compensation; Employee compensation; Incentives; Operations research; Production processes; Improving performance Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (677121), 8p, by ; Case Teaching Note, (690021), 3p, by Oliver Avens Product Description: Describes a large-volume automotive parts contract in a high-quality machine work company. Quality and delivery problems arise when one of the four men on the job is replaced with a high producer who cannot earn a substantial bonus because of machine interference.
Case Author(s): Holstein, William K.; Bennigson, Lawrence A.; Sprague, Linda G. Publication Date: 03/01/1969 Revision Date: 08/04/1997 Product Type: Case (Gen Exp) Product Description: Describes a large-volume automotive parts contract in a high-quality machine work company. Quality and delivery problems arise when one of the four men on the job is replaced with a high producer who cannot earn a substantial bonus because of machine interference. HBS Number: 9-669-004 Geographic Setting: UnspecifiedIndustry Setting: machining castingsGross Revenues: $15 million sales Subjects: Bonuses; Employee compensation; Incentives; Machine tools; Operations research; Performance effectiveness; Production processes Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-677-121), 8p, by Steven C. Wheelwright; Teaching Note, (5-690-021), 3p, by Roy D. Shapiro, Oliver Avens
Case Author(s): Hammond, Janice H. Publication Date: 08/04/1997 Product Type: Case (Gen Exp) Product Description: Describes a large-volume automotive parts contract in a high-quality machine work company. Quality and delivery problems arise when one of the four men on the job is replaced with a high producer who cannot earn a substantial bonus because of machine interference. Teaching Purpose: Allows students to understand the dynamics of a line operation. A rewritten version of an earlier case. HBS Number: 9-698-014 Geographic Setting: Unspecified Industry Setting: machining castings Gross Revenues: $15 million sales Subjects: Bonuses; Employee compensation; Incentives; Machine tools; Operations research; Performance effectiveness; Production processes Academic Discipline: Operations management
Case Author(s): Shapiro, Benson P.; Moriarty, Rowland T., Publication Date: 05/13/1992 Revision Date: 11/02/1992 Product Type: Case (Field) Product Description: Concerns the selection and scheduling of orders by a small industrial titanium fabricator that in recent months has been plagued by poor deliveries and a lack of capacity. Four orders are offered, from which the student must select one. Each order represents different order-mix/customer situation issues. The case forces the student to choose among the four orders, given conflicting estimates of capacity available, other business likely to come along, and the requirements of each order. A rewritten version of an earlier case. HBS Number: 9-592-095 Geographic Setting: United States Industry Setting: chemical equipment Company Size: small Gross Revenues: $31 million sales Event Year Start: 1991 Event Year End: 1991 Subjects: Competitive bidding; Industrial markets; Metals; Order processing; Pricing; Production scheduling; Purchasing Academic Discipline: Marketing Supplementary Materials: Supplement (Field), (9-592-096), 2p, by Benson P. Shapiro, Rowland T. Moriarty Jr.; Teaching Note, (5-593-006), 20p, by Benson P. Shapiro
Teaching Note For use with 9-592-095 HBS Number: 5-593-006 Subjects: Competitive bidding; Industrial markets; Metals; Order processing; Pricing; Production scheduling; Purchasing
Case Author(s): Shapiro, Benson P.; Moriarty, Rowland T., Publication Date: 05/13/1992 Product Type: Supplement (Field) Product Description: Presents an urgent order for repair service from an important customer who had purchased an item from a competitor. The item, which TiFab had bid on, went out at a price that TiFab predicted was below the amount necessary to ensure quality manufacture. Now the customer needs to have the unit, part of a much larger production system, repaired and is willing to pay a very high price. The student must choose a price for this order, and decide whether to take it. Should be handed out in class after discussion of the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-592-095) Fabtek (A). HBS Number: 9-592-096 Subjects: Competitive bidding; Industrial markets; Metals; Order processing; Pricing; Production scheduling; Purchasing Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-593-006), 20p, by Benson P. Shapiro
Teaching Note For use with 9-592-096 HBS Number: 5-593-006 Subjects: Competitive bidding; Industrial markets; Metals; Order processing; Pricing; Production scheduling; Purchasing
Case Pearce MR; Leu P Much has happened in the single year since the founder of FabulousSavings launched his online e-couponing service. The company, which features various pages of services and discount coupons for those services on its Web site, has been sold to aninvestment consortium and merged with a competitor. Because of these changes, the original creator and still-chief Web strategist feels that the FabulousSavings Web site is in need of an upgrade.There are several factors to consider in choosing the direction for change: the site needs to be made more user-friendly to increase its appeal to Internet traffic; the company is working within a limited budget; there are considerations forexpanding geographically and a plan to go public. Above all, the revised Web site needs to be developed and ready to roll in less than three months. FabulousSavings’ Web strategist must consider each of these issues as he attempts to work out aplan to manage the growth of this e-company. Ivey Number: 9B01A016 Publication Date: 7/12/2001 Geographic Setting: Canada Industry Setting: Business Services Company Size: Small organization Event Year Start: 2000 Subjects: Marketing Management, Promotion Policy, E-Business Functional Area: Marketing
Case Author(s): Barnett, William P.; Leslie, Mark; Harkey, Mike Publication Date: 05/01/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: E220 Geographic Setting: Palo Alto, CA Industry Setting: Internet & online services industries Subjects: Entrepreneurship; High technology; Internet; Networks; Strategy formulation; Venture capital Academic Discipline: Entrepreneurship Product Description: In just over two years, Mark Zuckerberg had built the Internet directory service Facebook from nothing more than an idea into a national phenomenon worthy of a reported $750 million buyout offer. The organization had grown from just a few friends programming around a kitchen table to a full-fledged technology business with over 100 employees and 7.4 million users. Zuckerberg would have to develop an organizational strategy that could allow the company to keep up with its underlying growth metrics, while ensuring Facebook’s consumer experience was better than its alternative‘s. The company's core market — college students — was prone to switching, and potential new markets — college students outside the United States and high school students — were rife with well-funded entrants that were a step ahead of Facebook. Focusing the organization on the right objectives would be critical; getting the company to perform efficiently against those objectives would be a challenge for Facebook CEO and 21-year-old Harvard drop-out Mark Zuckerberg. Learning Objective: To examine the attributes of an entrepreneur as well as the core elements of a business that is not much different from its competitors, yet holds a dominant position in its market. Also, to look at how to build an organizational strategy during a period of hyper growth.
Case Author(s): Parmar, Bidhan; Mead, Jenny; Freeman, R. Edward Darden ID: UVA-E-0318 Published: 4/30/2008 Copyright Year: 2008 Subject Area: Ethics Keywords: Ethics, privacy, ethical issues, communication, hiring decisions, new technology, internet, social networking Abstract: Facebook was one of the many social networking Web sites (such as MySpace.com) that launched in 2004. A free-access site that allowed users to connect and interact with other people, Facebook was immensely popular, having millions of active users. Of course, putting questionable content on one’s Facebook page could become a source of embarrassment. In this case, consulting firm manager Miranda Shaw is trying to decide between two highly qualified applicants for a position in her company. She‘s leaning toward hiring one candidate until she finds photos on his Facebook page of him partaking in unsuitable activities (smoking pot, etc.) during college. Shaw is no longer certain about her decision. This case provides a brief and simple way to look at the issues, privacy and others, of social networking sites.
Case Author(s): Barnett, William; Tavridis, Ziad; Tavridis, Gabriel Publication Date: 10/22/2007 Product Type: Supplement (Field) Publisher: Stanford University HBS Number: E220B Subjects: Computers; Entrepreneurship; Internet; Networks; Strategy formulation; Venture capital Academic Discipline: Entrepreneurship Product Description: An abstract is not available for this product. Must be used with: (E220) Facebook.
Case Author(s): Parmar, Bidhan; Mead, Jenny; Freeman, R. Edward Darden ID: UVA-E-0319 Published: 4/30/2008 Copyright Year: 2008 Subject Area: Ethics Keywords: Ethics, privacy, ethical issues, communication, hiring decisions, new technology, internet, social networking Abstract: Miranda Shaw had decided to do a Google search on the two finalists for the open position in her company. Based on the photos she saw on her preferred applicant’s Facebook page, she decided to hire the other applicant, whose Internet search returned no controversial results. But Shaw found herself wondering if it had been ethical for her to base her decision on a Facebook page, because she had not told either applicant that she would be using the Internet to research them.
Case Author(s): Eisenmann, Thomas; Piskorski, Mikolaj Jan; Feinstein, Brian; Chen, David Publication Date: 03/18/2008 Revision Date: 03/12/2009 Product Type: Case (Library) HBS Number: 9-808-128 Gross Revenues: $300 million Event Year Start: 2009 Event Year End: 2009 Subjects: Entrepreneurship; Networking; Social networks; Advertising media; Browsers; Internet; Web-enabled application; Websites; Net effect; Network effects Academic Discipline: Entrepreneurship Product Description: In early 2009, Facebook was the largest global on-line social network, with 175 million members. However, it generated relatively little revenue from its advertising programs. The case asks students to consider two options of improving the top line. First, the company could deepen its commitment to advertising, particularly by using profile data to better target ads. Second, the company could help other businesses develop new on-line applications that used Facebook Connect- a second-generation platform released in late 2008. Connect allowed members to use their Facebook credentials to log onto third-party websites and bring their on-line social network with them, which can then be used to power social functionalities on these websites. For example, CNN used Connect to help people find their friends’ comments, while the Starbucks community volunteer program used Connect to “spread the word.” In the future, Connect could, for example, help friends coordinate their travel plans on Expedia. If Expedia could charge for such services, or use Connect to reduce its customer acquisition costs, Facebook could conceivably appropriate some of the value. Learning Objective: To explore different ways of monetizing social relationships.
Article Author(s): Roberto, Michael A.; Bohmer, Richard; Edmondson, Amy C. Publication Date: 11/01/2006 Product Type: Harvard Business Review Article HBS Number: R0611F Subjects: Risk; Risk analysis; Risk assessment; Risk management; Risk mitigation; Risk transfer Academic Discipline: Negotiations Product Description: On February 1, 2003, the world watched in horror as the Columbia space shuttle broke apart while reentering the earth’s atmosphere, killing all seven astronauts. Some have argued that NASA‘s failure to respond with appropriate intensity to the so-called foam strike that led to the accident was evidence of irresponsible or incompetent management. The authors' research, however, suggests that NASA was exhibiting a natural, albeit unfortunate, pattern of behavior common in many organizations. The foam strike is a prime example of what the authors call an ambiguous threat — a signal that may or may not portend future harm. Ambiguous threats differ from threats with obvious causes — say, a fire in the building — for which the response is clear. They also differ from unmistakable threats that may lack straightforward response paths (such as the frightening oxygen-tank explosion aboard Apollo 13). However, when the warning sign is ambiguous and the threat's potential effect is unclear, managers may choose to ignore or discount the risk. Such an approach can be catastrophic. Firms that do a good job of dealing with ambiguous threats do not improvise during a crisis; rather, they apply a rigorous set of detection and response capabilities that they have developed and practiced beforehand. In this article, the authors outline how to put such capabilities in place long before a crisis strikes. First, companies need to hone their teamwork and rapid problem-solving skills through practice. Second, they must learn to recognize weak signals, amplify the threat, and encourage employees to ask d Source: Harvard
Article Author(s): Roberto, Michael A.; Bohmer, Richard M.J.; Edmondson, Amy C. Publication Date: 11/01/2006 Product Type: HBR OnPoint Article HBS Number: 1499 Subjects: Risk; Risk analysis; Risk assessment; Risk management; Risk mitigation; Risk transfer Academic Discipline: Negotiations Product Description: On February 1, 2003, the world watched in horror as the Columbia space shuttle broke apart while reentering the earth’s atmosphere, killing all seven astronauts. Some have argued that NASA‘s failure to respond with appropriate intensity to the so-called foam strike that led to the accident was evidence of irresponsible or incompetent management. The authors' research, however, suggests that NASA was exhibiting a natural, albeit unfortunate, pattern of behavior common in many organizations. The foam strike is a prime example of what the authors call an ambiguous threat — a signal that may or may not portend future harm. Ambiguous threats differ from threats with obvious causes — say, a fire in the building — for which the response is clear. They also differ from unmistakable threats that may lack straightforward response paths (such as the frightening oxygen-tank explosion aboard Apollo 13). However, when the warning sign is ambiguous and the threat's potential effect is unclear, managers may choose to ignore or discount the risk. Such an approach can be catastrophic. Firms that do a good job of dealing with ambiguous threats do not improvise during a crisis; rather, they apply a rigorous set of detection and response capabilities that they have developed and practiced beforehand. In this article, the authors outline how to put such capabilities in place long before a crisis strikes. First, companies need to hone their teamwork and rapid problem-solving skills through practice. Second, they must learn to recognize weak signals, amplify the threat, and encourage employees to ask disconcert Source: Harvard
Case Varma, V — ISB Campus Bookstore Garg, K — ISB Campus Bookstore Garimella, V — ISB Campus Bookstore Distributor: ecch (www.ecch.com) Reference: 807-009-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2007 Geo location: India and USA Industry: IT (information technology) services Size: 20,000 employees Timing: 1987 to date Topics: On-site - offshore model; Process and quality; Leadership and mentoring; Business units / strategic units; Managing change; Entrepreneurship; Standards and certifications; Outsourcing and rightsourcing; Human resource management Abstract: A primary objective of this case study on managing growth in a high technology venture is to bring out the need for processes to address the challenges in managing growth. This case study is about a software services company called ’Fact-Tree Global Solutions‘. It discusses various challenges a learning organisation faces in today's increasingly competitive world. This case starts with a group of four entrepreneurs who along with their team help Fact-Tree grow into a multinational from a small company. The case illustrates the need for committed people who are willing to take risks and can lead an organisation to its covered niche. The case captures the growth of Fact-Tree by giving a chronological account of its growth from its inception to the present day. En route it discusses how the need for processes at different stages was felt and the challenges in implementing them. By discussing the thought process and different view points to weight the options at each crucial turn of events, the case objectively discusses the role played by processes in managing growth of a company. It also touches upon aspects like leadership, mentoring and innovation that play an important role in shaping an organisation. The case study gives the readers the Source: ecch
Technical note Amangbo, C — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 507-124-6 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: Nigeria, West Africa Topics: Investment decision; Investors behaviour; Nigeria; Behaviour finance; Perception management; Banking industry Abstract: The economic utility theory has been used to explain the behaviour of investors in a few studies. Critics of the economic utility theory attribute the behaviour of investors to a desire to maximise geometric mean return or to avoid bad outcomes. The units of analysis of the utility theory used in these studies were groups of investors. There is a growing body of knowledge based on empirical studies that focus on the individual investor in an emerging financial discipline known as behavioural finance. There is now growing evidence that the individual investment decision criteria cannot be explained solely by the economic theory but also by behavioural motivations. This is a report of the possible factors that drive individual stock investor behaviour in Nigeria as well as their relative importance. The role that advertising and promotions play when marketing shares to Nigerian bankers is also explored.
Case Author(s): Miller, Gregory S. Publication Date: 08/16/2006 Product Type: Note HBS Number: 9-107-020 Subjects: Equity financing; Foreign investment; Governance; International business; International finance Academic Discipline: Accounting & control Product Description: Introduces students to factors that impact global equity flows, including institutional friction, investor protection, firm visibility, firm understanding, and culture.
Case J. B. Wilkinson, Gary B. FrankThis case analyzes the decision Toni Cironi must make over whether to conduct a factory-direct-to-consumer warehouse sale for Singer sewing machines. Cironi’s prior experience with factory sales for Viking-White makes him wary of cannibalizing his higher-markup sales, but if he doesn‘t conduct the sale some competitor will. Source: North American Case Research Association, Case Research Journal, Fall 1992, Vol. 12, Issue 3. Copyright 1992. Courses: Business Ethics; Marketing; Retail Management Topics:
Case Author(s): Simons, Robert L.; Weston, Hilary A. Publication Date: 11/09/1989 Revision Date: 06/24/1991 Product Type: Note Product Description: Provides statistics and other factual information on the Department of Defense procurement process, DOD expenditures, market share segmentation, the variety of contract types, and the role of the Defense Contract Audit Agency. HBS Number: 9-190-060 Subjects: Auditing; Contracts; Cost accounting; Cost allocation; Federal government; Government agencies; Purchasing Academic Discipline: Accounting & control
Case Author(s): du Plessis, Charl; Yemen, Gerry Darden ID: UVA-PHA-0057 Published: 1/31/2005 Copyright Year: 2005 Subject Area: Pedagogy and Higher Administration Keywords: #faculty; #and; #students; #pedagogy; #teaching; #faculty; #role; #student; #role; #mentoring; # Abstract: What is the proper role of the instructor in student-professor interactions? What challenges should new teachers expect and what pitfalls should be avoided? New faculty must meet a variety of concurrent demands when they enter an academic career, several for which they have never received any formal training. Various activities broaden the educational scope of the teacher beyond the classroom, and increase interaction with the student body. Many academic communities are settled in smaller university towns, where students and faculty share the community life: this can add another complicating layer. Establishing a strong relationship with a faculty mentor may be among the most important factors determining the success one achieves as a graduate student. So how is balance achieved in managing the multiple roles faculty members play in students’ lives? This case reveals the impact of a teacher‘s personal relationship with students outside the classroom and the challenges of being involved with student development beyond the curriculum.
Case Author(s): du Plessis, Charl; Yemen, Gerry Darden ID: UVA-PHA-0057 Published: 1/31/2005 Copyright Year: 2005 Subject Area: Pedagogy and Higher Administration Keywords: #faculty; #and; #students; #pedagogy; #teaching; #faculty; #role; #student; #role; #mentoring; # Abstract: What is the proper role of the instructor in student-professor interactions? What challenges should new teachers expect and what pitfalls should be avoided? New faculty must meet a variety of concurrent demands when they enter an academic career, several for which they have never received any formal training. Various activities broaden the educational scope of the teacher beyond the classroom, and increase interaction with the student body. Many academic communities are settled in smaller university towns, where students and faculty share the community life: this can add another complicating layer. Establishing a strong relationship with a faculty mentor may be among the most important factors determining the success one achieves as a graduate student. So how is balance achieved in managing the multiple roles faculty members play in students’ lives? This case reveals the impact of a teacher‘s personal relationship with students outside the classroom and the challenges of being involved with student development beyond the curriculum.
Case Author(s): Gilson, Stuart C. Publication Date: 03/12/1998 Revision Date: 11/10/2004 Product Type: Case (Library) HBS Number: 9-298-046 Geographic Setting: Germany Industry Setting: Manufacturing industries Number of Employees: 30,000 Gross Revenues: $4 billion revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Corporate governance; Crisis management; International business; Layoffs; Privatization; Restructuring Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-298-128), 19p, by Stuart C. Gilson Product Description: A large German manufacturer of ball bearings and precision machinery experiences severe financial difficulty brought on by poor management practices, an ill-conceived acquisition of a former East German ball-bearings company, and an industry recession. The company hires a German professional turnaround manager who in past turnarounds of German firms has engaged in “U.S.-style” corporate downsizing practices including massive layoffs and asset sales.
Teaching Note For use with 9-298-046 HBS Number: 5-298-128 Subjects: Corporate governance; Crisis management; International business; Layoffs; Privatization; Restructuring
Article Author(s): Farson, Richard E.; Keyes, Ralph Publication Date: 08/01/2002 Product Type: Harvard Business Review Article HBS Number: R0208D Subjects: Creativity; Innovation; Inventions; Leadership; Motivation; Organizational development; Psychology; Values Academic Discipline: Organizational behavior & leadership Product Description: “The fastest way to succeed,” IBM’s Thomas Watson, Sr., once said, “is to double your failure rate.” In recent years, more and more executives have embraced Watson‘s point of view, coming to understand what innovators have always known: Failure is a prerequisite to invention. Although companies may grasp the value of making mistakes at the level of corporate practices, they have a harder time accepting the idea at the personal level. In this article, psychologist and former Harvard Business School professor Richard Farson and co-author Ralph Keyes discuss how companies can reduce the fear of miscues. What's crucial is the presence of failure-tolerant leaders — executives who, through their words and actions, help employees overcome their anxieties about making mistakes and, in the process, create a culture of intelligent risk-taking that leads to sustained innovation. Drawing from their research in business, politics, sports, and science, the authors identify common practices among failure-tolerant leaders. These leaders break down the social and bureaucratic barriers that separate them from their followers. They engage at a personal level with the people they lead. They take a nonjudgmental, analytical posture as they interact with staff. They openly admit their own mistakes. And they try to root out the destructive competitiveness built into most organizations. Above all else, failure-tolerant leaders push people to see beyond traditional definitions of success and failure. They know that as long as a person views failure as the opposite of Source: Harvard
Article Kim, W. Chan; Mauborgne, Renee A. Unlike the traditional factors of production—land, labor, and capital--knowledge is a resource that can’t be forced out of people. But creating and sharing knowledge is essential to fostering innovation, the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors have studied the links between trust, idea sharing, and corporate performance for more than a decade. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor was what the authors call fair process--fairness in the way a company makes and executes decisions. Fair process may sound like a soft issue, but it is crucial to building trust and unlocking ideas. HBS Number: 97405 Type: Harvard Business Review Article Publication Date: 7/1/1997 Subjects: Creativity; Decision making; Human behavior; Information economy; Innovation; Knowledge management; Knowledge workers; Loyalty; Management of change; Management of professionals; Motivation; Organizational change
Article Author(s): Kim, W. Chan; Mauborgne, Renee A. Publication Date: 01/01/2003 Product Type: Harvard Business Review Article HBS Number: R0301K Subjects: Change management; Creativity; Decision making; Employee morale; HBR Classics; Human behavior; Information economy; Innovation; Knowledge management; Knowledge transfer; Knowledge workers; Loyalty; Management of professionals; Motivation; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: Unlike the traditional factors of production — land, labor, and capital — knowledge is a resource that can’t be forced out of people. But creating and sharing knowledge is essential to fostering innovation, and it is the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors studied the links among trust, idea sharing, and corporate performance for more than a decade. They explored why managers of local subsidiaries so often fail to share information with executives at headquarters, and they studied the dynamics of idea sharing in product development teams, joint ventures, supplier partnerships, and corporate transformations. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor is what the authors call “fair process” — fairness in the way that a company makes and executes decisions. The elements of fair process are simple: Engage people in decisions that directly affect them, explain why decisions are made the way they are, and clarify what will be expected of them after the changes are made.
Article Author(s): Kim, W. Chan; Mauborgne, Renee A. Publication Date: 02/01/2000 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of the HBR article R0301K, originally published in January 2003. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Unlike the traditional factors of production — land, labor, and capital -- knowledge is a resource that can’t be forced out of people. But creating and sharing knowledge is essential to fostering innovation, the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors have studied the links between trust, idea sharing, and corporate performance for more than a decade. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor was what the authors call fair process -- fairness in the way a company makes and executes decisions. Fair process may sound like a soft issue, but it is crucial to building trust and unlocking ideas. HBS Number: 407X Industry Setting: Elevator industry; Steel industry Subjects: Change management; Communication in organizations; Cooperation; Decision making; Information sharing; Integrity; Knowledge management; Labor unions; Manufacturing; Performance; Surveys; Trust Academic Discipline: Organizational behavior & leadership
Case Author(s): Hatch JE; Nason R Description: The proprietor of a small boat building company plans to expand his operations. First he must decide whether a limited company or partnership would be a better form of organization from the standpoint of taxation and personal liability. Ivey Number: 9A89B044 Publication Date: 1/1/89 Revision Date: 2/26/2003 Geographic Setting: Canada Industry Setting: Transportation Equipment Company Size: Small organization Event Year Start: 1989 Subjects: Bank Lending; Taxation Level of Difficulty: Undergraduate/MBA
Case Morgan, R F — The University of Sheffield, Management School Distributor: ecch (www.ecch.com) Reference: 692-021-1 Language: English Category: Production and Operations Management Data source: Generalised experience Product Year: 1992 Geo location: Any small UK town Industry: Services Size: 4 employees Timing: 1990 Topics: Competition; Computing; Corporate strategy; Information systems; Market segmentation; Strategic market planning; Strategy formulation; Systems analysis; Systems design and development Abstract: At first reading this case is about an organisation with an administrative systems problem. The case provides a vehicle for introducing the construction and interpretation of data flow diagrams, the design of a relational database and the construction of a simple property records system providing management information. However, the company also faces serious competition which it is ill prepared to counter. Facing the competition is a higher priority than tackling the property records system. There is a role for IT (information technology) in this competitive situation, and the corporate strategy adopted will have a direct influence on the design of the property records system and the selection and implementation of other IT systems. Hence, although the case is about a small business, it demonstrates that a small business needs an integrated corporate and technology strategy as much as a large business, and that the potential for IT in many small service organisations is high. A supplement ’692-021-4‘ is available to accompany this case.
Supplement Morgan, R F — The University of Sheffield, Management School Distributor: ecch (www.ecch.com) Reference: 692-021-4 Language: English Category: Production and Operations Management Data source: Generalised experience Product Year: 1992 Geo location: UK Industry: Services Size: 4 employees Timing: 1990 Topics: Computing; Corporate strategy; Competition; Information systems; Market segmentation; Strategic market planning; Strategy formulation; Systems analysis; Systems design and development Abstract: This supplement is to accompany the case ’692-021-1‘. The abstract of the case is as follows: At first reading this case is about an organisation with an administrative systems problem. The case provides a vehicle for introducing the construction and interpretation of data flow diagrams, the design of a relational database and the construction of a simple property records system providing management information. However, the company also faces serious competition which it is ill prepared to counter. Facing the competition is a higher priority than tackling the property records system. There is a role for IT (information technology) in this competitive situation, and the corporate strategy adopted will have a direct influence on the design of the property records system and the selection and implementation of other IT systems. Hence, although the case is about a small business, it demonstrates that a small business needs an integrated corporate and technology strategy as much as a large business, and that the potential for IT in many small service organisations is high.
Case Graeme Rankine In 2000, Fairfield Communities, Inc. was one of the largest time-share operators in the U.S. The company?s portfolio of resorts consisted of 35 resorts located in 12 states and the Bahamas. Of the company?s resorts, 25 were located in destination areas with popular vacation attractions such as Daytona Beach, Florida, and Las Vegas, Nevada, and ten were located in scenic regional locations. Fairfield sold and financed vacation ownership intervals (VOI), providing a deeded interest in the use of a fully furnished vacation property of a specific size, at a specific location, at a specific time of the year, and a specified length of stay. Customers typically provided a down payment of 16%-18% of the purchase price and financed the balance. Approximately 80% of Fairfield?s customers elected to finance their VOI purchases through the company on terms of up to seven years and at interest rates of approximately 15% per year. To finance its rapid growth, Fairfield securitized the receivables by osellingo them to special purpose entities (SPE). The SPE issued debt collateralized by the receivables. As permitted under U.S. GAAP, Fairfield accounted for the SPE using the equity method of accounting rather than consolidating the SPE?s financial statements. Thus, the SPE?s debt did not directly appear on Fairfield?s balance sheet. Thunderbird Number: A01-02-0015 Type: Case Publication Date: Geographic Setting: U.S. Industry Setting: Leisure Subjects: Accounting; control
Case Heskett, James L.; Ray, Kenneth The Fairfield Inn, an economy hotel venture by the Marriott Corp., has developed a novel method for selecting and measuring the performance of its hotel personnel that fits the company’s strategy. Because it faces the need to grow rapidly, questions have arisen as to whether to offer franchises and in what form, considering the need to protect its unique concept. May be used with: (9-692-005) Fairfield Inn (B). HBS Number: 9-689-092 Type: Case (Field) Publication Date: 6/30/1989 Revision Date: 5/21/1993 Geographic Setting: United States Industry Setting: hotel Company Size: mid-size Gross Revenues: $100 million revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Franchising; Hotels & motels; Human resources management; Personnel management Supplementary Materials: Teaching Note, (5-693-025), 12p, by James L. Heskett; Teaching Note, (5-692-086), 22p, by Leonard A. Schlesinger, Roger Hallowell
Case Heskett, James L. The vice president at Fairfield Inn transfers a request by one of his managers to order performance standards for his unit. At the same time, the management of the chain must decide how fast and in what manner to grow the chain. Teaching Purpose: To illustrate the "cycle of capability" in delivering services. To discuss the strengths and weaknesses of franchising. HBS Number: 9-396-170 Type: Case (Field) Publication Date: 11/21/1995 Revision Date: 7/24/1997 Geographic Setting: United States Industry Setting: hotel Company Size: mid-size Gross Revenues: $100 million revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Franchising; Hotels & motels; Human resources management; Personnel management
Case Heskett, James L. The manager of a Fairfield Inn located near a family entertainment center is requesting special consideration for a falling quality rating caused, in his opinion, by unusually high occupancy rates at his unit. The case raises questions about quality measurement, control, and the consistency of an operating strategy. May be used with: (9-689-092) Fairfield Inn (A). HBS Number: 9-692-005 Type: Case (Field) Publication Date: 7/5/1991 Revision Date: 5/21/1993 Geographic Setting: United States Industry Setting: hospitality Company Size: mid-size Gross Revenues: $100 million revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Hotels & motels; Incentives; Operations management; Performance measurement; Quality control; Service management
Article Author(s): Billington, Jim Publication Date: 02/01/1997 Product Type: Harvard Management Update Article Product Description: Too much literature on time management stresses how to do more faster—essentially how to manage a to-do list. Instead, managers should visualize the end result by "getting on the balcony--seeing the whole field of play and where their undertaking should fit in." Only work that is truly necessary should be done, and the addiction to urgency--fighting fires, fielding calls, firing off memos, and attending irrelevant meetings that can consume a manager’s day but add little lasting value--should be avoided. The goal of enlightened time management is to allow people to spend most of their time on work that is truly important, but relatively non-urgent. Work and leisure should both be governed by this same philosophy, because by balancing excellence in work with excellence in relaxation, our lives become healthier and a great deal more creative. A short checklist of practical tips to increase efficiency is included. HBS Number: U9702B Subjects: Management philosophy; Managerial skills; Time management Academic Discipline: General management
Case Applegate, Lynda M.; Wieland, Jack; Raube, Chad On February 20, 1997, FairMarket, an Internet-based business-to-business auction site, was launched. CEO, founder Scott Randall, drew on his experience building Internet businesses at NECX Direct, Yahoo, and Internet Shopping Network to build his business. This case, set in June 1998, describes the challenges he faced in launching the company and enables students to debate the best approach to penetrating the market and growing the organization. HBS Number: 9-399-006 Type: Case (Field) Publication Date: 8/4/98 Revision Date: 6/23/00 Geographic Setting: Boston, MA Industry Setting: information technology Number of Employees: 50 Event Year Start: 1998 Event Year End: 1998 Subjects: Auctions; Electronic commerce; Entrepreneurial management; Information age; Information systems; Information technology
Case Roberts, Michael J.; Sahlman, William A.; Taylor, Cathy Describes the evolution of FairMarket, a provider of turnkey auction services to community and merchant web sites. Describes several deals that the CEO must negotiate, requiring a view of the company’s valuation. Teaching Purpose: To expose students to the "business development" function in Internet space and explore the nature of partnerships with other companies. HBS Number: 9-800-212 Type: Case (Field) Publication Date: 11/22/1999 Revision Date: 6/13/2000 Geographic Setting: Massachusetts Industry Setting: Internet Number of Employees: 25 Event Year Start: 1999 Event Year End: 1999 Subjects: Enterprise management; Entrepreneurial finance; Financing; Internet; Partnerships; Valuation
Case Author(s): Ritchie R; Artiuch P Description: An historic hotel faces the twin challenges of seasonal demand and a decline in its most important market. The hotel’s general manager is considering several expansion/renovation proposals to address these problems, each of which implies a differentstrategic focus. The decision is complicated by the fact that the hotel is located in world-renowned Banff National Park, an environmentally sensitive area administered by the Canadian government. Growing public concern over development in nationalparks implies that an overly ambitious expansion plan is likely to be rejected, yet this may be the hotel‘s last chance to add significant capacity for the long-term. The case demonstrates the role of social and political forces in businessdecisions, while underscoring the interdependency of target market, positioning and marketing mix decisions. Ivey Number: 9B03A032 Publication Date: 11/28/2003 Geographic Setting: Canada Industry Setting: Hotels, Rooming Houses, Camps Company Size: Large organization Event Year Start: 1998 Subjects: Marketing Management; Tourism; Market Analysis; Sustainable Development Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Case Author(s): Bowen, H. Kent; Squire, Richard; Vickers-W Publication Date: 03/03/2000 Product Type: Note Product Description: What is the relationship between good fortune, professional success, and a moral obligation to other people? Jai Jaikumar, who as a youth was saved by a shepherd woman after a tragic mountaineering accident in the Himalayas, and who later rose to the top of his professional domain, believed that good fortune, success, and obligation were necessarily and inescapably connected. This case recounts the extraordinary true story of Jai’s mountain fall and subsequent rescue. Contains remarkable parallels to the HBR classic The Parable of the Sadhu, except that here we learn the opposite perspective, with the story revealed through the eyes of the foreigner in distress who must place his fate in the hands of a stranger. May be used with: (9-600-048) A Fall Before Rising: The Story of Jai Jaikumar (B). HBS Number: 9-600-047 Geographic Setting: India and Boston Event Year Start: 1966Event Year End: 1998 Subjects: Education; Ethics; Leadership; Values Academic Discipline: Social enterprise & ethics
Case Author(s): Bowen, H. Kent; Squire, Richard; Vickers-W Publication Date: 03/03/2000 Revision Date: 08/31/2000 Product Type: Note Product Description: What is the relationship between good fortune, professional success, and a moral obligation to other people? Jai Jaikumar, who as a youth was saved by a shepherd woman after a tragic mountaineering accident in the Himalayas, and who later rose to the top of his professional domain, believed that good fortune, success, and obligation were necessarily and inescapably connected. This case describes Jai’s understanding of the moral implications of his rescue, and its particular relevance for his subsequent professional success and ultimate appointment as a professor at Harvard Business School. As a teacher, Jai encouraged each of his students to ask the questions that he asked himself: How did you get this far in life, and what does this mean, if anything, for your duties to others? May be used with: (9-600-047) A Fall Before Rising: The Story of Jai Jaikumar (A). HBS Number: 9-600-048 Geographic Setting: India and Boston Event Year Start: 1966Event Year End: 1998 Subjects: Education; Ethics; Leadership; Values Academic Discipline: Social enterprise & ethics
Case Patricia Feltes, Dan Kopp, Lois ShufeldThis case focuses on the turnaround strategy of Sears Roebuck’s Merchandising Group. In addition, it considers the overall direction of the corporation as the company becomes a major player in financial services while losing its time-honored position as retailing leader. Source: The Society for Case Research, Business Case Journal, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: International Business; International Trade; Marketing; Risk Management; Small Business Topics:
Case Author(s): Lotze, Christine; Berger, James M.; Bourgeois, L. J. III Darden ID: UVA-BP-0341 Published: 2/4/1994 Copyright Year: 1994 Subject Area: Pedagogy and Higher Administration Keywords: business planning, entrepreneurial management, entrepreneurship, executive education, female protagonist, personal values, nontraditional business, small business, diversity case Teaching Note: UVA-BP-0341TN Abstract: This case is about a small “outdoor-adventure” business at a crossroads. The business was originally founded by a man and a woman to serve the counseling and team-building needs of local schools and hospitals. Its discovery by corporate clients presents a “big-business” opportunity. The protagonists, however, are not sure they want to leave the realm of part-time “fun” and enter the realm of potentially lucrative full-time business.
Case Author(s): Lotze, Christine; Berger, James M.; Bourgeois, L. J. III Darden ID: UVA-BP-0341 Published: 2/4/1994 Copyright Year: 1994 Subject Area: Pedagogy and Higher Administration Keywords: business planning, entrepreneurial management, entrepreneurship, executive education, female protagonist, personal values, nontraditional business, small business, diversity case Teaching Note: UVA-BP-0341TN Abstract: This case is about a small “outdoor-adventure” business at a crossroads. The business was originally founded by a man and a woman to serve the counseling and team-building needs of local schools and hospitals. Its discovery by corporate clients presents a “big-business” opportunity. The protagonists, however, are not sure they want to leave the realm of part-time “fun” and enter the realm of potentially lucrative full-time business.
Case Neil Yeargin, Paul A. Dierks, Paul E. Juras Faced with competition, companies focus on improving manufacturing processes but many continue to rely on existing cost accounting methods. This is the situation at Famco. The cost structure and various methods used to allocate costs to product lines are reviewed. Results show that Famco priced products below costs. A cost allocation method was developed which more closely reflects the manufacturing process and gives a truer sense of manufacturing costs. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994. Courses: Accounting Topics:
Note Ajmal, M Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 20-011-2007-2 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2007 Geo location: Pakistan Industry: Politics Timing: Post 2000 Topics: Politics; Kinship; Local government ordinance; European Union; Bhutto; Awami league; Basic democrats; Electoral; Sociopolitical Abstract: Lack of continuity in the political process has been varyingly attributed to the inclination of military leadership to interfere in civil affairs, as well as immaturity of political leadership. Another poignant issue is the inability of the political elite to bridge the link between the state and society. Political parties are viewed as mechanisms to further political ambitions of their leadership which is strictly limited to a few families. Members of parliament, provincial assemblies and now local bodies - especially district and Tehsil Nazimeen, represent an oligarchy closely linked through family ties with each other and other institutions of power like the judiciary, the higher bureaucracy and the military. The new local body system, introduced through Devolution Reforms 2000, has again suffered from the phenomenon of elite capture. It is argued that as long as political parties do not allow democratic process to take root within their own functioning and resist tendencies of family control, their credibility in the eyes of the common people will not increase. Some basic reforms to decrease economic and social inequality are urgently required. Already the voters of the Local Government Elections 2005 have indicated a yearning for change, from the old basis of loyalty to the new and more progressive basis of relationships between the rulers and the ruled. This note investigates the types of elite comprisin Source: ecch
Case Author(s): Davis, John Publication Date: 02/12/2004 Revision Date: 04/01/2004 Product Type: Exercise Product Description: Helps family members who either own a business or who could inherit ownership in a business to clarify how they would like to have the business owned in the future. Teaching Purpose: To clarify ownership choices and goals for a family business. HBS Number: 9-804-145 Subjects: Family owned businesses; Future; Goal setting Academic Discipline: Entrepreneurship
Case Author(s): Davis, John A. Publication Date: 07/01/2005 Revision Date: 02/16/2007 Product Type: Exercise HBS Number: 9-806-012 Subjects: Action planning; Change management; Entrepreneurs; Family owned businesses; Planning Academic Discipline: Entrepreneurship Product Description: Assist in thinking critically about facilitators and inhibitors to goals and preparing for change in a family business system.
Case Higgins KR; Mimick RH A district manager of a retail drug store chain wonders what action he should take to take address insubordination. He feels that a store manager has acted in an insubordinate fashion towards him. The conflict arose over a recent customer complaint. Ivey Number: 9A89J002 Publication Date: 1/1/1989 Revision Date: 20/07/2000 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Company Size: Medium organization Event Year Start: 1989 Subjects: Communications, Employee Attitude, Interpersonal Relations, Human Resources Management Functional Area: Human Resource Management
Case Author(s): Higgins KR; Mimick RH Description: A district manager feels that a store manager, has acted in an insubordinate fashion towards him. It definitely shows his theory "X" management, where he believes people are motivated by money, threats and security. The situation is presented inthe (A) case, 9A89J002. Ivey Number: 9A89J003 Publication Date: 1/1/89 Revision Date: 3/6/2003 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Company Size: Medium organization Event Year Start: 1989 Subjects: Communications; Employee Attitude; Interpersonal Relations; Human Resources Management Level of Difficulty: Introductory/Undergraduate
Case Author(s): Nanda, Ashish; Landry, Scot Publication Date: 11/17/1999 Revision Date: 02/16/2002 Product Type: Case (Library) Product Description: Traces the history and development of consulting within Andersen and the history of the schism between Arthur Andersen and Andersen Consulting. Ends with the two units seeking external arbitration of their dispute. Teaching Purpose: To study the internal tensions of management of a multidisciplinary professional services firm. May be used with: (9-800-210) Family Feud: Andersen vs. Andersen (B). HBS Number: 9-800-064 Geographic Setting: Global Industry Setting: consulting, accounting, professional services Company Size: large Number of Employees: 90,000 Gross Revenues: $14 billion revenues Event Year Start: 1989 Event Year End: 1999 Subjects: Business policy; Consulting; Corporate governance; Management of professionals; Organizational design; Professional services Academic Discipline: Service management
Case Nanda, Ashish; Landry, Scot Arbitration proceedings have been initiated between Andersen Consulting and Arthur Andersen. The case details developments during 1999 and 2000, as the arbitration nears a decision. Teaching Purpose: To study the break-up process of a multidisciplinary professional services firm. May be used with: (9-800-064) Family Feud: Andersen vs. Andersen (A). HBS Number: 9-800-210 Type: Case (Library) Publication Date: 4/10/2000 Revision Date: 7/17/2000 Geographic Setting: Global Industry Setting: consulting Company Size: large Number of Employees: 100,000 Gross Revenues: $20 billion revenues Event Year Start: 1999 Event Year End: 2000 Subjects: Business policy; Consulting; Corporate governance; Management of professionals; Organizational design; Professional services
Case Author(s): Barnes, Louis B.; Botticelli, Peter Publication Date: 10/23/1997 Product Type: Note Product Description: Describes changes in newspaper publishing, specifically the introduction of new technology and concurrent changes in tax policy, which led to a consolidation of the industry. Also describes the transformation of family firms into public corporations in response to these changes and incentives to grow. Teaching Purpose: Family business management. HBS Number: 9-898-075 Geographic Setting:Industry Setting: Subjects: Families & family life; Family owned businesses; Growth management; Mergers; Newspapers; Technological change Academic Discipline: Entrepreneurship
Case Author(s): Haywood-Farmer JS; Balodia A; McCormick S Description: During the summer, a popular hotel and restaurant must turn away customers whenever it offers its once a week family pizza buffet. With summer season fast approaching, the managers and owners of Bala Bay Inn must evaluate the process and capacity ofthe restaurant and identify bottlenecks in the process to determine what can be done to accommodate the demand. Ivey Number: 9B04D007 Publication Date: 5/4/2004 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Small organization Event Year Start: 2001 Subjects: Capacity Analysis; Process Analysis; Bottlenecks; Process Design/Change Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management
Case Abbas, J Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 17-008-2007-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2007 Geo location: Pakistan Industry: NGO (non-governmental organisation), gender, health Timing: 2005 Topics: Women’s empowerment; Rural communities; Smokeless stoves Abstract: One definition of women‘s empowerment is the ability of women to exercise their choices over their minds, bodies and lives. Empowerment also implies the capacity to not only improve their situation, but also to take the initiative to help others in the community. In a country where 76 percent of the population lives in rural areas, the majority of women are engaged in: (1) child rearing; (2) fetching water; (3) preparing food; (4) gathering fuel; and (5) working in the fields. In most cases they silently bear oppression, illiteracy and poor health standards. Just over a decade ago at a Family Planning Association Pakistan (FPAP) workshop, participants from various parts of Pakistan, while drawing attention to the universal responsibility of women for cooking, stated how time consuming this drudgery was, how it was a service taken for granted, and above all how much of a health hazard it was. This was the beginning of the 'Chulah Revolution', which was centred around an environment friendly smokeless stove. This case deals with issues related to the sustainability and extension of the FPAPs programme, while also examining the relevance and impact of the FPAP undertaking the programme.
Technical Note Author(s): Clawson, James G. Darden ID: UVA-OB-0717 Published: 12/13/2000 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: career management; leadership Abstract: This leadership exercise asks students to reflect on their family values and to begin to write them down. The exercise is useful in a leadership or career-management course when students need to consider their own values, assumptions, beliefs, and expectations about the way the world should be and then reexamine them. The exercise builds on the work of Mihalyi Csikszentmihalyi and his notion of transcender (the Evolving Self) and Richard Dawkins’s concept of memes. The results of the exercise can be used as a springboard to discuss students‘ becoming transcenders as opposed to those who simply live out the values imprinted on them early in life. The exercise includes a table with examples to help students get started.
Technical Note Author(s): Clawson, James G. Darden ID: UVA-OB-0717 Published: 12/13/2000 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: career management; leadership Abstract: This leadership exercise asks students to reflect on their family values and to begin to write them down. The exercise is useful in a leadership or career-management course when students need to consider their own values, assumptions, beliefs, and expectations about the way the world should be and then reexamine them. The exercise builds on the work of Mihalyi Csikszentmihalyi and his notion of transcender (the Evolving Self) and Richard Dawkins’s concept of memes. The results of the exercise can be used as a springboard to discuss students‘ becoming transcenders as opposed to those who simply live out the values imprinted on them early in life. The exercise includes a table with examples to help students get started.
Case Charles St. Clair, Ronnie StephensUpon notification of Sarah Colburn’s pregnancy, her firm put together a benefits package that included six weeks of paid leave and the continuation of insurance coverage. The company policy and benefit package was modeled after the Family and Medical Leave Act of 1993 and the Pregnancy Discrimination Act of 1978. Sarah took the six weeks of paid leave and used the continued insurance coverage during the maternity leave. On the day she was to return to work, she called and told the company she wouldn‘t be returning. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994. Copyright 1995. Courses: Human Resources; Management; Organizational Behavior Topics:
Case Author(s): Haywood-Farmer JS; Nesbitt D; Parfeniuk D; Sarna E; Jacobsen N Description: The president and founder of Famous People Players, must decide if her small Toronto-based theatre company should accept an offer from Sea World of Orlando, Florida, for a 33-week engagement starting in May 1988. The offer was financiallyattractive, especially as Famous People Players was financially strained. However, the offer would also require the company to establish a second touring group. With the special needs of its mentally handicapped players, this could have severeoperational problems. Students must decide whether it is worth proceeding and, if so, how to do so. Ivey Number: 9A89D007 Publication Date: 1/1/89 Revision Date: 6/10/2003 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Company Size: Small organization Event Year Start: 1987 Subjects: Services; Arts Administration; Expansion; Non-Profit Organization Level of Difficulty: Undergraduate/MBA
Case Author(s): Poorvu, William J.; Sweetman, Katherine Publication Date: 08/31/1989 Revision Date: 01/22/1992 Product Type: Case (Library) Product Description: The owner of the Fan Pier site in South Boston has been found legally responsible for blocking the efforts of his development partner in attaining the approval necessary to build the $800 million megaproject they had planned together. It was believed that the owner hoped to structure a new relationship with some other partner who would share more of the economic benefits. The feuding partners need to decide how to handle the recent ruling. This case provides an opportunity to expose students to megaprojects: issues of partnership, design, architecture, changing marketing, and local politics play large roles. HBS Number: 9-390-012 Geographic Setting: Boston, MA Industry Setting: real estate Company Size: small Event Year Start: 1963 Event Year End: 1989 Subjects: Legal aspects of business; Partnerships; Project management; Real estate Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-391-213), 10p, by William J. Poorvu, Katherine Sweetman
Case Stoever, W A — Seton Hall University (SHU) Distributor: ecch (www.ecch.com) Reference: 300-105-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2000 Industry: Retail Size: Small Topics: Small business; Management succession; Partnership and close corporations; Form of ownership; Capital structure and control; Legal protection of interests Abstract: The owner-manager of a small business, a gift and framing shop, wants to bring her daughter and nephew into the shop on a full-time basis. She has to find an appropriate legal and capital structure that will give them an incentive to join the shop and at the same time protect her own interests. The case, although short, invites students to discuss the advantages of partnership vs close corporations, problems of control and of management succession, and the necessity for both building trust and creating legal protection among parties in a family business.
Case Author(s): Eaker, Mark R.; Chatterjee, Sayan; Shepard, Charles Darden ID: UVA-F-1402 Published: 9/26/2002 Copyright Year: 2002 Subject Area: Finance Keywords: mortgage; finance; ; public; policy; ; capital; markets; Abstract: This case presents a short hisotry of mortgage finance in the United States and the two government-sponsored enterprises that dominate the market. Recent debates about their current and future roles are discussed.
Case Author(s): Eaker, Mark R.; Chatterjee, Sayan; Shepard, Charles Darden ID: UVA-F-1402 Published: 9/26/2002 Copyright Year: 2002 Subject Area: Finance Keywords: mortgage; finance; ; public; policy; ; capital; markets; Abstract: This case presents a short hisotry of mortgage finance in the United States and the two government-sponsored enterprises that dominate the market. Recent debates about their current and future roles are discussed.
Case Author(s): Moss, David A.; Bolton, Cole Publication Date: 02/10/2009 Product Type: Case (Library) HBS Number: 709025 Geographic Setting: United States Industry Setting: Housing industry Event Year Start: 1931 Event Year End: 1987 Subjects: Business history; Economic depression; Federal government; Restructuring; Securities markets; Social services Academic Discipline: Business & government Product Description: In 1987, President Ronald Reagan established the President’s Commission on Privatization to identify federal government functions that could be shifted to the private sector. One agency that the Commission considered was the Federal National Mortgage Association, or Fannie Mae. Fannie Mae was a Depression-era creation that was charged with establishing a secondary market for home loans. By purchasing qualifying residential mortgages from individual home loan issuers, Fannie Mae provided these institutions with funds for the continued issuance of mortgages, thereby promoting the government‘s goal of increased homeownership. Although lawmakers had already partially privatized Fannie Mae in 1954 and again in 1968, the agency in 1987 still retained close links to the federal government, including an emergency line of credit from the U.S. Treasury. After its deliberations, the President's Commission recommended Fannie Mae be restructured into a fully private firm. Now it was up to Congress and the President to decide whether to accept and implement the Commission's findings.
Case Author(s): Penalva, Fernando Publication Date: 04/12/2005 Revision Date: 06/14/2005 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES090 Geographic Setting: Italy Industry Setting: Toy industry Company Size: mid-size Subjects: Balance sheets; Cash flow statements; Economic analysis; Financial accounting; Financial analysis Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (IES091), 17p, by Fernando Penalva Product Description: Examines a successful medium-size company in the toy sector. Illustrates the preparation of the three basic accountancy statements: balance sheet, profit and loss, and cash flow. Helps students to integrate these three main accountancy statements and shows them how they can be used to take economic decisions.
Case Author(s): Harrington, Diana Darden ID: UVA-F-0764 Published: 3/28/1991 Revised: 1/1/1989 Copyright Year: 1980 Subject Area: Finance Keywords: exchange rates; Forecasting corporate performance; Funds flow; Imports; International trade; Teaching Note: UVA-F-0764TN Abstract: Managers need financial forecasts for their rapidly growing company. Because the company sources most of its product parts from Asia, exchange-rate changes as well as changes in product/market conditions can affect the forecasted needs for capital, particularly working capital.
Case Author(s): Wynant L; Yuan P Publication Date: 5/18/2001 Revision Date: 1/31/2006 Product Type: Case Ivey ID: 9B01N004 Geographic Setting: Taiwan Industry Setting: Textile Mill Products Size: Large organization Year of Event: 1999 Level of Difficulty: Undergraduate/MBA Subjects: Financial Planning; Financing; Investment Dealers; Securities Functional Area: Finance Product Description: Far Eastern Textile, a major Taiwanese textile and telecommunications company, is considering its options for raising US$130 million in a new round of global fund raising. The options of a new common stock or long term debt issue are explored butspecific attention is paid to an option raised by the company’s investment banker. This option entails the issuance of an innovative convertible debt instrument which combines a zero coupon and a significant conversion premium over the current priceof the company‘s common stock. The benefit and costs of a delayed equity instrument for both corporations and investors is examined, as well as issues regarding security pricing in different financial markets.
Case Perold, Andre F.; Howard, Robert Farallon Capital Management, an investment firm that specializes in risk arbitrage, has taken significant long and short positions in MCI Communications and British Telecommunications, respectively, in the belief that the proposed merger of these firms will be successfully completed. Raises the issues facing Farallon as positive and negative events relating to the merger unfold. Provides a rich institutional setting for understanding certain investment strategies involving short selling, and for understanding merger arbitrage and its function in the capital markets. HBS Number: 9-299-020 Type: Case (Field) Publication Date: 10/6/1998 Revision Date: 11/17/1999 Geographic Setting: San Francisco, CA Industry Setting: investment management Number of Employees: :30 Event Year Start: 1997 Event Year End: 1998 Subjects: Acquisitions; Arbitrage; Investment management; Mergers; Risk management
Case Author(s): Perold, Andre F.; Howard, Robert Publication Date: 10/06/1998 Product Type: Case (Field) Product Description: Farallon Capital Management, an investment firm that specializes in risk arbitrage, has taken significant long and short positions in MCI Communications and British Telecommunications, respectively, in the belief that the proposed merger of these firms will be successfully completed. Raises the issues facing Farallon as positive and negative events relating to the merger unfold. Provides a rich institutional setting for understanding certain investment strategies involving short selling, and for understanding merger arbitrage and its function in the capital markets. May be used with: (9-299-020) Farallon Capital Management: Risk Arbitrage (A); (9-299-022) Farallon Capital Management: Risk Arbitrage (C). HBS Number: 9-299-021 Geographic Setting: San Francisco, CA Industry Setting: Securities & investing Number of Employees: 30 Event Year Start: 1997 Event Year End: 1998 Subjects: Acquisitions; Arbitrage; Investment management; Mergers; Risk management Academic Discipline: Finance
Case Author(s): Perold, Andre F.; Howard, Robert Publication Date: 10/06/1998 Product Type: Case (Field) Product Description: Farallon Capital Management, an investment firm that specializes in risk arbitrage, has taken significant long and short positions in MCI Communications and British Telecommunications, respectively, in the belief that the proposed merger of these firms will be successfully completed. Raises the issues facing Farallon as positive and negative events relating to the merger unfold. Provides a rich institutional setting for understanding merger arbitrage and its function in capital markets. May be used with: (9-299-020) Farallon Capital Management: Risk Arbitrage (A); (9-299-021) Farallon Capital Management: Risk Arbitrage (B). HBS Number: 9-299-022 Geographic Setting: San Francisco, CA Industry Setting: Securities & investing Number of Employees: 30 Event Year Start: 1997 Event Year End: 1998 Subjects: Acquisitions; Arbitrage; Investment management; Mergers; Risk management Academic Discipline: Finance
Case Gandz J The partner of an accounting firm must decide how to advise a client to amortize the goodwill involved in an acquisition. The decision will significantly impact the acquisition price to be paid to a former client and friend of the accountant. Ivey Number: 9A88C041 Publication Date: 1/1/1988 Revision Date: 22/10/1993 Geographic Setting: Canada Industry Setting: Business Services Company Size: Medium organization Event Year Start: 1988 Subjects: Ethical Issues, Accounting Principles, Acquisitions Functional Area: Human Resource Management
Case Renart, Lluis G.; Pares, Francisco In August 1992, Haagen-Dazs opened its first ice cream parlor in Barcelona. In July 1993, Farggi, a small Spanish family-owned company, opened its own first luxury ice cream store just a few blocks away. This case is an example of how a small local company can compete against a very large multinational corporation. At the beginning of 1995, when Farggi already has 13 exclusive ice cream parlors in Spain, plus some 800 non-exclusive retail outlets, the managers of Farggi are facing a number of strategic dilemmas regarding how to continue successfully competing in the luxury ice cream market segment. HBS Number: IES036 Type: Case (Field) Publication Date: 01/01/1995 Revision Date: 10/01/1997 Geographic Setting: Spain Industry Setting: ice cream Event Year Start: 1992 Event Year End: 1995 Subjects: Competition; Entrepreneurship; Europe; Family owned businesses; Food; Franchising; Marketing management; Marketing strategy Supplementary Materials: Teaching Note, (IES037), 24p, by Lluis G. Renart Publisher: IESE University of Navarra
Case Clark, P Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 803-012-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2003 Geo location: UK Industry: Food service Size: Small Timing: 2000-2002 Topics: Business start-up; Raising money; Consumer research Abstract: This is the first of a two-case series (803-012-1 and 803-013-1). This case series has been written primarily to illustrate the differences between a lowcost entrepreneurial business start-up, as against a well-funded, corporate-sponsored, new venture. The first part of the case consists of a business plan, with full supporting financial data, which students are invited to evaluate as potential investors. The second part then charts the development of the venture as the founder and his team get into business. The contrast between entrepreneurial and corporate approaches is explored through the second part, in which a corporate partner agrees to fund second-stage development, to roll out the concept nationally across the UK. The issues raised are the classic entrepreneurial dilemmas of control vs ownership, and of entrepreneurial vs corporate managerial styles. The accompanying video ’Introduction to Fariba‘ (803-012-3) gives some excellent insights into both the business concept and how it is operationalised, and the personality of the lead entrepreneur. The teaching note was written by R Brown.
Case Clark, P; Molian, D; Brown, R Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 803-013-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2003 Geo location: UK Industry: Food service Size: Small Timing: 2000-2002 Topics: Business start-up; Raising money; Consumer research Abstract: This is the second of a two-case series (803-012-1 and 803-013-1). This case series has been written primarily to illustrate the differences between a lowcost entrepreneurial business start-up, as against a well-funded, corporate-sponsored, new venture. The first part of the case consists of a business plan, with full supporting financial data, which students are invited to evaluate as potential investors. The second part then charts the development of the venture as the founder and his team get into business. The contrast between entrepreneurial and corporate approaches is explored through the second part, in which a corporate partner agrees to fund second-stage development, to roll out the concept nationally across the UK. The issues raised are the classic entrepreneurial dilemmas of control vs ownership, and of entrepreneurial vs corporate managerial styles. The accompanying video ’Introduction to Fariba‘ (803-012-3) gives some excellent insights into both the business concept and how it is operationalised, and the personality of the lead entrepreneur. The teaching note was written by R Brown.
Case Author(s): Chu, Michael; Garcia-Cuellar, Regina Publication Date: 01/12/2007 Revision Date: 03/01/2007 Product Type: Case (Library) HBS Number: 307092 Geographic Setting: Mexico Industry Setting: Pharmaceutical industry Number of Employees: 15,500 Gross Revenues: $600 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Health care policy; Pharmaceuticals; Retailing; Social conditions; Social enterprise Academic Discipline: General management Product Description: Farmacias Similares, serving Mexico’s low-income sector, grew to $600 million sales and 3,400 drugstores while deep reforms to help the poor swept the public health system. Adjacent to each store, for $2 per visit, medical clinics provided access to doctors for 2.3 million people a month. Narrates the growth of the chain, examines the reasons for its success, and projects a pro forma of the company‘s financial returns. Places Farmacias Similares in the context of Mexico's public health system and the pharmaceutical industry.
Case Author(s): Chu, Michael; Garcia-Cuellar, Regina Publication Date: 01/12/2007 Revision Date: 03/01/2007 Product Type: Case (Library) HBS Number: 9-307-092 Geographic Setting: Mexico Industry Setting: Pharmaceutical industry Number of Employees: 15,500 Gross Revenues: $600 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Health care policy; Pharmaceuticals; Retailing; Social conditions; Social enterprise Academic Discipline: General management Product Description: Farmacias Similares, serving Mexico’s low-income sector, grew to $600 million sales and 3,400 drugstores while deep reforms to help the poor swept the public health system. Adjacent to each store, for $2 per visit, medical clinics provided access to doctors for 2.3 million people a month. Narrates the growth of the chain, examines the reasons for its success, and projects a pro forma of the company‘s financial returns. Places Farmacias Similares in the context of Mexico's public health system and the pharmaceutical industry.
Case Ann M. Hackert, Mike DrysdaleThe owners of Farmco Equipment and Supply are contemplating the addition of an imported British product to their line of farm implements and equipment. Marketing an innovative piece of equipment made in England requires an understanding of foreign currencies and international trade. The owners are not afraid to try new products or new ideas but are naturally cautious about the potential risks involved in international transactions. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: International Business; International Trade; Marketing; Risk Management; Small Business Topics:
Case Author(s): Anne T. Lawrence Publication Date: 2/19/2009 Product Type: Case (Field) Teaching Note: 8B09M11 Ivey ID: 9B09M011 Geographic Setting: United States Size: Small Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Genetically Modified Crops; Stakeholders; Biotechnology; Government Regulation Major Disciplines: Entrepreneurship; General Management Product Description: How can a biotechnology start-up navigate a complex regulatory and stakeholder terrain to bring to market an innovative product with potentially significant public health benefits? This case focuses on the challenges facing Ventria Bioscience, a small biotechnology firm based in California. The company had developed an innovative technology for ?growing? medical proteins useful in the treatment of childhood diarrhea in genetically modified rice. The company?s efforts to obtain regulatory approval in California to commercialize its invention met with a firestorm of opposition from a wide range of stakeholders, including environmentalists, food safety activists, consumer advocates and rice farmers. The case presents the hurdles faced by Ventria as it has attempted to commercialize its invention in the context of the broader debate over the ethics of plant-based medicines. This case is suitable for an upper-division undergraduate or graduate course in entrepreneurship, small business, the management of technology or biotechnology. In such a course, it is best positioned in a discussion of the regulatory environment and stakeholder relations. Alternatively, the case may be used in a segment on technology or stakeholder relationships in a course in business and society.
Case Goldberg, Ray A.; Daniels, Donald Opening up of Asian markets for U.S. produce provided an opportunity for large-scale producers to develop their own packing house and airline to ship their product to Asian markets. Teaching Purpose: How do farmers take a proactive strategy in reaching global produce markets in a direct fashion? HBS Number: 9-597-047 Type: Case (Field) Publication Date: 11/15/1996 Revision Date: 2/13/1997 Number of Employees: 100 Gross Revenues: $20 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Agribusiness; Food; Southeast Asia
Case Author(s): Hawkins, David F.; Cohen, Jacob Publication Date: 01/13/2004 Revision Date: 04/30/2004 Product Type: Case (Library) Product Description: The December 20, 1994 Mexican devaluation creates U.S. dollar losses for unprepared U.S. corporation with multiple operations in Mexico. Teaching Purpose: To illustrate accounting for a variety of foreign operations. HBS Number: 9-104-053 Geographic Setting: United States, Mexico Industry Setting: computer Event Year Start: 1994 Event Year End: 1994 Subjects: Accounting; Currency; Devaluation; Financial reporting; Foreign exchange rates; International finance; Losses; Mexico Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-104-054), 6p, by David F. Hawkins, Jacob Cohen
Case Rapier, Donella M. Summarizes the accounting principles governing employee stock options, including the recently issued accounting standard SFAS 123, Accounting for Stock-Based Compensation. Presents the theoretical issues involved with valuation and measurement of employee stock-based compensation. Illustrates the accounting standard setting process in a unique and volatile situation. HBS Number: 9-196-137 Type: Case (Field) Publication Date: 3/28/1996 Geographic Setting: Unspecified Subjects: Accounting policies; Accounting procedures; Bonuses; ESOP; Executive compensation; Financial reporting; Incentives
Case Michael Moffett, Kannan Ramaswamy LVMH Moet Hennessey Louis Vuitton (France) acquired a large interest in the Gucci Group (Italy and Netherlands) in January 1990. Gucci accused LVMH of undertaking a ocreeping acquisitiono and refused to cooperate in LVMH?s efforts to gain representation in Gucci?s management. The case details the actions of the purported takeover attempt, and the defense mechanisms employed by Gucci. The defenses employed included the use of a poison pill and a white knight. Ultimately, Gucci found a white knight, Pinault-Printemps-Redoute (PPR) of France to save it from LVMH?s unwanted advances. The primary question, which the case addresses, is whether the actions taken by Gucci?s management in defending its independence were actually in the best interests of shareholders. Thunderbird Number: A06-02-0007 Type: Case Publication Date: Geographic Setting: Europe, Global Industry Setting: Luxury goods Subjects: Finance; corporate governance
Case Author(s): Hatch JE; Lo M; Curtis R Description: Fashion Hut is a chain of designer clothing stores. Fashion Hut’s owner has received an offer for the sale of her enterprise. She must decide whether to accept the offer or continue to develop the business for possible future sale. An Excelspreadsheet is available for students to perform sensitivity analysis, product number 7B03N001, and an Excel spreadsheet that assists the instructor, product number 5B03N01. Ivey Number: 9B03N001 Publication Date: 4/2/2003 Geographic Setting: Canada Industry Setting: Apparel and Accessory Stores Company Size: Small organization Event Year Start: 2002 Subjects: Valuation; Financial Analysis; Financial Projections Level of Difficulty: Undergraduate/MBA
Case Khan, W M Publisher: Lahore University of Management Sciences (CRC) Distributor: ecch (www.ecch.com) Reference: 04-2320-2002-1 Language: English Category: Marketing Data source: Field research Product Year: 2002 Geo location: Pakistan Industry: Clothing Size: Medium Timing: 1999 Topics: Valuation; Partners; Partnerships; Ownership and control; Garments; Marketing Abstract: The death of the inspirational leader and one of the founding entrepreneurs has created an ownership and management control crisis at Fashions and Fads, which has been run essentially on the basis of trust between the partners. As the family and partners grieve, it is proposed to separate a low capital intensive, profitable part of the operation since the overall entity faces severe liabilities. The conditions imposed by the partner managing that operation make it imperative that one of the two remaining partners buy out the other. Valuing the operation under limited observability and asymmetric information poses a challenge to both partners. Students must grapple with objective and subjective factors underlying valuation of closely held firms, as well as gaming issues in determining a value for the firm.
Case Hatch JE; Gudelis M; Schrader D Over seven years, the owner of a highly successful drive-through, take-out hamburger chain has built his business and knew that there was a tremendous potential for the idea. He was unsure whether to expand by opening additional company-operatedstores (using retained earnings), or by establishing a franchise system. Ivey Number: 9A94B008 Publication Date: 21/06/1994 Revision Date: 7/12/2000 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Medium organization Event Year Start: 1994 Subjects: Franchising, Entrepreneurial Finance Functional Area: Finance
Case Author(s): Jason Fitzsimmons, U21Global U21 ID: AA-2009-010 Publication Date: 2009 Geographic Setting: Philippines Industry Setting: Food and beverage Courses: Finance; Accounting Subjects: Franchise, hamburgers, cashflows, finance, financials, financial ratios, cost of capital, valuation, discounted cashflow analysis, Jollibee Foods Corporation Description: This assessment examines the financial aspects of fast growing fast-food restaurant chain that has become one of the largest fast-food chains in the world. Students are asked to analyse the financial statements of the firm and develop financial projections from which they can determine a suitable valuation of the firm. This assessment is suitable for use in both undergraduate and graduate courses in finance or accounting.
Case Dana, L P — Nanyang Business School (NTU) Dana, T E — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 398-147-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1998 Geo location: Turkey Industry: Fast food Size: Small Timing: 1997 Topics: Market research; Marketing; Segmentation; Target markets; Promotion Abstract: This case gives a setting to introduce concepts of segmentation and targeting to specific target markets. Students are asked to develop a questionnaire.
Case Usunier, J C — Universite de Lausanne Faulk, S — Universite de Lausanne Distributor: ecch (www.ecch.com) Reference: 505-014-1 Language: English Category: Marketing Data source: Published sources Product Year: 2005 Geo location: Middle East, Asia Industry: Restaurants, quick service, fast food Timing: 1999-2004 Topics: International expansion; Business environment; Consumer behaviour; Cultural influences; Quick service restaurants; Middle East; Fast food; Muslim; Boycott; Violence; Terrorism; Hindu; Christian; Arab; Halal Abstract: This macro-marketing case describes the uneasy relationship between expanding fast food chains (also known as quick service restaurants or QSR’s) and their fans and detractors in the Middle East. The case examines cross-cultural consumer behaviour, especially the adoption of Western style fast food and ambivalent attitudes towards this by Muslim consumers, and documents the rise of boycotts as a means of protest. The case begins with a realistic consumer behaviour scenario, and proceeds to examine the context in which expanding QSR‘s operate, where societal and factional debates raged over globalisation, westernisation, and modernisation. Muslim and traditional food prescriptions and local culture are analysed. The case is intended for business students conversant with the fundamentals of marketing and international business. It is based almost exclusively on information that is available on the Internet, thereby facilitating student access in a rapid and comprehensive manner when students use the web addresses in the case text and footnotes.
Article Kirp, David L.; Rice, Douglas S. What can be learned by looking inside California’s corporate cultures? A series of snapshots show management styles that attempt to synthesize divergent corporate requirements. Beneath the surface of the usual images of California are important messages about the art and science of management. HBS Number: 88108 Type: Harvard Business Review Article Publication Date: 1/1/1988 Subjects: Corporate culture; Management philosophy; Management styles; Organizational behavior
Article Magaziner, Ira C.; Patinkin, Mark The microwave oven was invented in the United States 40 years ago, but it is a Korean company that now produces the most ovens. Samsung’s story is told in this article adapted from The Silent War: the Global Battles Shaping America‘s Future, and it's a lesson on how companies in developing countries are becoming world-class competitors. Dedicated people, company policy that encourages investment in minds as well as technology, and timely opportunity all helped Samsung's rise. HBS Number: 89114 Type: Harvard Business Review Article Publication Date: 1/1/1989 Subjects: Competition; Korea; Strategic planning
Article Author(s): Markides, Constantinos C.; Geroski, Paul A. Publication Date: 01/15/2005 Product Type: Strategy & Innovation Article HBS Number: S0501B Subjects: Competitive advantage; Emerging markets; Innovation; Market entry; Market positioning; Strategic planning; Technology Academic Discipline: Competitive strategy Product Description: For many managers, the ability to move fast and arrive first in a new market is a prized competitive ability. This seems to be based on the notion that being first into a new market gives a company an unassailable advantage over latecomers. But research has shown that organizations that end up capturing new markets — we call them consolidators — are those that time their entry so they appear just when the dominant design is about to emerge. The authors call this a fast-second strategy and propose that for big, established companies contemplating entry into an emerging market, this is the best strategy to follow. Find out more about gaining a competitive edge.
Case Rosenfeld, R — Warwick Business School McLean, M — Warwick Business School Distributor: ecch (www.ecch.com) Reference: 308-006-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: UK Industry: Transport Size: 33.000 employees Timing: 2002 Topics: Acquisition; Takeover; British rail industry Abstract: This is the third of a five-case series (308-004-1 to 308-008-1). This case presents the activities that Network Rail undertook to successfully acquire Railtrack in 2002. It charts the various stages in the takeover and describes how Network Rail secured the necessary funding and strategic support. It puts students at the helm of one of Britain’s most controversial acquisitions, and asks them to consider their actions after the takeover to ensure a successful turnaround. A video ‘308-006-3' is available to accompany this case.
Article Fung, Victor; Magretta, Joan In this interview, Li & Fung Chairman Victor Fung explains both the philosophy behind supply-chain management and the specific practices that Li & Fung has developed to reduce costs and lead times, allowing its customers to buy "closer HBS Number: 98507 Type: Harvard Business Review Article Publication Date: 9/1/1998 Subjects: Entrepreneurship; Family owned businesses; Globalization; International operations; Interviews; Multinational corporations; Sourcing; Southeast Asia; Suppliers; Supply chain
Article Publication Date: 04/01/1999 Product Type: Harvard Management Update Article Product Description: The once lengthy and cumbersome process of benchmarking is undergoing a kind of metamorphosis and is emerging as a fast, flexible tool useful to any company looking for a leap on the learning curve. This new version of benchmarking often provides the powerful insight that allows companies to transform the way they operate. Unlike formal, recipe-driven benchmarking projects, which typically take six to nine months, are costly, and often result in a report that is presented to senior management and then filed away, the new benchmarking is less elaborate and more tactical. Companies identify specific operational problems or opportunities. They seek out a range of other organizations they think they may be able to learn from. The focus is not on copying the practices of other companies, but on generating creative ideas for their own operations. For example, Graniterock Co., a manufacturer of construction and road-building materials that was having trouble making on-time deliveries of concrete to work sites, studied Dominos’ pizza delivery practices. The result was an increase to 95% on-time delivery within two years. Like all powerful tools, however, benchmarking is frequently misused, resulting in high hopes and meager results. This article presents six key tips on how to help your company or unit approach benchmarking. Includes an annotated section on benchmarking resources and a sidebar on the benchmarking practices of the National Security Agency and the U.S. Army. HBS Number: U9904A Subjects: Benchmarks; Operations management; Operations research; Process analysis Academic Discipline: Operations management
Article Bower, Joseph L.; Hout, Thomas M. Today time is a source of competitive advantage. Through new organization practices and design, companies can take time out of operations and provide customers with better products and services and lower costs. Fast-cycle companies: 1) organize as much work as possible around small, self-managing, multifunctional teams; 2) track cycle times for individual activities and for the delivery system as a whole; and 3) build learning loops to inform everyone about customers, competitors, and the company’s operations. HBS Number: 88602 Type: Harvard Business Review Article Publication Date: 11/1/1988 Subjects: Corporate strategy; Organizational design
Article Author(s): Prewitt, Edward Publication Date: 08/01/1998 Product Type: Harvard Management Update Article Product Description: Rapidly changing markets in many industries have called for techniques that expedite production and product development, but this shift into high gear has made the managerial tasks of forecasting, planning, and organization rushed and erratic. Fast-cycle decision making is not just about making decisions more quickly—it is a rethinking of the decision-making model, where managerial intuition replaces extensive analysis as the main driver of decisions. Today’s wired world is perfectly suited to fast-cycle decision making--time is saved by linking many managers to each other and using e-mail, the Internet, and information-sharing software to merge their knowledge bases. This article surveys some of the latest writing on the subject, and draws on the experience of several companies and leading management thinkers to provide tips for improving managers‘ ability to act quickly--and wisely. HBS Number: U9808C Geographic Setting:Industry Setting: Subjects: Decision making; Information technology; Knowledge management; Managerial skills; Planning Academic Discipline: General management
Article Author(s): Fung, Victor; Magretta, Joan Publication Date: 10/01/2002 Product Type: HBR OnPoint Article HBS Number: 2020 Subjects: Entrepreneurship; Family owned businesses; Globalization; International operations; Interviews; Multinational corporations; Sourcing; Southeast Asia; Suppliers; Supply chain Academic Discipline: Operations management Product Description: This is an enhanced edition of HBR article 98507, originally published in September/October 1998. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. In this interview, Li & Fung Chairman Victor Fung explains both the philosophy behind supply-chain management and the specific practices that Li & Fung has developed to reduce costs and lead times, allowing its customers to buy “closer to the market.” Li & Fung, Hong Kong’s largest export trading company, has been an innovator in supply-chain management — a topic of increasing importance to many senior executives. Li & Fung has also been a pioneer in “dispersed manufacturing.” It performs the higher-value-added tasks such as design and quality control in Hong Kong, and outsources the lower-value-added tasks to the best possible locations around the world. The result is something new: a truly global product. To produce a garment, for example, the company might purchase yarn from Korea that will be woven and dyed in Taiwan, then shipped to Thailand for final assembly, where it will be matched with zippers from a Japanese company. For every order, the goal is to customize the value chain to meet the customer‘s specific needs. To be run effectively, Victor Fung maintains, trading companies have to be small and entrepreneurial. He describes the organizational approaches that keep the company that way despite its growing size and geographic scope: its organization around small, customer-focused units; its incentives a Source: Harvard
Article Author(s): Schrage, Michael Publication Date: 12/01/1999 Product Type: Harvard Management Update Article Product Description: Rapid prototyping—quickly turning ideas or insights into tangible models--helps companies move from the abstract to the concrete faster. And it’s not just because design errors and opportunities are revealed sooner--it‘s because of the increased human interactions among developers themselves and between developers and customers and suppliers. Michael Schrage, a research associate at the MIT Media Lab and author of the recently published Serious Play: How the World's Best Companies Stimulate to Innovate, identifies three best practices for getting the most out of rapid prototyping. HBS Number: U9912D Subjects: Innovation; Product development; Prototypes Academic Discipline: Operations management
Article Author(s): Biolos, Jim Publication Date: 11/01/1999 Product Type: Harvard Management Update Article Product Description: It’s no secret that the company that is first to market with a viable new product or service has a distinct advantage over latecomers, who must scramble to catch up. Many companies struggle with the delicate balance of being first and being ready. Fortunately, this is a well-studied topic. Here are three key elements from innovation experts. HBS Number: U9911C Subjects: Innovation; Product development; Time to market Academic Discipline: General management
Case Ryans AB FastLane Technologies was a young entrepreneurial software company that had developed a powerful language that could help organizations manage, administer and control large enterprise networks. In late 1996 they received an infusion of capital from Newbridge Networks and Celtic House, a venture capital firm. In May 1997, the new vice-president of marketing at FastLane must make his first presentation to the Board of Directors about his proposed marketing strategy for FastLane.The company faced a number of important issues, including whether to focus on the language or application tools based on the language and the most effective strategy for rapidly moving its products into a dominant position in its segment of theemerging market for Windows NT services. Developing effective channels to reach the large organizations that were its target customers was a particularly challenging issue.The case can be used in business-to-business marketing, marketing strategy, strategic market planning courses or in small business or entrepreneurship courses. (A 43-minute video can be purchased with this case, video 7A98A006.) Industry: Electric & Electronic Equipment Supplies Issues: Market Strategy, Marketing Channels, High Technology Products, Entrepreneurship Location: Canada Size: Small organization Year of event: 1997 Level: Undergraduate/MBA Revised: 10/11/99 Ivey #: 9A98A006
Case Author(s): Tam, Simon; Wong, Monica Publication Date: 11/11/2003 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Launched in 1998, Fat Angelo’s is the brainchild of three entrepreneurs who saw a void in the family-style Italian restaurants in Hong Kong. By the end of 2002, it had grown into a four-restaurant chain. Illustrates the issues facing the restaurants during their start-up and the rapid growth stages. There was an extra store adjacent to the Tsim Sha Tsui Fat Angelo‘s, and the entrepreneurs wanted to venture into another line of cuisine. What type of restaurant would fit? What was their final decision? What lessons did they learn? HBS Number: HKU303 Geographic Setting: Hong Kong Industry Setting: Restaurant industry Company Size: start-up Subjects: Business growth; Business history; Business policy; Entrepreneurs Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (HKU304), 5p, by Simon Tam, Monica Wong
Article Author(s): Kerry Daly; Linda Hawkins Publication Date: 01/07/2005 Product Type: Article Ivey ID: 9B05TD01 Subjects: Organizational behaviour Major Disciplines: Human Resource Management Product Description: The net result of changes in the work-family politics is that there is, at one level, a merging of work-family pressures for women and men. As women and men move in opposite directions — women increasingly into the workplace, and men increasingly into the activities of the home — both are beginning to embrace greater responsibility in areas where prior generations practiced clear gender segregation. However, in spite of the growing popular rhetoric that families are “egalitarian” and parents are interchangeable when they do their carework, an imbalance still exists between the primary responsibilities that attributed to women and men. Men and work-family conflict is an emerging workplace issue. This article discusses the importance of father involvement and the positive impact such involvement has on both the parent and the children. Leaders in the area have to plan, manage and develop opportunities for supporting fathers and men as carers. As families are stretched to capacity even with fathers’ participation, it is reasonable to assume that demands for change will now shift more strongly for workplace change. The authors call for a more comprehensive discussion that includes men in work-family issues, as well as a more complex discussion that recognizes the role they are already quietly assuming. The article also provides suggestions for what the workplace should do for fathers. Managers should ask dads what would be helpful for them, develop Father programs/groups at lunch and learns, ensure that parental leave is also advertised and planned for fathers within the workplace, communicate a general commitment/attitude shift so that fathers feel they can take advantage of what Source: Ivey
Case Qureshi, Z I; Agha, S Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 05-724-2002-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2002 Geo location: Lahore, Pakistan Industry: Education Size: 29,600 patients, 135 employees Timing: 2001 Topics: Skill development; Literacy Abstract: Fatima Memorial Hospital (FMH), the first trust charitable hospital in Lahore, for women and children soon expanded into a multi-disciplinary general hospital, catering to the needs of men, women and children. In recent years, FMH had experienced a decline in patients and an increase in financial costs. Zulfiqar Ansari, the additional Chairperson of the executive committee of FMH was asked to address the problem of the overall decline in the number of patients and the increase in the deficit of FMH. The executive committee of the hospital was also pressuring him to open new clinics in the areas of cardiology and neurology. As he was debating whether to focus on opening new clinical areas or to design a turnaround strategy for the hospital, he realised that the performance of the paediatric service area (PSA) had declined significantly over the last three years. This decline posed a major threat to the financial performance of the hospital. Zulfiqar Ansari decided to concentrate on turning around the PSA and a taskforce was established to deal with this service area on a priority basis.
Case Bhakar, S S — Prestige Institute of Management, Gwalior India Howladar, M — Prestige Institute of Management, Gwalior India Agrawal, V — Prestige Institute of Management, Gwalior India Singh, A — Prestige Institute of Management, Gwalior India Paharia, N — Prestige Institute of Management, Gwalior India Jain, J — Prestige Institute of Management, Gwalior India Distributor: ecch (www.ecch.com) Reference: 308-028-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: Gwalior, India Industry: Information technology Timing: December 2006 Topics: Time management; Quality of work life; Internal business process; Operational process; Marketing process Abstract: The case is a significant instance case in which a specific problem and its panacea is illustrated. The case is based on a real life problem faced by an IT training giant. The case deals with the quality problem of an IT training institute having centres at various locations across india and diversified certificate courses. The institute wanted to streamline its entire administration process for all the centres. The development of the eSafe software for the administration process enabled the institute’s staff to effectively manage all phases of the certificate courses.
Article Author(s): Kiechel, Walter Publication Date: 06/01/1996 Product Type: Harvard Management Update Article Product Description: A look at the shifting tectonic plates that make up the landscape of modern management reveals that self-awareness, rather than adaptability, is the Number 1 managerial aptitude of the next decade. Without often hard-won knowledge of oneself, one’s roles, foibles, strengths, and—as the human resources folks put it--areas of opportunity for further personal development, attempts to maneuver successfully through the tensions, paradoxes, and tradeoffs that make up managerial work today will be largely unavailing. The seven faultlines include the tension between being a manager and being a specialist, managing a team vs. managing the individuals on the team, and being a responsible agent of the company vs. being a trustworthy colleague or mentor. HBS Number: U9606A Geographic Setting:Industry Setting: Subjects: Management development; Management styles; Managerial skills; New economy Academic Discipline: Organizational behavior & leadership
Case Author(s): Lam, Simon; Chan, Isabella Publication Date: 10/17/2008 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU792 Geographic Setting: Africa; China; Hong Kong; Middle East Industry Setting: Automotive industry Subjects: Competitive strategy; Global business; Marketing Academic Discipline: Competitive strategy Product Description: In 1953, shortly after the People’s Republic of China was formed, FAW Group Corporation (“FAW”) was founded with the goal of creating a modern automotive industry for China. “The pioneer of China‘s automotive industry”, FAW is the largest automobile manufacturer in China, producing a variety of vehicles, including passenger cars, trucks and buses. Its passenger car business covers both propriety brands (e.g. Hongqi, VITA and Xiali) and foreign brands (e.g. Audi, Toyota and Volkswagen). The company is also a global original equipment manufacturing supplier of automotive parts and components. In 2007, FAW recorded sales of US$24.8 billion. Its huge success in China has prompted it to gradually expand into global markets, exporting its cars to the Middle East and Africa. The company also envisions selling a range of both luxury and lower-end passenger cars to Hong Kong as its next stop, and ultimately to the US and other developed markets. Will Chinese-made or Chinese-branded cars in general and FAW's cars in particular have a market in Hong Kong? What barriers, if any, will FAW face in marketing their cars to Hong Kong consumers?
Case Author(s): Beaulieu, Nancy Dean; Zimmerman, Aaron M.G. Publication Date: 04/08/2005 Product Type: Case (Library) Product Description: Following the bombing of the World Trade Center in 1993, there was consensus that the FBI needed to make organizational changes. The FBI had long distinguished itself as the world’s pre-eminent organization for conducting after-the-fact investigations that laid the groundwork for the prosecution of criminal cases. What remained to be seen was whether the FBI could build on its strengths to extend its capabilities to intelligence gathering and analysis. Describes the FBI organization, career incentives in the agency, and two attempts at organizational restructuring: The 1998 strategic plan (and the creation of the Investigative Services Division) and MAXCAP 05. Also examines the traditional law enforcement approach and how this manifested itself in the agency‘s organizational structures and systems. Lays the groundwork for discussion of the incentives related to the decentralized management structure, the recruiting and training of new analysts, information sharing and coordination, performance measurement and rewards, and budgeting. Ends with the appointment of Robert Mueller as the new director and his charge to reform the organization. HBS Number: 9-905-061 Event Year Start: 1990 Event Year End: 2007 Subjects: Centralization; Communication in organizations; Corporate culture; Decentralization; Government agencies; Incentives; Organizational change; Organizational structure; Restructuring Academic Discipline: Human resources management
Case Kaufmann, L; Michel, A; Becker, A; Hedderich, F Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 305-538-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Global, Germany, China, Japan Industry: Sports, football Size: 200 million euros revenue Timing: 2005 Topics: Football; China; Japan; Asia; Globalisation; Real Madrid; Soccer; Bayern Munich; Internationalisation; International expansion; Sports management; Eastern Europe; Country analysis; Strategy; Marketing Abstract: This case study is situated in the football industry and presents the business situation of one of the world’s most famous football clubs, Germany‘s FC Bayern Munich (FCB). The story is centered on Karl-Heinz Rummenigge (Chairman) and Uli Hoeness (Deputy Chairman). Together they manage to combine success on the football field with financial success. When compared to all football clubs in Europe's top five leagues, Bayern Munich is the only club that has been profitable every single year for the past 15 years. But what makes the difference? How did FC Bayern Munich successfully manage this risky football business, where sometimes one goal can decide millions upon millions of euros in revenue? Success in the past is one thing but reacting on dynamic developments in the industry in order to maintain success in the future is another. Current developments in the football industry are challenging Karl-Heinz Rummenigge and his team. They noticed with uneasiness that, although experiencing continuous growth, Bayern Munich had been falling back behind English, Italian, and Spanish competitors in terms of broadcasting revenues. This growing relative disadvantage could endanger Bayern's future chances to compete on an equal footing with the likes of Real Madrid, FC Chelsea Lond Source: ecch
Case Author(s): Kanter, Rosabeth Moss; Applbaum, Kalman D.; Yatsko, Pamela Publication Date: 01/26/1993 Revision Date: 11/03/1993 Product Type: Case (Field) Product Description: Two of the largest ad agencies form a partnership to be able to offer their clients global capabilities. After five years, how is the alliance faring? May be used with FCB and Publicis (B): Managing Client and Country Diversity and (C): The German-Led Network. HBS Number: 9-393-099 Geographic Setting: United States; France; Global Industry Setting: Advertising industry Gross Revenues: $341 million revenues Event Year Start: 1988 Event Year End: 1992 Subjects: Advertising; Diversity; International business; International marketing; Joint ventures; Partnerships Academic Discipline: General management
Case Author(s): Kanter, Rosabeth Moss; Applbaum, Kalman D.; Yatsko, Pamela Publication Date: 01/26/1993 Revision Date: 11/10/1993 Product Type: Case (Field) Product Description: Discusses FCB and Publicis, partners in a global advertising agency alliance, working together with their clients to provide excellent service. May be used with FCB and Publicis (A): Forming the Alliance and (C): The German-Led Network. HBS Number: 9-393-100 Geographic Setting: United States, France, globalIndustry Setting: advertisingGross Revenues: $341 million revenues Event Year Start: 1987Event Year End: 1992 Subjects: Advertising; Diversity; International business; International marketing; Joint ventures; Partnerships Academic Discipline: General management
Case Author(s): Kanter, Rosabeth Moss; Yatsko, Pamela Publication Date: 11/02/1993 Product Type: Case (Field) Product Description: After U.S.-based Foote, Cone & Belding (FCB) and Publicis of France established an international advertising alliance in May 1988, alliance leaders set out to merge offices in Europe. They were confronted with a particularly tricky situation in Germany, which, if handled poorly, could have harmed BMZ, a highly regarded agency in Dusseldorf that FCB had acquired six months earlier. The case looks at how alliance managers resolved the dilemma by forming a second agency network in Europe; how that network, which was composed of advertising agencies from six European countries, was working; and how agencies from different cultural backgrounds were dealing with diversity. May be used with FCB and Publicis (A): Forming the Alliance and (B): Managing Client and Country Diversity. HBS Number: 9-394-079 Geographic Setting: United States; Europe Industry Setting: Advertising industry Subjects: Advertising; Diversity; International business; International marketing; Joint ventures; Partnerships Academic Discipline: General management
Case Gentile, Mary; Gant, Sara B. Describes the FCC-sponsored auctions for licenses to spectrum allocations required for emerging personal communications services and interactive video and data services. In particular, the motives for and potential advantages and disadvantages of designing an auction system that enhances access for women and minority controlled businesses are discussed. Teaching Purpose: Provides a contemporary situation to trigger a discussion of the appropriateness and effectiveness of affirmative action and preference policies. HBS Number: 9-395-139 Type: Case (Field) Publication Date: 1/11/1995 Revision Date: 6/6/1995 Geographic Setting: Washington, D.C. Industry Setting: public sector Event Year Start: 1994 Event Year End: 1995 Subjects: Affirmative action; Federal government; Government & business; Telecommunications; Women Supplementary Materials: Supplement (Field), (9-395-140), 4p, by Mary Gentile, Sara B. Gant; Supplement (Field), (9-395-141), 4p, by Mary Gentile, Sara B. Gant; Teaching Note, (5-396-019), 14p, by Mary Gentile
Teaching Note For use with 9-701-061 HBS Number: 5-702-048 Subjects: Business government relations; China; Foreign investment; Globalization; International trade; National competitiveness
Article Author(s): Lee, Fiona Publication Date: 01/01/2001 Product Type: Harvard Business Review Article Product Description: Companies are always looking for innovative ideas. But employees often keep good ideas to themselves, afraid to test them in the workplace. Here’s how managers can help erase the fear factor and promote experimentation HBS Number: F0101E Subjects: Behavior; Human behavior; Innovation; Managerial behavior; Psychology Academic Discipline: Organizational behavior & leadership
Article Author(s): Jackman, Jay M.; Strober, Myra H. Publication Date: 04/01/2003 Product Type: Harvard Business Review Article Product Description: Nobody likes performance reviews. Subordinates are terrified they’ll hear nothing but criticism. Bosses, for their part, think their direct reports will respond to even the mildest criticism with stonewalling, anger, or tears. The result? Everyone keeps quiet and says as little as possible. That‘s unfortunate, because most people need help figuring out how they can improve their performance and advance their careers. This fear of feedback doesn't come into play just during annual reviews. At least half the executives with whom the authors have worked never ask for feedback. People avoid the truth and instead try to guess what their bosses are thinking. Fears and assumptions about feedback often manifest themselves in psychologically maladaptive behaviors such as procrastination, denial, brooding, jealousy, and self-sabotage. But there's hope, say the authors. Those who learn adaptive techniques can free themselves from these destructive responses. They'll be able to deal with feedback better if they acknowledge negative emotions, reframe fear and criticism constructively, develop realistic goals, create support systems, and reward themselves for achievements along the way. The authors take you through four manageable steps for doing just that: self-assessment, external assessment, absorbing the feedback, and taking action toward change. HBS Number: R0304H Subjects: Employee development; Employee morale; Human resources management; Interpersonal behavior; Management styles; Managerial skills; Performance appraisal; Psychology Academic Discipline: Human resources management
Case Author(s): Rivkin, Jan W.; Roberto, Michael A. Publication Date: 04/10/2007 Product Type: Case (Field) HBS Number: 9-707-500 Industry Setting: Law enforcement Number of Employees: 31,000 Event Year Start: 2001 Event Year End: 2001 Subjects: Government; Intelligence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-707-553), 12p, by Jan W. Rivkin, Michael A. Roberto Product Description: An abstract is not available for this product.
Case Author(s): Rivkin, Jan W.; Roberto, Michael A. Publication Date: 04/10/2007 Revision Date: 06/12/2009 Product Type: Supplement (Field) HBS Number: 707553 Subjects: Government; Intelligence Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (707500) Federal Bureau of Investigation (A).
Case Author(s): Rivkin, Jan W.; Roberto, Michael A. Publication Date: 04/10/2007 Product Type: Supplement (Field) HBS Number: 9-707-553 Subjects: Government; Intelligence Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-707-500) Federal Bureau of Investigation (A).
Case Author(s): Landel, Robert D.; Horniman, Alexander B.; Cook, Halsey M.; Cook, Halsey M. Darden ID: UVA-OM-0721 Published: 6/23/1992 Revised: 3/1/1994 Copyright Year: 1992 Subject Area: Operations Management Keywords: service industries; Management of; Total quality Teaching Note: UVA-OM-0721TN Abstract: This case provides an opportunity to assess a management system that focuses on the quality of employee involvement, customer service, and continuous improvement.
Case Author(s): Landel, Robert D.; Horniman, Alexander B.; Cook, Halsey M.; Cook, Halsey M. Darden ID: UVA-OM-0721 Published: 6/23/1992 Revised: 3/1/1994 Copyright Year: 1992 Subject Area: Operations Management Keywords: service industries; Management of; Total quality Teaching Note: UVA-OM-0721TN Abstract: This case provides an opportunity to assess a management system that focuses on the quality of employee involvement, customer service, and continuous improvement.
Case Author(s): Lovelock, Christopher H. Publication Date: 10/01/1976 Revision Date: 04/01/1983 Product Type: Case (Field) Product Description: Federal Express is a small-package airline operating throughout the United States. After initial heavy losses it is now profitable. Management is examining the services offered by the firm and believes that there is great potential for “Courier Pak”, an overnight delivery service with presently limited sales. Is it appropriate to devote special emphasis to Courier Pak? If so, what is the appropriate role of advertising and personal selling? May be used with: (9-579-040) Federal Express (B); (9-579-041) Federal Express (C). HBS Number: 9-577-042 Geographic Setting: Tennessee Industry Setting: Air freight service industry Company Size: mid-size Gross Revenues: $75 million annual sales Event Year Start: 1976 Event Year End: 1976 Subjects: Advertising media; Communication strategy; Market definition; Market segmentation; Personal selling; Services Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-577-189), 10p, by Christopher H. Lovelock
Teaching Note For use with 9-577-042 HBS Number: 5-577-189 Subjects: Advertising media; Air freight service; Communication strategy; Market definition; Market segmentation; Personal selling; Services
Case Author(s): Lovelock, Christopher H. Publication Date: 11/01/1978 Revision Date: 06/01/1982 Product Type: Case (Field) Product Description: Federal Express is a small-package airline operating throughout the United States. After initial heavy losses, it is now profitable. Management is examining the services offered by the firm and believes that there is great potential for “Courier Pak,” an overnight document delivery service with presently limited sales. Emphasizes product line policy and market analysis. May be used with: (9-577-042) Federal Express (A); (9-579-041) Federal Express (C). HBS Number: 9-579-040 Geographic Setting: Tennessee Industry Setting: air freight Company Size: mid-size Gross Revenues: $75 million annual sales Event Year Start: 1976 Event Year End: 1976 Subjects: Advertising media; Air freight service; Airlines; Communication strategy; Market definition; Market segmentation; Personal selling; Product lines Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-581-020), 11p, by Christopher H. Lovelock
Teaching Note For use with 9-579-040 HBS Number: 5-581-020 Subjects: Advertising media; Air freight service; Airlines; Communication strategy; Market definition; Market segmentation; Personal selling; Product lines
Case Author(s): Lovelock, Christopher H. Publication Date: 11/01/1978 Revision Date: 12/01/1979 Product Type: Case (Field) Product Description: The Marketing Director for Federal Express, a fast growing freight airline specializing in small packages, must select a strategy to achieve a big sales increase for one of the company’s services. First he must decide on the relative emphasis to place between advertising and personal selling, then he must formulate specific plans to reach the new sales target within six months. Nine pages of exhibits show examples of previous advertising by Federal Express and its competitors, and provide data on print and broadcast advertising costs and audiences. May be used with: (9-577-042) Federal Express (A); (9-579-040) Federal Express (B). HBS Number: 9-579-041 Geographic Setting: Tennessee Industry Setting: Air freight service industry Company Size: mid-size Gross Revenues: $75 million annual sales Event Year Start: 1976 Event Year End: 1976 Subjects: Advertising media; Communication strategy; Market definition; Market segmentation; Personal selling; Services Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-581-021), 10p, by Christopher H. Lovelock
Teaching Note For use with 9-579-041 HBS Number: 5-581-021 Subjects: Advertising media; Air freight service; Communication strategy; Market definition; Market segmentation; Personal selling; Services
Case Dana, L P — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 599-003-1 Language: English Category: Marketing Data source: Published sources Product Year: 1999 Geo location: Asia Industry: Air express Size: Large Timing: 1998 Topics: Marketing; Express delivery; Courier service; Air freight; Cargo; Competition; Code-sharing Abstract: Federal Express had spent more that US$1 billion to acquire air routes in Asia, and until 1998, it was the dominant cargo airline linking Australia with the United States. Then, the situation changed when Trans World Airlines (TWA) and United Parcel Service (UPS) entered joint marketing agreements with Air New Zealand and Qantas Airways respectively. In 1998, Air New Zealand and TWA launched code-shared trans-Pacific cargo flights. That same year, Qantas and UPS began sharing a Boeing 747-F (jumbo freighter) between Sydney, Australia and Louisville, Kentucky (the hub of UPS). Suddenly the market leader found itself faced with the possibility of losing market share. Executives were face with decisions to make, such as whether or not Federal Express should react and how.
Case Author(s): Lovelock, Christopher M. Publication Date: 11/18/2003 Revision Date: 03/17/2004 Product Type: Case (Field) HBS Number: 9-804-095 Geographic Setting: United States Industry Setting: Air freight service industry Number of Employees: 2,000 Gross revenues: $75 million Event Year Start: 1970 Event Year End: 1976 Subjects: Competition; Entrepreneurship; Internet; Network effects Academic Discipline: Entrepreneurship Product Description: Describes key events in the start-up of Federal Express. Outlines the company’s value proposition and provides an overview of key competitors in the air freight industry. This case is used with Teledesic (Abridged), HBS No. 9-804-096, which describes a failed project with a value proposition similar to Federal Express‘. A revised version of an earlier case. Learning Objective: To encourage students to compare the two companies and to analyze the nature of network effects in each context.
Case Hart, Christopher W.L. Discusses a large overnight express company, which guarantees its service, and which has created a major headache for one of its customers. The problem exposes deficiencies in its service and in the guarantee it has advertised heavily. A formal complaint is made to the CEO. From the CEO’s perspective, students must confront a variety of issues related to the problem. HBS Number: 9-690-004 Type: Case (Field) Publication Date: 10/27/1989 Geographic Setting: Tennessee Industry Setting: air freight Company Size: mid-size Subjects: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation Supplementary Materials: Supplement (Field), (9-690-005), 3p, by Christopher W.L. Hart; Supplement (Field), (9-690-006), 2p, by Christopher W.L. Hart; Supplement (Field), (9-690-007), 2p, by Christopher W.L. Hart; Supplement (Field), (9-690-008), 4p, by Christopher W.L. Hart; Teaching Note, (5-690-034), 10p, by Christopher W.L. Hart
Case Hart, Christopher W.L. See (A) case. Must be used with: (9-690-004) Federal Express: The Money Back Guarantee (A). HBS Number: 9-690-005 Type: Supplement (Field) Publication Date: 10/27/1989 Industry Setting: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation Subjects: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation
Case Hart, Christopher W.L. See (A) case. Must be used with: (9-690-004) Federal Express: The Money Back Guarantee (A). HBS Number: 9-690-006 Type: Supplement (Field) Publication Date: 10/27/1989 Industry Setting: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation Subjects: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation
Case Hart, Christopher W.L. See (A) case. Must be used with: (9-690-004) Federal Express: The Money Back Guarantee (A). HBS Number: 9-690-007 Type: Supplement (Field) Publication Date: 10/27/1989 Industry Setting: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation Subjects: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation
Case Hart, Christopher W.L. See (A) case. Must be used with: (9-690-004) Federal Express: The Money Back Guarantee (A). HBS Number: 9-690-008 Type: Supplement (Field) Publication Date: 10/27/1989 Industry Setting: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation Subjects: Air freight service; Customer relations; Customer service; Quality control; Services; Transportation
Case Author(s): Moss, David A.; Bolton, Cole Publication Date: 01/20/2009 Product Type: Case (Library) HBS Number: 9-709-040 Geographic Setting: United States Industry Setting: Banking industry Event Year Start: 1931 Event Year End: 1931 Subjects: Business history; Crisis management; Economic depression; Federal government; Federal Reserve Academic Discipline: Finance Product Description: In early October 1931, in the midst of a global economic depression, the U.S. banking system was in crisis — with bank suspensions running at near record levels. At the same time, the broader economy was sputtering, and U.S. gold reserves had come under severe pressure after Britain abandoned its gold standard in mid-September. As pressure continued to mount, the leaders of the Federal Reserve faced several critical decisions. Should they adjust interest rates? Was abandoning the gold standard an acceptable option? Should they lend more freely to the nation’s commercial banks? Or would this only ensure the sorts of financial excess that had gotten the country into trouble in the first place? Was it time to give in to the mounting pressure, or to hold firm?
Case Author(s): Thomas, David A.; Carioggia, Gina M. Publication Date: 07/19/2002 Product Type: Case (Field) Product Description: Describes steps taken to implement and manage a successful employee mentoring program at the Federal Reserve Bank of Chicago. Begins by describing a cultural change at the bank that provided the context out of which the program grew. Goes on to describe the development of the program, highlighting design principles key to the program’s success and its implementation and initial results after nine months. Program manager Amy Rubinstein and executive sponsor Jack Wixted considered how to expand the successful program to include more employees while maintaining the key aspects that contributed to the program‘s success. Teaching Purpose: 1) To demonstrate implementation of an effective human resources department program and 2) to demonstrate the key design principles in a successful mentoring initiative. HBS Number: 9-403-019 Geographic Setting: United StatesIndustry Setting: financialNumber of Employees: 2,000 Event Year Start: 2001Event Year End: 2001 Subjects: Careers & career planning; Diversity; Human resources management; Mentors; Professional services Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-403-020), 5p, by David A. Thomas, Gina M. Carioggia
Case Author(s): Thomas, David A.; Carioggia, Gina M. Publication Date: 07/19/2002 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-403-019) The Federal Reserve Bank of Chicago’s Mentoring Program (A). HBS Number: 9-403-020 Subjects: Careers & career planning; Diversity; Human resources management; Mentors; Professional services Academic Discipline: Organizational behavior & leadership
Case Author(s): Fenster, Steven R.; Reiferson, Paul J. Publication Date: 12/26/1991 Revision Date: 02/25/1992 Product Type: Case (Field) Product Description: Describes Federated Department Stores following an important infusion of capital and before its subsequent Chapter 11 filing. The questions include how the company can be managed in a period of financial distress, whether it is possible or desirable to avoid Chapter 11, and if Chapter 11 is inevitable how to best prepare for it so that the ultimate restructuring following Chapter 11 is successful. HBS Number: 9-292-079 Geographic Setting: United StatesIndustry Setting: retailingCompany Size: largeNumber of Employees: 20,000Gross Revenues: $5 billion revenues Event Year Start: 1989Event Year End: 1989 Subjects: Financial strategy; Restructuring; Retailing Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-294-016), 8p, by Steven R. Fenster
Case Dolan, Robert J. The market leader in an overcapacity industry with a commodity product is trying to restore industry price levels. Price cutting has hurt overall industry price levels and the leader must determine whether (and how) to bring up price levels or exit the market. HBS Number: 9-585-104 Type: Case (Gen Exp) Publication Date: 09/20/1984 Revision Date: 12/01/1992 Geographic Setting: United States Industry Setting: capacitors Company Size: small Gross Revenues: $8 million sales Event Year Start: 1984 Event Year End: 1984 Subjects: Commodity markets; Competitive bidding; Industrial markets; Market signaling; Pricing; Product planning & policy Supplementary Materials: Teaching Note, (5-585-105), 16p, by Robert J. Dolan
Case Author(s): Plambeck, Erica; Hoyt, David W. Publication Date: 01/11/2006 Revision Date: 05/17/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: SI82 Industry Setting: Trucking industry Subjects: Business & government; Collaboration; Corporate responsibility; Environmental protection; Pollution control; Prototypes; Supply chain Academic Discipline: General management Product Description: In 2000, FedEx Express and Environmental Defense began a collaboration to develop a source of new-generation delivery trucks with dramatically improved fuel efficiency and environmental impact. By 2005, prototypes had been developed by Eaton Corp., which supplied hybrid diesel-electric transmissions, and Freightliner, which integrated the transmissions into the delivery truck chassis. FedEx tested the prototypes and announced that it intended to buy 75 of the new hybrid trucks. Describes the process by which the new trucks were specified and developed and the roles of each of the organizations involved.
Case Author(s): Composit, Jeanna; Spekman, Robert E. Darden ID: UVA-M-0689 Published: 2/20/2004 Copyright Year: 2004 Subject Area: Marketing Keywords: #strategy; #formation; #and; #implented; #competitive; #dynamics; #competitive; #markeeting; #strategy; # Abstract: This case examines both the nature of competition between two formidable firms and how they continue to transform themselves. See also “Package War: FedEx vs. UPS” (UVA-G-0485).
Case Author(s): Composit, Jeanna; Spekman, Robert E. Darden ID: UVA-M-0689 Published: 2/20/2004 Copyright Year: 2004 Subject Area: Marketing Keywords: #strategy; #formation; #and; #implented; #competitive; #dynamics; #competitive; #markeeting; #strategy; # Abstract: This case examines both the nature of competition between two formidable firms and how they continue to transform themselves. See also “Package War: FedEx vs. UPS” (UVA-G-0485).
Case Lee, J S; Jia, L Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 408-029-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2008 Geo location: Shanghai Industry: FedEx Express (China) Co, Ltd Size: 260,000 employees Timing: 2007 Topics: Shared services; Human resources management; Corporate culture Abstract: In June 2006, a year before the launch of a new domestic service known as the Domestic Time-Definite Service, China Domestic Express Service (DXP) HR (human resources), established the Human Resource Service Centre (HRSC) in Wuhan, China. The HRSC demonstrates the strategic thinking of the human resource team. In reality, setting up the first HRSC in Asia Pacific for FedEx is a success story. It was a new concept for the company. Without any help from external consultants, all HR members had to get up-to-speed by learning on their own how to run a shared services centre. The team capitalised on the different skill sets of the team to achieve the desired results. HRSC delivered reliable services through HR processes and programmes that allowed DXP line managers to focus on their business objectives. HRSC also positioned HR to become a strategic business partner by providing many valuable services. This earned the trust of DXP line managers and provided credibility for HRSC. On 21 August 2007, the FedEx HRSC in Wuhan won ’The Best New Shared Services Organisation 2007‘ award at the Asia Shared Services Summit in Singapore. The case illustrates the complexity and strategic thinking of establishing the HR shared centre within the company to support line management, as well as the challenging HR situation and opportunities in China.
Case Author(s): Farhoomand, Ali F.; Ng, Pauline Publication Date: 01/01/2000 Revision Date: 08/01/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU098 Geographic Setting: Global Event Year Start: 2000 Event Year End: 2000 Subjects: Change management; Corporate strategy; Electronic commerce; International business; Logistics; Supply chain Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (HKU099), 8p, by Ali F. Farhoomand, Pauline Ng Product Description: Set in 2000, the case provides a comprehensive analysis of transportation logistics and FedEx’s internal integrated logistics applications. FedEx demonstrates the shift from “physical” to “information and value-added services” in an e-commerce environment. An excellent scenario to discuss whether companies should focus on core competencies or seek vertical and forward integration to provide integrated services. Also addresses issues that companies face when they wish to transform themselves from a conventional to an e-business model.
Case Author(s): Farhoomand, Ali F.; Ng, Pauline Publication Date: 01/01/2000 Revision Date: 08/01/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU098 Geographic Setting: Global Event Year Start: 2000 Event Year End: 2000 Subjects: Change management; Corporate strategy; Electronic commerce; International business; Logistics; Supply chain Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (HKU099), 8p, by Ali F. Farhoomand, Pauline Ng Product Description: Set in 2000, the case provides a comprehensive analysis of transportation logistics and FedEx’s internal integrated logistics applications. FedEx demonstrates the shift from “physical” to “information and value-added services” in an e-commerce environment. An excellent scenario to discuss whether companies should focus on core competencies or seek vertical and forward integration to provide integrated services. Also addresses issues that companies face when they wish to transform themselves from a conventional to an e-business model.
Teaching Note For use with HKU098 HBS Number: HKU099 Subjects: Corporate strategy; Electronic commerce; International business; Logistics; Management of change; Supply chain
Case Ng, Pauline How has FedEx’s strategy evolved over the years? How is information technology altering the company‘s value chain architecture and strategy? What recommendations would you make to FedEx to increase its competitive strength as a provider of global logistics and supply chain management services? Publication Date: 2000 Geographic Setting: Memphis, TN Industry Setting: Overnight Delivery Event Year Start: 1973 Event Year End: 2000 Courses: Business Policy Course Sequence: Business Strategy; Implementation Subjects: Business Policy; Implementation Supplementary Material: Teaching Note
Case Kotler, P; Pfoertsch, W A Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 507-118-1 Language: English Category: Marketing Data source: Published sources Product Year: 2007 Geo location: USA, global Industry: Transportation Size: Large Timing: 2006 Topics: Brand management; Brand architecture; Corporate identity; Corporate brand; Expanding brand breadth; House of brands; Branded house; Brand communication; Maintaining reputation; Global brand management; Sponsorship; B2B (business to business) Abstract: Federal Express (FedEx) is known for its success in overnight delivery systems. This case focuses on FedEx’s brand management and the alignment of the brand architecture after M&A (merger and acquisition) and integration. It briefly introduces the evolution of the FedEx brand over decades and its brand integration from a house of brands to a brand house through acquisitions and realignments. The case also describes what FedEx did to communicate the brands both to business and customers.
Case Karnik, M A — T.A. Pai Management Institute Singh, M — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 307-010-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: India Industry: Fertilisers and cements Topics: Suari Industries Ltd (SUAR); Fertiliser industry; DAP (diammonium phosphate), SSP (single superphosphate); Working capital requirements; Irrigation facilities; Government policies; Retention pricing scheme (RPS); Normative referral price (NRP); Expenditure Reforms Commission (ERC); Fertiliser subsidy environment Abstract: This abstract is currently unavailable.
Case Study Author(s): Nohria, Nitin Publication Date: 07/01/2005 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0507Z. The complete case study and commentary is reprint R0507A. From a converted muffler repair shop, Ray Kelner launched RLK Media in 1985, selling its radical audio speakers to affluent connoisseurs for $20,000 a pop. By the 1990s, RLK had grown into a billion-dollar business. But things are no longer going so well, and chairman Keith Harrington lays it all at the feet of CEO Lars Inman. “Your margins have evaporated,” he barks. ‘’You’re missing your numbers. People aren‘t buying the old product, and you don't have anything new.'' But RLK might just have something new: the iVid headset prototype is light-years ahead of the competition. All Ray needs is another 18 months (or so) and $6 million to hire 10 elite software developers and he could put RLK back on the map. Lars considers outsourcing software development to Inova Laboratories in India, which promises to move RLK from prototype to volume manufacturing in 12 months — at a fifth the cost. But Ray is adamant. His group is just too tightly knit. Should Lars outsource R&D anyway? Commenting on this fictional case study in reprints R0507A and R0507Z are Larry Huston, VP for innovation and knowledge at Procter & Gamble; former Xerox chief scientist John Seely Brown and consultant John Hagel III; Claremont Graduate University professor Jean Lipman-Blumen; and Azim Premji, chairman of Wipro, an IT services company based in Bangalore, India. HBS Number: R0507X Subjects: Brief case; Group dynamics; HBR case discussions; Innovation; Outsourcing; Prototypes; R&D; Strategy formulation Academic Discipline: Competitive strategy
Case Study with Commentary Author(s): Nohria, Nitin Publication Date: 07/01/2005 Product Type: Harvard Business Review Article Product Description: From a converted muffler repair shop, Ray Kelner launched RLK Media in 1985, selling its radical audio speakers to affluent connoisseurs for $20,000 a pop. By the 1990s, RLK had grown into a billion-dollar business. But things are no longer going so well, and chairman Keith Harrington lays it all at the feet of CEO Lars Inman. “Your margins have evaporated,” he barks. ‘’You’re missing your numbers. People aren‘t buying the old product, and you don't have anything new.'' But RLK might just have something new: the iVid headset prototype is light-years ahead of the competition. All Ray needs is another 18 months (or so) and $6 million to hire 10 elite software developers and he could put RLK back on the map. Lars considers outsourcing software development to Inova Laboratories in India, which promises to move RLK from prototype to volume manufacturing in 12 months — at a fifth the cost. But Ray is adamant. His group is just too tightly knit. Should Lars outsource R&D anyway? Commenting on this fictional case study are Larry Huston, VP for innovation and knowledge at Procter & Gamble; former Xerox chief scientist John Seely Brown and consultant John Hagel III; Claremont Graduate University professor Jean Lipman-Blumen; and Azim Premji, chairman of Wipro, an IT services company based in Bangalore, India. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0507X, AND COMMENTARY ONLY, REPRINT R0507Z. HBS Number: R0507A Industry Setting: Consumer electronics Subjects: Brief case; Corporate culture; Group dynamics; HBR case discussions; Innovation; Outsourcing; Prototypes; R&D; Strategy formulation Academic Discipline: Competitive strategy
Case Author(s): Davidson, Martin N. Darden ID: UVA-OB-0746 Published: 8/28/2001 Copyright Year: 2001 Subject Area: Organizational Behavior and Human Resources Keywords: interpersonal behavior, interpersonal relations, management skills, organizational behavior Abstract: This technical note outlines the core skills needed to give and receive feedback effectively. It is most appropriate for helping managers practice ways of dealing with feedback. These solutions minimize defensiveness and increase the probability that the feedback, whether positive or negative, will be acted upon.
Case Author(s): Davidson, Martin N. Darden ID: UVA-OB-0746 Published: 8/28/2001 Copyright Year: 2001 Subject Area: Organizational Behavior and Human Resources Keywords: interpersonal behavior, interpersonal relations, management skills, organizational behavior Abstract: This technical note outlines the core skills needed to give and receive feedback effectively. It is most appropriate for helping managers practice ways of dealing with feedback. These solutions minimize defensiveness and increase the probability that the feedback, whether positive or negative, will be acted upon.
Article Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 09/13/2000 Product Type: HBS Press Chapter HBS Number: 1623BC Subjects: Feedback; Performance Academic Discipline: Competitive strategy Product Description: Aligning strategy and targets, initiatives, and budgets puts the organization in motion. Performance must then be monitored and guided to close the feedback loop by managers who must also determine whether their strategy is still valid. Emphasizes that companies that are stretching for high performance need strategic feedback systems and management processes to verify that their strategy remains on course to a profitable future. May be used with: (1611BC) Creating the Strategy-Focused Organization; (1612BC) How Mobil Became a Strategy-Focused Organization; (1613BC) Building Strategy Maps; (1614BC) Building Strategy Maps in Private Sector Companies; (1615BC) Strategy Scorecards in Nonprofit, Government, and Health Care Organizations; (1616BC) Creating Business Unit Strategy; (1617BC) Creating Synergies through Shared Services; (1618BC) Creating Strategic Awareness; (1620BC) Defining Personal and Team Objectives; (1621BC) The Balanced Paycheck; (1622BC) Planning and Budgeting (Linking Operational Control Processes to Strategy); (1624BC) Leadership and Mobilization; (1625BC) Avoiding the Pitfalls (Learning from Failed Balanced Scorecard Programs); (1714BC) The Strategy-Focused Organization FAQ.
Article Author(s): Plotkin, Hal Publication Date: 11/01/2002 Product Type: Harvard Management Communication Letter Article Product Description: Critiquing past performance often meets with resistance and resentment. That’s a shame, because feedback is the key to unlocking the promise of continuous improvement. So how do you do it without alienating the very employees you want to help? Learn how to switch the conversation with your employees from one about performance to one of change and improvement. HBS Number: C0211A Subjects: Communication; Communication in organizations; Communication strategy; Management communication; Performance measurement Academic Discipline: General management
Article Author(s): Phoel, Cynthia M. Publication Date: 02/10/2009 Product Type: Harvard Management Update Article HBS Number: U0902A Subjects: Baby boomers; Feedback; Generation X; Generation Y; Performance appraisals Academic Discipline: Organizational behavior & leadership Product Description: Fundamentally, feedback is a good thing. But most managers say they dislike giving feedback and don’t think it‘s as effective as it could be. Those on the receiving end say they don't get enough feedback they can actually use. This article distills the wisdom of management experts into specific suggestions for creating positive and effective feedback sessions with your direct reports. Maintaining a focus on business results rather than personality issues, including specific, concrete data to support your main points, and asking open-ended questions will help you keep feedback sessions fair and productive. Looking beyond the feedback session itself, you can express your commitment to your employees' development and show them, by following up with them on their next steps for improvement, that you're not only a skilled manager, but a supportive coach as well.
Article Author(s): Phoel, Cynthia M. Publication Date: 09/01/2006 Product Type: Harvard Management Update Article HBS Number: U0609D Subjects: Careers & career planning; Communication; Employee development; Feedback; Management development; Meetings; Performance improvement methodologies; Work reviews Academic Discipline: General management Product Description: Fundamentally, feedback is a good thing. But most managers say they dislike giving feedback. Moreover, they don’t think the feedback they do give is as effective as it could be. This article distills the expertise of several management thought leaders into eight specific suggestions for creating effective, positive feedback conversations that result in better performance for managers and career growth for employees.
Article Author(s): Kedrosky, Paul Publication Date: 06/01/2004 Product Type: Harvard Business Review Article Product Description: Syndication feeds — customized information streams distributed over the Internet in real time -- are proliferating fast. If you don’t start syndicating soon, you‘ll be marked as unresponsive and retrograde. HBS Number: F0406A Subjects: Business models; Competition; Electronic commerce; Internet Academic Discipline: Competitive strategy
Case Starov, S A — Graduate School of Management, St. Petersburg State University (GSOM) Distributor: ecch (www.ecch.com) Reference: 508-024-1 Language: English Category: Marketing Data source: Published sources Product Year: 2008 Geo location: Russia Industry: Confectionery Size: Middle-sized Topics: Russia; Brand management; Consumer Products; Positioning; Confectionery Abstract: Even international corporations with enormous resources and a lot of experience may sometimes make serious mistakes. Six years ago, the Northern American company Mars failed to create an original Russian brand, Derzhava Confetti, because of serious marketing mistakes.
Article Author(s): Gordon Redding Publication Date: 01/05/2005 Product Type: Article Ivey ID: 9B05TC07 Subjects: Cultural customs; Strategic planning; Economic conditions Major Disciplines: General Management Product Description: An interesting dialectic is currently being played out in China: The state is continuing its age-old tradition of preserving order while a much newer force, free-market capitalism, and a previously unheard of phenomenon, a middle class, are slowly creating a new order. It is within such an economic environment that very large bets are being placed on the future of China, both by those already inside and by those rushing to go in. This article examines the crucial role of the state in China’s great economic push forward and in its emergence as an economic colossus. It questions the relative safety of placing such bets by examining obstacles faced when investing in China. These include the political dilemma of sharing power with a rising bourgeoisie of prosperous business owners, the managerial challenge of coordinating large, complex organizations at world standards of efficiency, and the fact that global competition has intensified to a level which is virtually impossible for any new entrant to match. Other, more specific features are also considered, such as the fragmentation of the China market, productive inefficiency, allocative inefficiency, the weakness of information, the lack of intellectual property protection, the irrational passion for building capacity, the tendency to diversify rather than focus, and the sheer size of the state. The article also highlights potential opportunities for MNEs investing in China. For instance, declining SOEs may be used as launching pads for entry into the market. Furthermore, there are significant cost advantages to be realized from manufacturing in China, particularly in industries that Chinese companies cannot handle efficiently.
Case Author(s): Glinska, Gosia; Venkataraman, S.; Sarasvathy, Saras D.; Parmar, Bidhan Darden ID: UVA-ENT-0083 Published: 9/7/2006 Copyright Year: 2006 Subject Area: Entrepreneurship and Innovation Keywords: Financing, decision making, leadership, entrepreneurship, strategy, innovation Abstract: The case chronicles the development of Lumni, Inc., an international start-up offering innovative mechanisms for financing higher education. It focuses on: the details of decision making required to transform an idea into a viable business; building partnerships; the challenge associated with raising venture capital; and the challenges of creating a new market where human capital can be traded to finance higher education.
Case Ghoshal, S; Joffre, E; Lofland, C Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 396-028-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1996 Geo location: Switzerland, Germany Industry: Construction Size: Sfr25m Timing: 1995 Topics: Managing international expansion; Internationalisation of Small medium enterprises’s Abstract: The case deals with the issue of international expansion in the context of (a) a relatively small, family-managed Swiss firm, and (b) at the stage of the very first step abroad. It describes the situation, in 1995, of Felix construction, considering a joint venture opportunity in the eastern part of Germany. The CEO believes that with such a joint venture, he can overcome the problems of high Swiss labour costs and the appreciating Swiss franc, and create a base for international expansion. The key teaching objective is to explore the capabilities a company needs as a pre-condition for the internationalisation. Analysis of the case shows that Felix Construction‘s real problems are not those that the CEO focuses on, and that the company must first strengthen its domestic operations, organisation and management before jumping into a joint venture abroad.
Case Haywood-Farmer JS; Menor L; MacDonald J Fell-Fab Products is a manufacturer of interior coverings for airlines, bus companies and passenger rail services. A secondary business for the company is the manufacture of other sewn and welded textiles such as mail bags, tents, etc. One ofFell-Fab Products’ important airline customers asked the company if it was interested in diversifying into service by taking on a contract to manage all aspects of the interior coverings business. The president of Fell-Fab Products must assess thedifferences between service management and manufacturing, decide whether Fell-Fab is capable of doing a good job at service and determine whether the business makes economic sense for the company. This case and the accompanying Fell-Fab Products (B)case (product 9B00D022) explore some of the implications of manufacturers diversifying into services. Ivey Number: 9B00D021 Publication Date: 7/12/2000 Geographic Setting: Canada Industry Setting: Apparel and other Finished Products Company Size: Medium organization Event Year Start: 1998 Subjects: Strategic Change, Manufacturing Strategy, Growth Strategy, Outsourcing Functional Area: Production/Operations Management
Case Author(s): John S. Haywood-Farmer; Larry Menor; John MacDonald Ivey ID: 9B00D022 Publication Date: 12/7/2000 Product Type: Supplement Teaching Note: 8B00D21 Geographic Setting: Canada Industry Setting: Apparel and other Finished Products Size: Medium Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Outsourcing; Strategic Alliances; Manufacturing Strategy; Growth Strategy Major Disciplines: Production and Operations Management Product Description: Shortly after Fell-Fab Products went through the decision-making process of whether to move into service management in addition to manufacturing, it learned that European Airlines, one of its major European customers, would no longer purchase products directly from Fell-Fab Products. Instead, European Airlines instructed Fell-Fab Products to sell to Aircraft Interior Refurbishment. The president of Fell-Fab wondered how this information would affect his decision. This supplement to Fell-Fab Products (A) (9B00D021) raises the possibility of a strategic alliance.
Case Frank C. Jenkins, Rensselaer Polytechnic Institute Martha C. Fransson, Rensselaer Polytechnic Institute Source: The Society for Case Research, Annual Advances in Business Cases 2000 Copyright 2002
Case Author(s): Jones, Geoffrey G.; Lefort, Alexis Publication Date: 08/01/2006 Revision Date: 05/29/2007 Product Type: Note HBS Number: 9-807-018 Subjects: Developing countries; Entrepreneurs; Women in business Academic Discipline: Entrepreneurship Product Description: Examines the extent of and challenges facing female entrepreneurs in developing countries. There are higher rates of female entrepreneurship in developing countries than developed countries, but necessity is often the main driver in lower income countries. Explores the challenges facing women arising from societal inequality, including lack of educational provision, and difficulties in securing funding.
Case Lanfranconi CP; Sharp DJ; Torres A; Ager D A financial planning consultant must decide whether EBITDA figures from Canadian and Mexican financial statements are comparable. The North American Free Trade Agreement (NAFTA) had lead to increased activity by Canadian companies in Mexico.Labatt’s purchase of 22 percent of FEMSA Cerveza represented one of the more significant Canadian investments in Mexico since the introduction of NAFTA. As more and more Canadian companies participated in NAFTA, understanding Mexican financialstatements was essential.The case chronicles Labatt‘s investment and the subsequent reactions by the Canadian financial community. The case also identifies certain anomalies in Mexican financial statements in order to assist students to focus on the more importantdifferences. Ivey Number: 9A95B002 Publication Date: 7/4/1995 Revision Date: 31/10/2001 Geographic Setting: Canada/Mexico Industry Setting: Wholesale Trade - Non-Durable Goods Company Size: Large organization Event Year Start: 1994 Subjects: Accounting - Inflation, Accounting Principles, International Business, Financial Reports/Disclosure Functional Area: Accounting
Case Hulland JS; Ager D; Martinez CR The export director for Cerveceria Cuauhtemoc Moctezuma, of Monterrey, Mexico, must develop a sophisticated marketing strategy in order to earn a permanent place for the brewery’s SOL brand in the UK brewing market, considered to be one of theworld‘s most dynamic and competitive beer markets. Specifically, he must decide how to position the brand; what brand characteristics, if any, should be modified; what new distribution channels, if any, should be pursued; and finally, what type ofadvertising and promotional campaign is necessary. Industry: Food and Kindred Products Issues: Market Strategy, Product Strategy, Advertising Strategy, International Business Location: United Kingdom Size: Large organization Year of event: 1994 Level: Undergraduate/MBA Revised: 18/08/1998 Ivey #: 9A95A015
Case Author(s): David J. Sharp; Murray J. Bryant; Yasheng Chen Publication Date: 5/23/2002 Revision Date: 3/18/2008 Product Type: Case Teaching Note: 8B02B05 Ivey ID: 9B02B005 Geographic Setting: China Industry Setting: Agricultural Production - Crops Size: Small Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Performance Measurement; Profitability Analysis; Accounting Principles Major Disciplines: Accounting; International Product Description: A village leader must reallocate farmland and decides to hold a competition among the three most capable farmers in the village. The contract to the farmland will be awarded to the farmer with the best performance in the growing season. The growing season is over and the village leader must review the farmers’ capital structure, capacity, and leasing costs, and make his decision.
Case Author(s): David J. Sharp; Murray J. Bryant; Yasheng Chen Publication Date: 5/23/2002 Revision Date: 3/18/2008 Product Type: Case Teaching Note: 8B02B05 Ivey ID: 9B02B005 Geographic Setting: China Industry Setting: Agricultural Production - Crops Size: Small Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Performance Measurement; Profitability Analysis; Accounting Principles Major Disciplines: Accounting; International Product Description: A village leader must reallocate farmland and decides to hold a competition among the three most capable farmers in the village. The contract to the farmland will be awarded to the farmer with the best performance in the growing season. The growing season is over and the village leader must review the farmers’ capital structure, capacity, and leasing costs, and make his decision.
Case Author(s): Yim, Bennett; Wong, Monica Publication Date: 07/29/2003 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Fenix Group’s business spans from general merchandise retailing to Italian fashion. The diversity stems from the management‘s multiniche marketing strategy. Looks at the journeys of two entrepreneurs who started out with a tiny garment trading company and, in the span of 30 years, expanded into a multinational network of manufacturing and retailing with $230 million annual turnover. How did Fenix identify and tap into niches in different markets? What does it take to be successful in niche markets? Also analyzes Fenix's strategy and discusses the critical success factors of its multiniche marketing strategy. HBS Number: HKU283 Industry Setting: Retail industry Subjects: Manufacturing; Marketing strategy; Networks; Strategy implementation Academic Discipline: Marketing Supplementary Materials: Teaching Note, (HKU284), 4p, by Bennett Yim, Monica Wong
Case Author(s): Murray J. Bryant Publication Date: 12/20/2004 Revision Date: 4/9/2008 Product Type: Case Teaching Note: 8B04M78 Ivey ID: 9B04M078 Geographic Setting: Canada Industry Setting: Apparel and Accessory Stores Size: Small Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Value Chain; Cash Flow Major Disciplines: Entrepreneurship; General Management Product Description: An entrepreneur has invented a device to make it easier for men’s retailers to measure customers for made-to-measure suits, avoiding error and thereby improving the profit chain for the retailer. The entrepreneur is looking at ways to promote the device to middle- and upper-end men‘s retailers.
Case Author(s): Murray J. Bryant Publication Date: 12/20/2004 Revision Date: 4/9/2008 Product Type: Case Teaching Note: 8B04M78 Ivey ID: 9B04M078 Geographic Setting: Canada Industry Setting: Apparel and Accessory Stores Size: Small Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Value Chain; Cash Flow Major Disciplines: Entrepreneurship; General Management Product Description: An entrepreneur has invented a device to make it easier for men’s retailers to measure customers for made-to-measure suits, avoiding error and thereby improving the profit chain for the retailer. The entrepreneur is looking at ways to promote the device to middle- and upper-end men‘s retailers.
Case Eggers JH; Upton G The senior account executive of Fernlea Flowers Limited was considering a proposed sales and distribution relationship with Price Chopper. Fernlea had been proceeding with plans for a New York State greenhouse, warehouse, and shipping facility forsome time now, and was counting on the production and distribution capabilities of the new facility to support its ambitious sales expansion strategy throughout the northeastern U.S. Now, the company has been approached by a major supermarket chainwith a proposal for a unique long-term relationship that could require a significant portion of that capacity, and the Fernlea executive team must decide how to proceed. The proposed relationship with Price Chopper was understood to be fundamentallydifferent than Fernlea’s current customer relationship model. In the words of the chief operating officer at Fernlea, “In the present situation, it does not fit. We‘re just not sure that the present situation shouldn't be changed. This could be aunique opportunity for us.” Ivey Number: 9A99M020 Publication Date: 7/9/1999 Geographic Setting: Canada/USA Industry Setting: Wholesale Trade - Non-Durable Goods Company Size: Small organization Event Year Start: 1998 Subjects: Wholesaling, Distribution, Customer Relations, Growth Strategy Functional Area: General Management
Case Author(s): Groysberg, Boris; Podolny, Joel; Keller, Tim Publication Date: 09/27/2004 Revision Date: 02/28/2006 Product Type: Case (Field) Product Description: As Bruce Taub, founder of Fernwood, strolled past some of New York City’s finest galleries, he pondered the unique challenges that Fernwood faced. Where others had seen the inefficiency of imperfect markets, Taub saw an opportunity to revolutionize the very nature of how Americans related to the fine art market. As its chairman and founder, Taub had built Fernwood to serve as a vehicle for his vision: to democratize investment in art such that “even my secretary could someday own (shares of art) in her 401(k).” As Taub walked through the doors at Christies, he knew that in the near future, he was going to decide the path that would initially guide Fernwood toward investors. He also knew that at least in the short-term, he needed the support of the art community, and he wondered what else he could or should do to win that support. HBS Number: 9-405-032 Geographic Setting: United States Industry Setting: Securities & investing Number of Employees: 10 Event Year Start: 2004 Event Year End: 2004 Subjects: Entrepreneurial finance; Entrepreneurship; Group dynamics; Investment management; Leadership; New product marketing; Strategy formulation; Strategy implementation Academic Discipline: Organizational behavior & leadership
