|
|
|
|
Alphabetically : G
- 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.
 (OP 12/2007 per HBS) General Motors: Packard Electric Division
|
|
|
|
| 20 pp.
| Case
Author(s): Wheelwright, Steven C.; Gill, Geoffrey K.
Publication Date: 11/08/1990 Revision Date: 04/29/1999
Product Type: Case (Field)
HBS Number: 9-691-030
Geographic Setting: Warren, OH Industry Setting: Automotive industry Company Size: Fortune 500 Gross Revenues: $100 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Automobiles; Interdepartmental relations; Process analysis; Product development; Project evaluation; Technological change; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-693-003), 7p, by Steven C. Wheelwright
Product Description: Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology called the RIM (Reaction Injection Molded) grommet, was supported heavily by the product development group because it was simpler to design and improved the leak seat. Process development was against using it because it cost more, complicated the manufacturing process, and provided only minor improvements in leak resistance. The students must analyze the risk in continuing with the project, the potential benefits from product simplification and the potential benefits from improving the leak resistance. The students must also review the product development process to determine conflicts before they reach a crisis.
Source: Harvard
|
|
|
|
| 20 pp.
| Case
Author(s): Wheelwright, Steven C.; Gill, Geoffrey K.
Publication Date: 11/08/1990 Revision Date: 04/29/1999
Product Type: Case (Field)
HBS Number: 9-691-030
Geographic Setting: Warren, OH Industry Setting: Automotive industry Company Size: Fortune 500 Gross Revenues: $100 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Automobiles; Interdepartmental relations; Process analysis; Product development; Project evaluation; Technological change; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-693-003), 7p, by Steven C. Wheelwright
Product Description: Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology called the RIM (Reaction Injection Molded) grommet, was supported heavily by the product development group because it was simpler to design and improved the leak seat. Process development was against using it because it cost more, complicated the manufacturing process, and provided only minor improvements in leak resistance. The students must analyze the risk in continuing with the project, the potential benefits from product simplification and the potential benefits from improving the leak resistance. The students must also review the product development process to determine conflicts before they reach a crisis.
Source: Harvard
|
| A Global Manager’s Guide to Currency Risk Management
|
|
|
|
| 25 pp.
| Case
Michael Moffett, Anant Sundaram
Since the advent of the floating exchange rates, any time that a transactionuwhether that transaction is in goods, services, people, capital, or technologyuhas crossed borders, it has been subject to the influence of changes in exchanges rates. The basic problem posed by exchange rates on the cross-border firm is that money across borders has no fixed value. Consequently, neither does the transaction undertaken across borders. In the note, our purpose is to understand, categorize, and define the specific types of exchange rate risks that firms face across borders, and to address how managers can plan for, manage, and hedge these risks. Specifically, this note provides an overview of the risks posed by exchange rates to the cross-border firm, and the major strategies and solutions managers can employ to deal with them.
Thunderbird Number: B03-03-0006 Type: Case
Publication Date:
Subjects: International finance; financial management; currency exposure
Source: Thunderbird
|
| G.I. JOE: Marketing an Icon
|
|
|
|
| 21 pp.
| Case
Author(s): McGovern, Gail
Publication Date: 09/20/2004 Revision Date: 03/08/2007
Product Type: Color Case
HBS Number: 505030
Geographic Setting: Providence, RI Industry Setting: Toy industry
Subjects: Brand management; Brands; Marketing strategy; Product positioning
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (506012), 15p, by Gail McGovern
Product Description: In the winter of 2003, Billy Lagor, the Hasbro toy company’s brand manager for G.I. JOE, faced a set of decisions that would ultimately determine the 2004 marketing plan for the G.I. JOE brand. Under consideration were three different ways to market the military action figure: use traditional media: supplement traditional media with a short, animated DVD; or rely entirely on nontraditional marketing. In evaluating these options, Lagor grappled with a more basic question: What is the nature of the G.I. JOE and Hasbro brands? Should he market G.I. JOE as a short-term fad or as a marquee property akin to the Barbie franchise? Includes color exhibits.
Source: Harvard
|
|
|
|
| 21 pp.
| Case
Author(s): McGovern, Gail
Publication Date: 09/20/2004 Revision Date: 03/08/2007
Product Type: Color Case
HBS Number: 9-505-030
Geographic Setting: Providence, RI Industry Setting: Toy industry
Subjects: Brand management; Brands; Marketing strategy; Product positioning
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-506-012), 15p, by Gail McGovern
Product Description: In the winter of 2003, Billy Lagor, the Hasbro toy company’s brand manager for G.I. JOE, faced a set of decisions that would ultimately determine the 2004 marketing plan for the G.I. JOE brand. Under consideration were three different ways to market the military action figure: use traditional media: supplement traditional media with a short, animated DVD; or rely entirely on nontraditional marketing. In evaluating these options, Lagor grappled with a more basic question: What is the nature of the G.I. JOE and Hasbro brands? Should he market G.I. JOE as a short-term fad or as a marquee property akin to the Barbie franchise? Includes color exhibits.
Source: Harvard
|
| GAGAN INTERNATIONAL LIMITED
|
|
|
|
| 3 pp.
| Case
Dhar, U; Dhar, S; Jain, S; Jain, M; Kattarwal, N
Publisher: Prestige Institute of Management & Research
Distributor: ecch (www.ecch.com) Reference: 405-004-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Field research
Product Year: 2005
Geo location: Central India Industry: Leather industry Size: Large Timing: 2000
Topics: Motivation; Absenteeism; Social responsibility; Human resource interventions
Abstract: The case is about an international business unit which had a turnover of Rs 1,500 crores and enjoyed a good reputation for its technology and quality. The company had good human resource (HR) polices pertaining to compensation and rewards, besides family welfare programmes, education, and awareness programmes, de-addiction etc. The company felt that it had a social commitment towards its employees and had recruited social workers to visit the families of the workers from time to time, besides counselling the employees. The company faced the problem of high absenteeism and lack of discipline. Inspite of putting in best efforts, the top management felt that they were not able to curtail absenteeism, thus affecting the productivity and overall profitability of the company. The purpose of the case is to make participants understand the sound HR policies and their implications. The issues in the case are absenteeism, lack of discipline, social responsibility, motivation, incentives, and drug addiction. Participants should be thorough with the concept of human resource management and various interventions. The case should be first discussed at individual level and then at group level. Each group should consist of 4-5 participants. Each issue should be discussed for 20-25 minutes.
Source: ecch
|
|
|
|
| 24 pp.
| Case
Schlesinger, Leonard A.; Greene, Sarah
Describes Star’s experiment with gain sharing over a three-year period. Background on the industry and company‘s history are provided to establish the context for the shift to pay-for-performance. Describes the three different gain sharing programs, the resulting payouts, and organizational impact.
HBS Number: 9-692-012 Type: Case (Field)
Publication Date: 8/1/1991 Revision Date: 2/16/1992
Geographic Setting: Fond du Lac, WI Industry Setting: cable television Number of Employees: 326
Event Year Start: 1988 Event Year End: 1990
Subjects: Communications industry; Employee compensation; Employee empowerment; Human resources management; Service management
Supplementary Materials: Teaching Note, (5-692-013), 14p, by Leonard A. Schlesinger, Sarah Greene, Roger Hallowell
Source: Harvard
|
| Gainesboro Machine Tools Corporation
|
|
|
|
| 16 pp.
| Case
Author(s): Bruner, Robert F.
Darden ID: UVA-F-1489
Published: 12/6/2005
Copyright Year: 2005
Subject Area: Finance
Keywords: dividend policy, share repurchases, corporate financial strategy financial markets policy, buybacks
Teaching Note: UVA-F-1489TN
Student Spreadsheet: UVA-S-F-1489
Faculty Spreadsheet: UVA-S-F-1489TN
Abstract: In mid September 2005, Ashley Swenson, the chief financial officer of this large CAD/CAM (computer aided design and manufacturing) equipment manufacturer must decide whether to pay out dividends to the firm’s shareholders, or repurchase stock. If Swenson chooses to pay out dividends, she must also decide on the magnitude of the payout. A subsidiary question is whether the firm should embark on a campaign of corporate-image advertising, and change its corporate name to reflect its new outlook. The case serves as an omnibus review of the many practical aspects of the dividend and share buyback decisions, including (1) signaling effects, (2) clientele effects, and (3) finance and investment implications of increasing dividend payout and share repurchase decisions. This case can follow a treatment of the Miller Modigliani dividend-irrelevance theorem and serves to highlight practical considerations in setting dividend policy.
Source: Darden
|
| Gallo Rice
|
|
|
|
| 31 pp.
| Case
Author(s): Quelch, John A.; Laidler, Nathalie
Publication Date: 03/15/1993 Revision Date: 01/06/1998
Product Type: Case (Field)
Product Description: Describes a company marketing branded rice products to three different countries—Italy, Argentina, and Poland. Explores the differences and similarities between the countries in terms of consumers, competition, products, and margins. Teaching Purpose: Analysis of three different markets and transferability from different geographic markets of marketing mix variables.
HBS Number: 9-593-018
Geographic Setting: Italy, Argentina, Poland Industry Setting: agribusiness
Event Year Start: 1992 Event Year End: 1992
Subjects: Agribusiness; Brands; International marketing; Product lines
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-594-096), 7p, by John A. Quelch
Source: Harvard
|
| GALP ENERGIA: THE MOVE INTO IBERIAN RETAIL
|
|
|
|
| 17 pp.
| Case
Dias Ferreira, M — AESE - Escola de Direccao e Negocios
Distributor: ecch (www.ecch.com) Reference: 506-038-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2006
Geo location: Portugal, Spain Industry: Fuel sales, distribution Size: Sales in excess of 9 billion euros Timing: Dec 2003
Topics: Marketing; Growth in a new market; Swap strategy; Swap techniques; Customer loyalty; Advertising; Spain and Portugal
Abstract: The case describes the strategy of GALP to give its retail an Iberian dimension. Realising that its market quota in Portugal of nearly 40% can only decrease, the company wishes to swap about one hundred of its filling stations in Portugal, for a similar number of Total’s stations in Spain. This swap will allow GALP to obtain a rapid increase in its market quota in Spain. GALP considers that a Spanish market quota of less than 6% will prevent it from being a player with any weight in the Spanish market. Contrary to what has been done in the past, when GALP spreads its stations all over Spain, GALP wishes to concentrate in six key areas, so as to hold, in these areas, an 8% quota of the market. This concentration will give it a certain visibility and acceptable logistical costs. GALP‘s management believes it can capture Total's clients in Spain, a market where the sale of non-fuel is much less developed than in Portugal. It also believes that an important part of its clientele for the filling stations which will be handed to Total, may retain some loyalty to the GALP brand, and continue to buy at its other stations. GALP would like opposing strategies to work after the swap, so that in Spain, clients will continue to buy at the same station, whereas in Portugal, they will change station and follow GALP.
Source: ecch
|
| Galvanizing Philanthropy
|
|
|
|
| 12 pp.
| Article
Author(s): Ditkoff, Susan Wolf; Colby, Susan J.
Publication Date: 11/01/2009
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R0911K
Subjects: Change management; Philanthropies
Academic Discipline: General management
Product Description: Philanthropic organizations, exempt from the accountability imposed on business by markets or on government by voters, are free to experiment and take risks. But they have little experience in objectively evaluating their own performance or figuring out how to improve it. Regardless of the economic climate, the authors say, developing a philanthropic strategy is an iterative process - one they’ve labeled “getting clear, getting real, and getting better.” Getting clear means selecting a few strategic anchors - people, problems, or philosophies the institution truly cares about - and using them to guide decisions about programs and grantees. In addition, hard evidence should be examined in light of values and beliefs. Getting real means pragmatically assessing the resources and time required to bring about desired change and soliciting candid feedback from the field. Getting better means regularly reviewing the organization‘s entire funding strategy in light of both outside perspectives and nonfinancial assets. Ditkoff and Colby outline the traps that funding institutions must avoid if they are to optimize their resources and organizational outcomes, and they offer stories from the James Irvine, Bill & Melinda Gates, Annie E. Casey, David and Lucile Packard, and Edna McConnell Clark foundations as examples of success. The pursuit of excellence, they say, can be imposed only by philanthropic investors themselves.
Source: Harvard
|
| GALVEX: A CASE OF DEBT AND DEFAULT
|
|
|
|
| 22 pp.
| Case
Elenurm, T — Estonian Business School
Daisey, J — Estonian Business School
Distributor: ecch (www.ecch.com) Reference: 307-344-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2007
Geo location: Estonia Industry: Steel Size: 100 people, $270 million Timing: 2001-2006
Topics: International strategy; Corporate governance; International business law; Estonia; Hedge fund
Abstract: In 2001, a record level of foreign investment in Estonia resulted in the construction of Europe’s largest and most modern steel sheet galvanising plant. Spearheaded by the partnership of an investment banker and steel industry expert, the plant had the capacity to make a notable stake in the European market. However, a sudden supply shock in 2005, the second full year of the plant‘s operation, burdened the company with the position of not being able to service its debt. Demands for repayment from some of Europe's leading banks forced the organisation to seek out new creditors, and those it found had interest not in a going concern, but rather in the resale value after restructuring. Taking advantage of an organisational structure that distributed the legal liabilities and financial provisions across three nations, the company was able to enter bankruptcy protection and was spared some time to reorganise and potentially emerge as intended at the inception: to be Europe's largest, most modern galvanising operation. This case study covers an overview of the industry, and the organisation of the focal firm, Galvex Estonia. The study stops at the point when the firm filed for bankruptcy in the United States court systems 17 January 2006, and was awarded some time for reorganisation simply due to the length of the legal proceedings.
Source: ecch
|
| GALWAY BAY HEALTH FARM: SPA AND RELAXATION CENTRE
|
|
|
|
| 17 pp.
| Case
Torres, A M — National University of Ireland, Galway
Distributor: ecch (www.ecch.com) Reference: 502-052-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2002
Geo location: Galway, Ireland Industry: Tourism, health and agritourism Size: Less than 30 employees Timing: 2002
Topics: Marketing communications; Strategy - business and marketing
Abstract: Margaret and Gerry McNulty of Oranmore, County Galway, are an example of the innovative opportunities that exist for agritourism development and for alternative farm enterprises. The McNulty’s have established a health farm and like many other owner/managers, find it a challenge to execute effective, affordable marketing campaigns to support the promotion of their enterprise. The case examines the applicability of marketing principles and practices within the SME domain. Although the development of an effective marketing information system and appropriate marketing mix management are critical for future sustainability, the case more strongly emphasises the development of business and marketing communications strategies. Hence, consideration is given to Galway Bay Health Farm‘s positioning within the market, the customers to target, and the communication messages and tools used to reach these customers. In addition, the case provides scope for consideration of current and future management planning and control issues. This case contains colour exhibits. ** ecch Irish Case Writing Competition Category Winner 2002**
Source: ecch
|
| GAMEGOODS: THE CASH IS REAL: INTERNATIONALIZATION OPPORTUNITIES IN THE VIRTUAL GOODS INDUSTRY
|
|
|
|
| 22 pp.
| Case
Kaufmann, L; Reimann, F; Hartmann, O
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 309-055-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2009
Version Date: 1 December 2008
Geo location: Europe, Asia, USA Industry: On-line games, virtual games Size: Approximately 20 employees Timing: 2006-2007
Topics: Virtual goods; On-line games; World of Warcraft; Entrepreneurship; Internationalisation; Market analysis; Value chain analysis; Massively Multiplayer On-line Role-playing; Growth; Strategy
Abstract: The case describes the situation of a young German start-up company by the name of GameGoods, that has grown into a successful MMORPG (Massively Multiplayer On-line Role-playing Game) service company in Germany within a very short time. This success provided the proof of the concept the founders were looking for, and they intended GameGoods to become one of the leading companies in this global market. Richard Stallman of the founding team undertook the task to develop an internationalisation strategy to achieve this goal. On the one hand, the young manager was faced with a range of opportunities. He had a clear vision and wanted to grow sales at the maximum speed possible. This required taking advantage of international market opportunities in the US, Europe and Asia as soon as possible. On the other hand, he had to consider a wide range of premises and faced a constant lack of resources. It was necessary to find answers to the most important questions in regard to the company’s future strategy. Richard had to be scrupulous in prioritising, meticulous at planning and deliberate in decision-making in order to arrive at an effective internationalisation strategy. It was vital to focus on the most important things first. The first part of the case
Source: ecch
|
| GANT FUND: THE TECHNOLOGY STOCK INVESTMENT DECISION
|
|
|
|
| 24 pp.
| Case
Foerster SR; Davis S; Kirkpatrick S; Sorhaug J
A portfolio manager, Joe Smith, must decide whether he should invest in the technology sector. Joe manages a mid-cap fund, the Gant fund, which has generally been under-performing relative to the TSE mid-cap index and compared with other mid-capfunds. With the technology sector outperforming all other industry sectors over the last four years and with an ever-increasing number of technology issues available on the TSE, he is considering making a shift in the sector weightings of the fundto include the technology sector with a view towards ultimately improving the returns, and possibly the marketability, of the fund.
Ivey Number: 9A98N009
Publication Date: 14/05/1998
Geographic Setting: Canada Industry Setting: Holdings and other Investment Companies
Company Size: Medium organization
Event Year Start: 1998
Subjects: Investment Analysis, Investment Funds, Valuation, Investments
Functional Area: Finance
Source: Ivey
|
| Gap Inc.
|
|
|
|
| 36 pp.
| Case
Author(s): Wells, John R.; Raabe, Elizabeth A.
Publication Date: 07/01/2005
Product Type: Case (Library)
HBS Number: 9-706-402
Industry Setting: Apparel industry; Retail industry Number of Employees: 150,000 Gross Revenues: $16.27 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Brands; CEO; Corporate strategy; Industry analysis; Leadership; Strategy formulation; Strategy implementation; Supply chain
Academic Discipline: Competitive strategy
Product Description: For nearly 20 years (1983-2002), Gap Inc., the leading specialist clothing retailer in the United States, was synonymous with its CEO Millard S. Drexler, the “merchant prince.” However, after three years of declining like-for-like sales between 1999 and 2002, Drexler’s tenure was ended, and Paul S. Pressler, formerly of The Walt Disney Co., became CEO in October 2002. Pressler closed underperforming stores, reduced excess inventory, and conducted extensive market research to determine better customer preferences, resulting in a turnaround in 2003. At the end of 2003, the firm had a 9.5% market share in the $166.2 billion U.S. apparel market. The momentum slowed down somewhat at the end of 2004 and beginning of 2005. Comparable store sales were flat. Additionally, industry observers raised concerns about Pressler‘s lack of experience in the apparel sector, cannibalization among the company's brands, and fashion mistakes. However, Pressler forecast a strong 2005 and identified a number of initiatives, including better buying, easy-to-shop environments, supply chain improvements, and new outlet additions. The firm was also establishing a new brand, Forth & Towne. Would these moves help re-establish momentum?
Source: Harvard
|
| Garage.com (A)
|
|
|
|
| 24 pp.
| Case
Author(s): Leonard, Dorothy; Kind, Liz
Publication Date: 10/20/2000 Revision Date: 11/05/2001
Product Type: Case (Field)
Product Description: Silicon Valley’s Garage.com matches venture capital and corporate angel investors with high-tech start-ups that are looking for early stage funding. As a web-based service, Garage.com fields inquiries from entrepreneurs and investors around the world, and is eager to expand its operations both in the United States and overseas. This case addresses the strategic issues for an Internet start-up company interested in pursuing international growth. Teaching Purpose: To assist students with the strategic issues associated with international growth in a start-up, and with accelerating the start-up process.
HBS Number: 9-601-064
Geographic Setting: Palo Alto, CAIndustry Setting: high technologyCompany Size: start-upNumber of Employees: 25Gross Revenues: $3.4 million revenues
Event Year Start: 1999Event Year End: 1999
Subjects: Brand management; California Research Center; Entrepreneurship; Expansion; Globalization; Innovation; International business; Internet; Silicon Valley; Venture capital
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Video, (9-601-801), 10 min, by Dorothy Leonard, Liz Kind; Supplement (Field), (9-602-093), 5p, by Dorothy Leonard, Liz Kind
Source: Harvard
|
| GARANTI BANK IN THE NEW MILLENNIUM
|
|
|
|
| 30 pp.
| Case
Alpay, G — Bogazici University
Uygun, B — Bogazici University
Distributor: ecch (www.ecch.com) Reference: 304-393-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2004
Geo location: Turkey Industry: Banking Size: Large Timing: 1991-2002
Topics: Garanti Bank; Millennium; Turkey; Banking; Dogus Holding; Sahenk; Re-engineering; Integrated risk management; Audit; Human resources strategy; Marketing; e-Commerce; Merger; Intesa; Crisis
Abstract: This case outlines the strategic position of Garanti Bank, one of the largest private banks in Turkey, as it entered the new millennium. By the end of 2000, the Bank had undergone a massive restructuring and was looking for ways to create synergies through partnerships and succeeding in new competitive frontiers, such as on-line banking. The new CEO had set ambitious objectives and the Bank seemed on course to attain those in due time. However, a financial crisis shocked the Turkish economy in 2001, leading to significant losses in the Turkish banking sector. Dogus Holding, the parent company of Garanti Bank, found itself having to react to the new situation by achieving greater savings and merging a smaller bank with Garanti Bank. A proposed strategic partnership with an Italian Bank, Intesa, was about to be completed when September 11 caused great uncertainty in the world economy, leading Intesa to put a hold on the deal, which was shelved indefinitely as a result. An underlying theme throughout the case is the need for financial businesses in emerging countries to be proactive in their strategies and react quickly to changes in the macro and microeconomic environment. In the text, the Turkish banking sector is introduced first, followed by a detailed explanation of how Garanti Bank has improved its competitive position in the past decade, going through a
Source: ecch
|
| Gardenburger Advertising Strategy (A)
|
|
|
|
| 21 pp.
| Case
Author(s): Grier, Sonya; Chang, Victoria
Publication Date: 04/22/2003
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1997, Lyle Hubbard, CEO of Gardenburger, a producer and marketer of veggie burgers and meat alternative products, had called together his executive team to discuss Gardenburger’s advertising strategy, which until that point had consisted mainly of print ads in food service trade publications, trade shows, off-invoice promotions with distributors, in-store sampling, and radio advertising. When Hubbard arrived at Gardenburger, he had wanted to create a rapidly growing, highly profitable company by taking veggie burgers from a small health food niche to the consumer mainstream. He believed that key to achieving this strategy was establishing national distribution in the largest channel, the grocery channel (which Gardenburger had only penetrated 30% by the beginning of 1996); innovating with flavor variety (but generally focusing on the veggie patty vs. expanding into other meat alternatives); and creating broad consumer awareness and trial. Teaching Purpose: To teach students how to formulate advertising strategy for a high-growth company and to show some of the advertising challenges Gardenburger experiences. May be used with: (M305B) Gardenburger Advertising Strategy (B).
HBS Number: M305A
Subjects: Advertising; Advertising campaigns; Advertising management; Advertising media; Advertising strategy; Brand management; Business history; Consumer goods; Entrepreneurship; Food; Growth strategy; Marketing strategy
Academic Discipline: Marketing
Source: Harvard
|
| Gardenburger Advertising Strategy (B)
|
|
|
|
| 26 pp.
| Case
Author(s): Grier, Sonya; Chang, Victoria
Publication Date: 04/22/2003
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1997, Lyle Hubbard, CEO of Gardenburger, a producer and marketer of veggie burgers and meat alternative products, had called together his executive team to discuss Gardenburger’s advertising strategy, which until that point had consisted mainly of print ads in food service trade publications, trade shows, off-invoice promotions with distributors, in-store sampling, and radio advertising. When Hubbard arrived at Gardenburger, he had wanted to create a rapidly growing, highly profitable company by taking veggie burgers from a small health food niche to the consumer mainstream. He believed that key to achieving this strategy was establishing national distribution in the largest channel, the grocery channel (which Gardenburger had only penetrated 30% by the beginning of 1996); innovating with flavor variety (but generally focusing on the veggie patty vs. expanding into other meat alternatives); and creating broad consumer awareness and trial. Teaching Purpose: To teach students how to formulate advertising strategy for a high-growth company and to show some of the advertising challenges Gardenburger experiences. May be used with: (M305A) Gardenburger Advertising Strategy (A).
HBS Number: M305B
Subjects: Advertising; Advertising campaigns; Advertising management; Advertising media; Advertising strategy; Brand management; Business history; Consumer goods; Entrepreneurship; Food; Growth strategy; Marketing strategy
Academic Discipline: Marketing
Source: Harvard
|
| Gardner Distributing Company
|
|
|
|
| 24 pp.
| Case
Tom Hinthorne
Gardner Distributing Company purchases, sells, and distributes Iams premium pet food products (68 percent of sales), pet supplies (14 percent of sales), and lawn and garden supplies (18 percent of sales). The case sketches the background and management style of the owner, Butch Tonigan; the start-up and development of the business from 1980-1999; the transition to a professioanl management team; the financial restructuring of the business; and the development of a marketing strategy. The management team has developed a purpose, mission, and objectives; but the strategies of the firm are not clear. A change in Iam’s strategy and hiring of a key account manager seem to be creating new opportuinities for the firm in 1999. The challenge is to define the firm‘s strategies. This will require an understanding of the business and the two industries in which the firm operates. It will also require a synthesis of the manager's dialogue on the strategic options of the business. A surprising epilogue extends the analytical possibilities.
Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 2
Subjects: Strategic Management, Small Business/Entrepreneurship, Financial Management
Source: NACRA
|
| Gary Loveman and Harrah’s Entertainment
|
|
|
|
| 19 pp.
| Case
Author(s): Chang, Victoria; Pfeffer, Jeffrey
Publication Date: 11/04/2003
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: OB45
Geographic Setting: United States Industry Setting: entertainment Number of Employees: 42,000 Gross Revenues: $4 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational change; Power & influence; Succession planning
Academic Discipline: Organizational behavior & leadership
Product Description: In 1998, 38-year-old Gary Loveman was perfectly content with his job as an untenured associate professor at the Harvard Business School. He was a popular teacher with standing room only classes in service management. He lived comfortably with his family in Massachusetts and had successful consulting engagements and executive education assignments with companies such as Harrah’s Entertainment. His prospects for tenure review, coming up in the next year or two, looked good. Then his life dramatically changed when the then-CEO of Harrah‘s, Phil Satre, offered him a job as chief operating officer (COO) of the company. Commuting from his home in Massachusetts, Loveman took the job and never turned back. But hiring Loveman caused some internal and external rumblings. Loveman had never before managed anyone apart from his administrative assistant and some research assistants; he was now going to manage 15 casinos with more than 10,000 hotel rooms and over 35,000 employees. The company was also closing one of its largest acquisitions to date, Showboat. Moreover, the gaming industry was not, in 1998, a common destination for MBA graduates, let alone PhDs — it was an industry dominated by insiders who had spent their careers in gaming, working their way up from the bottom. The tasks facing Loveman
Source: Harvard
|
| GASER (C): THE ACQUISITION OF THE NEW BUILDING: LOAN OR LEASING?
|
|
|
|
| 6 pp.
| Case
Previtero, A
Publisher: SDA Bocconi
Distributor: ecch (www.ecch.com) Reference: 105-046-1 Language: English
Category: Finance, Accounting and Control Data source: Generalised experience
Product Year: 2005
Geo location: Milan, Italy Industry: Aluminium oxidation Size: 2.6 million euros revenue Timing: 1999
Topics: Financing decision; Rent; Leasing or buy
Abstract: This is the third of a three-case series (105-044-1 to 105-046-1). In December 1999, Flavio Gasparini, Commercial and Technical Manager at Gaser, received the leasing proposal he had been expecting from BPB Leasing Corp. The estimate he had requested was necessary to assess how to finance the acquisition of a new building. The two alternatives hypothesised were financing through a mortgage or using a leasing formula. For this purpose Gaser had asked for consultancy from its two longstanding banks: BPM in Milan and BPB in Bergamo. The first had already put forward a proposal for a 7 year mortgage, whereas the second had proposed a leasing contract, the terms of which had just been sent. Flavio Gasparini, using his financial background, intended to assess the most convenient solution for the company.
Source: ecch
|
| GASLINK LTD (A)
|
|
|
|
| 15 pp.
| Case
Mullins, J W; Amijee, A
Publisher: London Business School
Distributor: ecch (www.ecch.com) Reference: 805-032-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2005
Geo location: Riga, Latvia Industry: Gas services and distribution Size: 5 employees Timing: 2000
Topics: Entrepreneurship; Entrepreneurial finance; Venture capital; Ethics
Abstract: This is the first of a three-case series (805-032-1 to 805-034-1). It was nearly 9pm in Riga, the capital city of Latvia, on 13 April 2000. Robert Emery, Financial Director, and Maciek Capro, Managing Director of GasLink Ltd, had been huddled together, since the early morning, with their lawyers and with Valdis Berzins and Modris Tilens of Baltic Capital, and two lawyers representing Baltic. The eight men were in the final stages of negotiating a 2.7 million euros investment that would give GasLink the cash it needed to move forward towards building its proposed gas pipeline in the Baltic Sea. The cheque for 2.7 million euros lay serenely on the table. As he read the latest draft, something suddenly caught Emery?s attention. ?What is this?? said Emery to the venture capitalists seated across the table from him. ?This anti-dilution clause is not the same as the one in the previous versions?. Tilens face turned a deep shade of crimson. His body language said, ?We?ve been caught?.
Source: ecch
|
| Gateway Durango, Inc.
|
|
|
|
| 10 pp.
| Case
Roy A. Cook, Jeremy J. Coleman Bob Morris founded Gateway Durango, Inc., a touring wholesaling and operating business, in 1986. After a failed venture, Bob decided to start small and focus on one specific market niche. His success in this niche enabled him to expand into other markets, but has also left him vulnerable. Although excited about the future, Bob wonders how he should position his business for future survival and success.
Source: The Society for Case Research, Business Case Journal, Fall 1994, Vol. 2, Issue 2. Copyright 1995.
Courses: Entrepreneurship; Small Business
Topics:
Source: SOCCR
|
| Gateway: Moving Beyond the Box
|
|
|
|
| 17 pp.
| Case
Author(s): Frei, Frances X.; Moon, Youngme; Rodriguez
Publication Date: 07/06/2000 Revision Date: 05/09/2002
Product Type: Case (Field)
Product Description: Gateway is confronting the challenge of balancing the cost efficiencies of their direct channels with the increased ability to cross-sell in their physical channels. This challenge occurs while Gateway is trying to move “beyond the box” — move away from dependence on PC revenue streams to the PC solutions revenue stream, which includes Internet access, computer training, content, financing, and other related activities. While grappling both of these challenges, students will be exposed to channel conflict, lifetime value analysis, how to move from a product to a service, subscription pricing, and other service management issues. Teaching Purpose: To demonstrate channel conflict, pricing subscription, and service management issues.
HBS Number: 9-601-038
Geographic Setting: San Diego, CA Industry Setting: computers Number of Employees: 21,000 Gross Revenues: $8.6 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Computer services; Computer systems; Marketing strategy; Product life cycle; Services; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-130), 15p, by Frances X. Frei
Source: Harvard
|
| GATORADE
|
|
|
|
| 13 pp.
| Case
Kennedy JR; Bandiera P
The new business development officer for Quaker Oats Canada Limited, has been asked to develop a proposal for the possible introduction of Gatorade into Canada. He must develop a complete marketing and financial proposal. The case focuses ondecisions about channels, flavors, pack-types, pack-sizes, retail pricing, trade and company margins, forecast market outcomes and forecast cash flows. A follow-up case (9A98A010) is available.
Ivey Number: 9A87A001
Publication Date: 1/1/1987 Revision Date: 22/03/2000
Geographic Setting: Canada Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 1985
Subjects: Marketing Planning, Product Strategy, Pricing Strategy, Distribution
Functional Area: Marketing
Source: Ivey
|
| Gaz de France
|
|
|
|
| 18 pp.
| Case
Author(s): Kester, W. Carl; Allen, William B.
Publication Date: 04/28/1988 Revision Date: 05/18/1992
Product Type: Case (Field)
Product Description: The treasurer of Gaz de France is an aggressive, proactive manager of his company’s liability structure, running one of the largest swap books of any non-financial corporation in the world. Currency futures, interbank forwards, and currency options are also frequently used to control the company‘s multi-currency liability structure. This case prompts students to explore the reasons and ramifications of such aggressive liability management, with particular attention being paid to the administrative challenges created by such a large swap position. An important decision has to be made regarding the management of the swap book in the face of the depreciating dollar, the decline of the franc against the German mark, and a possible realignment of the European Currency Unit. This is a comprehensive case involving swaps, debt policy, and foreign exchange exposure that is best taught after students have been introduced to these topics.
HBS Number: 9-288-030
Geographic Setting: France Industry Setting: natural gas
Company Size: large Gross Revenues: $8.5 billion revenues
Event Year Start: 1986 Event Year End: 1986
Subjects: Debt management; Foreign exchange; France; International finance; Natural gas
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-290-023), 15p, by W. Carl Kester
Source: Harvard
|
| Gazprom (A): Energy and Strategy in Russian History
|
|
|
|
| 18 pp.
| Case
Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander
Publication Date: 08/26/2008 Revision Date: 07/07/2009
Product Type: Case (Field)
HBS Number: 709008
Geographic Setting: Russia; Ukraine Industry Setting: Natural gas Number of Employees: 430,000 Gross Revenues: $79.1 billion
Event Year Start: 1949 Event Year End: 2006
Subjects: Energy; Global business; World economy
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (709009), 36p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov; Supplement (Field), (709010), 12p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov
Product Description: Critics have accused Gazprom, the world’s largest natural gas producer, of eschewing market principles in favor of the foreign policy priorities of the Russian government, ever since the energy giant cut off the supply to Ukraine in January of 2006. The purported motive for the decision, however, seems to indicate the opposite: the company claimed that it had no other choice because the sides failed to conclude a contract on the terms of future trade. The case takes a look back in history for clues that may resolve this paradox. It highlights how politics shaped the economics of natural gas trade in the former Soviet Union and Europe since the late 1960s until the end of the 1990s; sketches the story of the creation of Gazprom by the first post-Soviet government of Russia; and describes how the erection of new sovereign borders in the wake of the dissolution of the Soviet Union, coupled with political and economic transition, created major problems in the gas trade between the former Soviet republics, emerging with the greatest intensity in the Russian-Ukrainian relations.
Source: Harvard
|
|
|
|
| 18 pp.
| Case
Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander
Publication Date: 08/26/2008 Revision Date: 07/07/2009
Product Type: Case (Field)
HBS Number: 709008
Geographic Setting: Russia; Ukraine Industry Setting: Natural gas Number of Employees: 430,000 Gross Revenues: $79.1 billion
Event Year Start: 1949 Event Year End: 2006
Subjects: Energy; Global business; World economy
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (709009), 36p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov; Supplement (Field), (709010), 12p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov
Product Description: Critics have accused Gazprom, the world’s largest natural gas producer, of eschewing market principles in favor of the foreign policy priorities of the Russian government, ever since the energy giant cut off the supply to Ukraine in January of 2006. The purported motive for the decision, however, seems to indicate the opposite: the company claimed that it had no other choice because the sides failed to conclude a contract on the terms of future trade. The case takes a look back in history for clues that may resolve this paradox. It highlights how politics shaped the economics of natural gas trade in the former Soviet Union and Europe since the late 1960s until the end of the 1990s; sketches the story of the creation of Gazprom by the first post-Soviet government of Russia; and describes how the erection of new sovereign borders in the wake of the dissolution of the Soviet Union, coupled with political and economic transition, created major problems in the gas trade between the former Soviet republics, emerging with the greatest intensity in the Russian-Ukrainian relations.
Source: Harvard
|
|
|
|
| 18 pp.
| Case
Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander
Publication Date: 08/26/2008
Product Type: Case (Field)
HBS Number: 9-709-008
Geographic Setting: Russia; Ukraine Industry Setting: Natural gas Number of Employees: 430,000 Gross Revenues: $79.1 billion
Event Year Start: 1949 Event Year End: 2006
Subjects: Energy; Global business; World economy
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-709-009), 36p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov; Supplement (Field), (9-709-010), 12p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov
Product Description: Critics have accused Gazprom, the world’s largest natural gas producer, of eschewing market principles in favor of the foreign policy priorities of the Russian government, ever since the energy giant cut off the supply to Ukraine in January of 2006. The purported motive for the decision, however, seems to indicate the opposite: the company claimed that it had no other choice because the sides failed to conclude a contract on the terms of future trade. The case takes a look back in history for clues that may resolve this paradox. It highlights how politics shaped the economics of natural gas trade in the former Soviet Union and Europe since the late 1960s until the end of the 1990s; sketches the story of the creation of Gazprom by the first post-Soviet government of Russia; and describes how the erection of new sovereign borders in the wake of the dissolution of the Soviet Union, coupled with political and economic transition, created major problems in the gas trade between the former Soviet republics, emerging with the greatest intensity in the Russian-Ukrainian relations.
Source: Harvard
|
| Gazprom and Hermitage Capital: Shareholder Activism in Russia
|
|
|
|
| 23 pp.
| Case
Author(s): McMillan, John; Twiss, James
Publication Date: 10/24/2002
Product Type: Case (Field)
Publisher: Stanford University
Product Description: Gazprom, the Russian natural-gas production and distribution firm which by some measures is the largest energy company in the world, has been very cheaply valued ever since its privatization. Reasons for this include the general uncertainty prevailing in Russian equity markets and the alleged corruption in the company, including serious asset-stripping by management. Hermitage Capital Management, a Russia-focused hedge fund run by William Browder, began investing in Gazprom in 1998, hoping that shrewd activism would increase its performance as well as its share price. This case looks at Gazprom’s halting efforts at reform and discusses issues Browder must consider in deciding how to proceed. Teaching Purpose: To illustrate the difficulties facing investors in emerging markets, particularly in Russia; to discuss shareholder activism, both in general and in emerging markets; and to teach the political environment of investment in emerging markets.
HBS Number: IB36
Geographic Setting: RussiaIndustry Setting: energy
Event Year Start: 1990Event Year End: 2002
Subjects: Corporate governance; Emerging markets; Energy; Financial reporting; Foreign investment; Russia; Shareholder relations
Academic Discipline: Business & government
Source: Harvard
|
| GE Healthcare in India: An Ultra(Sound) Strategy?
|
|
|
|
| 16 pp.
| Case
Author(s): Mead, Jenny; Harris, Jared; Jain, Mayank
Publication Date: 10/14/2008
Product Type: Case (Field)
HBS Number: UV1038
Geographic Setting: India Industry Setting: Biotechnology industry; Health services; Pharmaceutical industry Gross Revenues: $500 to $999 million in revenue
Subjects: Cross cultural relations; Ethics; Social responsibility; Stakeholders
Academic Discipline: Social enterprise & ethics
Product Description: This case outlines the dilemma of V. Raja, president and CEO of GE Healthcare India, when the company’s ultrasound machines were implicated in many cases of prenatal sex determination. Even in the 21st century, Indian society favored males and many in India saw females as a burden on their families. Studies had shown that fewer and fewer girls were being born, with potentially catastrophic results for future Indian society. The reason: Many women were relying on ultrasound machines to determine the gender of their fetus and, if it were a girl, having abortions. Raja knew that GE Healthcare and ultrasound machines were providing much better medical care for Indians, particularly those in rural communities, and that the company was following all the rules and regulations to prevent this type of abuse. But he also understood the social issues that were involved. Ultrasound machine sales had enormous potential to help maintain GE‘s market-leading position in India. But should the company step back from its aggressive sales strategy? How could Raja and the company alleviate the growing discontent among critics and the media against the practice of prenatal sex determination testing using GE's ultrasound machines? What additional efforts did GE need to make to prove its intentions of promoting prenatal care? What other efforts should the company make to stop the illicit prenatal gender determination and resulting abortions? How could he protect the as y
Source: Harvard
|
|
|
|
| 16 pp.
| Case
Author(s): Harris, Jared; Mead, Jenny; Jain, Mayank
Darden ID: UVA-E-0337
Published: 10/14/2008
Copyright Year: 2008
Subject Area: Ethics
Keywords: India; Business ethics; Ethical issues; Healthcare technology; Corporate social responsibility; Stakeholder management; Cultural differences.
Abstract: This case outlines the dilemma of V. Raja, president and CEO of GE Healthcare India, when the company’s ultrasound machines were implicated in many cases of prenatal sex determination. Even in the 21st century, Indian society favored males and many in India saw females as a burden on their families. Studies had shown that fewer and fewer girls were being born, with potentially catastrophic results for future Indian society. The reason: Many women were relying on ultrasound machines to determine the gender of their fetus and, if it were a girl, having abortions. Raja knew that GE Healthcare and ultrasound machines were providing much better medical care for Indians, particularly those in rural communities, and that the company was following all the rules and regulations to prevent this type of abuse. But he also understood the social issues that were involved. Ultrasound machine sales had enormous potential to help maintain GE‘s market-leading position in India. But should the company step back from its aggressive sales strategy? How could Raja and the company alleviate the growing discontent among critics and the media against the practice of prenatal sex determination testing using GE's ultrasound machines? What additional efforts did GE need to make to prove its intentions of promoting prenatal care? What other efforts should the company make to stop the illicit prenatal gender determination and resulting abortions? How could he protect the as yet untarnished image of GE as a responsible corporation going forward?
Source: Darden
|
| GE Money Bank: The M-Budget Card Initiative
|
|
|
|
| 16 pp.
| Case
Author(s): Tushman, Michael L.; Raisch, Sebastian ; Welling, Christian
Publication Date: 10/19/2009 Revision Date: 11/18/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 410052
Geographic Setting: Switzerland Number of Employees: 660 Gross Revenue: USD 400 million (Swiss business)
Event Year Start: 2005 Event Year End: 2009
Subjects: Entrepreneurship; Innovation; Leadership; Organizational development; Cross functional management; Organizational structure; Organizational learning; Organizational change; Execution; Strategy
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Case Teaching Note, (410053), 14p, by Michael L. Tushman, Sebastian Raisch, Christian Welling
Product Description: The M-Budget Card case study is about mastering the challenges of an exploratory strategic initiative in a context marked by time pressure and frequent change. M-Budget was the first of a series of highly successful projects that established GE Money Bank as a leader in the Swiss credit card market. The business concept was to cooperate with the country’s leading retailer MIGROS to develop an innovative credit card offering, the M-Budget card. The M-Budget card was launched a mere six months later and was an immediate success. The demand for the card exceeded expectations by far and the bank was inundated by more than 100,000 applications in the first weeks. The road to the successful market launch, however, was a rocky one and the team around Pierre had to master numerous challenges. Pierre, who took the lead in the initiative, had to select the right people to compose a team that had all the expertise and knowledge required to develop an entirely new market offering. A competitive move by the second largest retailer COOP forced the team to change its initial value proposition while working
Source: Harvard
|
| GE’s Digital Revolution: Redefining the E in GE
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Glinska, Meg
Publication Date: 04/10/2002 Revision Date: 05/03/2005
Product Type: Case (Field)
HBS Number: 9-302-001
Geographic Setting: Global Industry Setting: diversified industrial Number of Employees: 300,000 Gross Revenues: $130 billion revenues
Event Year Start: 1999 Event Year End: 2001
Subjects: Business policy; Corporate strategy; Electronic commerce; Leadership; Management controls; Management of change; Organizational learning; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-303-801), 9 min, by Christopher A. Bartlett; Teaching Note, (5-304-022), 12p, by Christopher A. Bartlett
Product Description: Designed to illustrate the structure, culture, and management processes behind the transformational change of GE, this case details the implementation of the e-business initiative — the last of Jack Welch’s four company-wide strategic thrusts. First, summarizes the 20-year transformational change process that Welch led, detailing the strategic, organizational, cultural, and management initiatives he put in place. Then traces how Gerry Podesta, the e-business head in GE Plastics, implements the new initiative. In doing so, highlights how the “social architecture” (culture and values) and “operating systems” (systems and processes) help the company drive through changes that have it named Internet Week‘s top e-business of 2000. Ends with questions about the effectiveness of successive pushes on “e-sell,” “e-buy,” and “e-make” and whether the e-business teams should be broken up and rolled back into the company. Teaching Purpose: 1) To examine the process of transformational change, and particularly the role of structure, systems, processes, and culture required to support it; 2) to i
Source: Harvard
|
| GE’s Two-Decade Transformation: Jack Welch’s Leadership
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Wozny, Meg
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO.
HBS Number: 9-399-150
Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett
Source: Harvard
|
| GE’s Early Dispute Resolution Initiative (B)
|
|
|
|
| 8 pp.
| Case
Author(s): Wheeler, Michael A.; Morris, Gillian
Publication Date: 06/19/2001
Product Type: Case (Field)
Product Description: Early Dispute Resolution (EDR) has proved successful at GE. Yet, when Michael McIlwrath, new counsel at an Italian subsidiary, attempted to translate it to his company, problems arose. Not only did he have to gain internal acceptance, but also explain the concept of early mediation to a European culture not accustomed to the practice. With four studies of litigation cases facing McIlwrath, this case examines the successes and challenges of translating an American dispute resolution program to an overseas context. Teaching Purpose: Highlights the increased complexity that organizations—and their lawyers--face in an age of globalization. The four studies detailed provide concrete examples of how one can apply the principles of EDR, allowing students the opportunity to evaluate the program and its efficacy. May be used with: (9-801-395) GE’s Early Dispute Resolution Initiative (A).
HBS Number: 9-801-453
Geographic Setting: Florence, ItalyIndustry Setting: manufacturingNumber of Employees: 4,000Gross Revenues: $2 billion revenues
Event Year Start: 1999Event Year End: 2001
Subjects: Alternative dispute resolution; Corporate law; Corporate reorganization; Italy; Legal services; Negotiations; Organizational change; Professional services; Systems design
Academic Discipline: Entrepreneurship
Source: Harvard
|
| GE’s Growth Strategy: The Immelt Initiative
|
|
|
|
| 21 pp.
| Case
Author(s): Bartlett, Christopher A.
Publication Date: 02/13/2006 Revision Date: 11/03/2006
Product Type: Case (Library)
HBS Number: 9-306-087
Geographic Setting: Global; United States Industry Setting: Energy resources; Engine industry Gross Revenues: $150 billion revenues
Event Year Start: 2001 Event Year End: 2006
Subjects: Business policy; Conglomerates; Growth strategy; International management; Leadership; Strategy implementation; Vision
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-906-419), 12p, by Christopher A. Bartlett
Product Description: Follows the actions of GE CEO, Jeff Immelt, as he implements a growth strategy for the $150 billion company in a tough business environment. In four years, he reinvigorates GE’s technology, expands its services, develops a commercial focus, pushes developing countries, and backs “unstoppable trends” to realign GE‘s business portfolio around growth platforms. At the same time, he reorganizes the company, promotes “growth leaders” into top roles, and reorients the culture around innovation and risk taking. Finally, in 2006, he sees signs of growth, but wonders whether it is sustainable.
Source: Harvard
|
| GE’s Imagination Breakthroughs: The Evo Project
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 06/30/2008
Product Type: Case (Field)
HBS Number: 907048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Supplementary Materials: Teaching Note, (908413), 15p, by Christopher A. Bartlett
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (306087) GE‘s Growth Strategy: The Immelt Initiative.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 01/23/2008
Product Type: Case (Field)
HBS Number: 9-907-048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (9-306-087) GE‘s Growth Strategy: The Immelt Initiative.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 01/23/2008
Product Type: Case (Field)
HBS Number: 9-907-048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (9-306-087) GE‘s Growth Strategy: The Immelt Initiative.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 01/23/2008
Product Type: Case (Field)
HBS Number: 9-907-048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (9-306-087) GE‘s Growth Strategy: The Immelt Initiative.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 06/30/2008
Product Type: Case (Field)
HBS Number: 907048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Supplementary Materials: Teaching Note, (908413), 15p, by Christopher A. Bartlett
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (306087) GE‘s Growth Strategy: The Immelt Initiative.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 06/30/2008
Product Type: Case (Field)
HBS Number: 907048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Supplementary Materials: Teaching Note, (908413), 15p, by Christopher A. Bartlett
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (306087) GE‘s Growth Strategy: The Immelt Initiative.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 01/23/2008
Product Type: Case (Field)
HBS Number: 9-907-048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (9-306-087) GE‘s Growth Strategy: The Immelt Initiative.
Source: Harvard
|
| GE’s Talent Machine: The Making of a CEO
|
|
|
|
| 28 pp.
| Case
Author(s): Bartlett, Christopher A.; McLean, Andrew N.
Publication Date: 10/28/2003 Revision Date: 11/03/2006
Product Type: Case (Field)
HBS Number: 9-304-049
Geographic Setting: Global Company Size: Fortune 500 Number of Employees: 300,000 Gross Revenues: $132 billion revenues
Event Year Start: 1960 Event Year End: 2003
Subjects: Business policy; Competitive advantage; Core competency; Corporate strategy; Diversified companies; Human resources management; Leadership; Management development; Organizational behavior; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, DVD, (9-304-813), 16 min, by Christopher A. Bartlett; Supplement (Field), (9-306-041), 2p, by Christopher A. Bartlett; Case Video, Streaming, (9-178-5), 16 min, by Christopher A. Bartlett; Teaching Note, (5-304-110), 12p, by Christopher A. Bartlett
Product Description: GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE’s rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company‘s ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether he should adjust or even overhaul three elements of GE's finely tuned talent machine. May be used with: (9-302-001) GE's Digital Revolution: Redefining the E in GE; (9-399-150) GE's Two-Decade Transformation: Jack Welch's Leadership;
Source: Harvard
|
| GE’s Two-Decade Transformation: Jack Welch‘s Leadership
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 399150
Geographic Setting: United States Number of Employees: 293,000 Gross Revenue: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Leadership; Change management; Organizational development; Business policy; Executives; Organizational culture; Corporate strategy; Organizational change; Conglomerates; Implementing strategy
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (300019), 16p, by Christopher A. Bartlett
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 399150
Geographic Setting: United States Number of Employees: 293,000 Gross Revenue: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Leadership; Change management; Organizational development; Business policy; Executives; Organizational culture; Corporate strategy; Organizational change; Conglomerates; Implementing strategy
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (300019), 16p, by Christopher A. Bartlett
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality.
Source: Harvard
|
|
|
|
| 24 pp.
| Case
Author(s): Bartlett, Christopher A.
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 399150
Geographic Setting: United States Number of Employees: 293,000 Gross Revenue: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Leadership; Change management; Organizational development; Business policy; Executives; Organizational culture; Corporate strategy; Organizational change; Conglomerates; Implementing strategy
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (300019), 16p, by Christopher A. Bartlett
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality.
Source: Harvard
|
| Geddes Dental Group
|
|
|
|
| 35 pp.
| Case
Delwyn N. Clark
Geddes Dental Group (GDG) was an entrepreneurial, multibranch dental company offering a portfolio of public and private dental services. In August 1999, the managing director, Keith Pine, was reviewing the future direction of his business. With high-technology equipment and support systems in place, a well-known brand and reputation for innovation, the company was well positioned for further growth. However, the next stage of new business development required additional funding. As an entrepreneur, Pine had stretched all of his personal resurces to grow the business. Now, he was eager to keep moving GDG ahead, but how could he fund future projects? Was it time to find a partner? Who would invest in his business? Should he share his leadership power and responsibilities? These were really diificult questions for Pine that would impact the future portfolio, leadership, and performance of his business, and also his own position and lifestyle.
Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 4
Subjects: Strategic Management, Entrepreneurship, Strategic Alliance, Services Management
Source: NACRA
|
| GEMINI FASHION ACCESSORIES
|
|
|
|
| 8 pp.
| Case
Miller, P — University of Newcastle Business School
Al-Ali, S — University of Newcastle Business School
Distributor: ecch (www.ecch.com) Reference: 392-047-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1992
Geo location: UK Industry: Fashion accessories Size: 3 million GBP sterling Timing: 1990
Topics: Strategy development; Small business; Management structure; Marketing strategy; Product line policy; Brand development; Equity financing
Abstract: Having reached a crossroads in terms of development and with a range of ’blue chip‘ customers, Terry Bevan, the managing director and majority shareholder of Gemini Fashion Accessories, realises that he needs to make key strategic decisions regarding growth and expansion. Having been given an insight into the background, nature and prior development of the business, the student is faced with the problem of how Terry can broaden his product line and customer base without losing the general thrust of the business. Also, using the financial data, the student should consider why Terry's current equity backers are reluctant to provide further funds when the order book is so strong. He/she should put forward a convincing argument to persuade the backers. This case involves the student in a strategic management scenario and tests his/her understanding of how financial accounts impact upon strategic and marketing decisions. In general, this case also asks the students to consider how a successful small business can move to the next stage of its development.
Source: ecch
|
| GEMINI STEEL TUBES LIMITED
|
|
|
|
| 18 pp.
| Case
Rafferty, J — The University of Buckingham
Distributor: ecch (www.ecch.com) Reference: 396-132-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1996
Geo location: India Industry: Steel Size: SME (small to medium enterprise) Timing: 1995
Topics: Company turnaround; Change agent; Transformation context; Product, market development; Finance-debt constraints; Environmental constraints; De-regulation of industry; Long-term strategy
Abstract: Gemini Steel Tubes is a medium-sized company based in the Hoskote area of Bangalore, Southern India. The company operates in an industry dominated by a few large producers and an economic environment undergoing considerable change as a result of Government de-regulation. Having experienced significant problems since its establishment in 1982, the company was acquired by two entrepreneurs in 1991. The case deals with the strategies pursued from 1991 to 1995 by Mr. Gupta, the Chief Executive, and one of the new owners, and his attempts to transform the company in the face of a number of diverse problems. The case presents factual information which is interwoven with quotations from senior managers and employees of the company. The case deals with a number of issues including turnaround, leadership, buyer/supplier relations, product-market diversification, finance and growth, and has been used on both final year undergraduate business degree courses as well as masters programmes.
Source: ecch
|
| GEMPLUS
|
|
|
|
| 31 pp.
| Case
Korine, H D
Publisher: London Business School
Distributor: ecch (www.ecch.com) Reference: 300-149-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2000
Geo location: France, US Industry: Smart cards Size: US$1 billion revenue, 4,000 employees Timing: 1995-1999
Topics: Globalisation; Strategic change; Alliances; Management of growth; Start-up
Abstract: This case describes the founding, global expansion, and recent strategic re-direction of Gemplus, the world leader in Smartcards. Gemplus is perhaps THE French success story in high tech entrepreneurship over the last ten years, and the case provides a very exciting springboard for discussing a number of issues critical in strategic management: namely globalisation, growth management, strategic anticipation and change and alliances. The choices presented in the case study on all the above issues are difficult and provide food for debate as well as good bases for several short lectures. The case is current in terms of technology, but also timeless in terms of management questions raised. Gemplus has been used in courses on global strategy, strategy in the new economy, and alliance management, at masters and executive levels, both in Europe and in the United States.
Source: ecch
|
| Gen Y in the Workforce
|
|
|
|
| 5 pp.
| HBR Case Study
Author(s): Erickson, Tamara J.
Publication Date: 02/01/2009
Product Type: Harvard Business Review Article
HBS Number: R0902X
Subjects: Generation Y; Relationship management
Academic Discipline: Human resources management
Product Description: Josh Lewis, a young staffer at Rising Entertainment, is frustrated because his boss, marketing chief Sarah Bennett, won’t listen to his ideas about using new media to promote films. She‘s trapped in the 1990s, he thinks, when people actually watched network TV! Rushing through his assignment for a team presentation, he works up a plan and pitches it to the CEO in the hallway. The CEO loves it, but Sarah is upset with Josh for going over her head — and submitting subpar work on the presentation. How can these members of two different generations work together effectively? Three experts comment on this fictional case study in R0902B and R0902Z. Clashes between impatient Generation Y and pay-your-dues Generation X are inevitable but certainly manageable, says Ron Alsop, author of The Trophy Kids Grow Up. For starters, Sarah should reprimand Josh for bypassing her; he should respect her authority and work with her, not around her. But Sarah must address Josh's frustrations. Like many Gen Yers, he wants to know that his work is meaningful, and he needs constructive feedback on suggestions. Enterprise Rent-A-Car president Pamela Nicholson says that given the CEO's enthusiasm, Sarah should commend Josh's initiative but remind him to keep her in the loop. Sarah and Josh also might be able to forge a more productive relationship if Rising Entertainment set up training and feedback programs to help integrate Gen Yers into the workforce, as Enterprise has. Jim Miller, an executive VP at General Tool & Supply, thinks Josh put his team in jeopardy by doing his assigned tasks poorly. Sarah needs to coach him on being a team player and set clear expectations about perform
Source: Harvard
|
|
|
|
| 8 pp.
| HBR Case Study and Commentary
Author(s): Erickson, Tamara J.; Alsop, Ron; Nicholson, Pamela; Miller, Jim
Publication Date: 02/01/2009
Product Type: Harvard Business Review Article
HBS Number: R0902B
Subjects: Generation Y; Relationship management
Academic Discipline: Human resources management
Product Description: Josh Lewis, a young staffer at Rising Entertainment, is frustrated because his boss, marketing chief Sarah Bennett, won’t listen to his ideas about using new media to promote films. She‘s trapped in the 1990s, he thinks, when people actually watched network TV! Rushing through his assignment for a team presentation, he works up a plan and pitches it to the CEO in the hallway. The CEO loves it, but Sarah is upset with Josh for going over her head — and submitting subpar work on the presentation. How can these members of two different generations work together effectively? Three experts comment on this fictional case study in R0902B and R0902Z. Clashes between impatient Generation Y and pay-your-dues Generation X are inevitable but certainly manageable, says Ron Alsop, author of The Trophy Kids Grow Up. For starters, Sarah should reprimand Josh for bypassing her; he should respect her authority and work with her, not around her. But Sarah must address Josh's frustrations. Like many Gen Yers, he wants to know that his work is meaningful, and he needs constructive feedback on suggestions. Enterprise Rent-A-Car president Pamela Nicholson says that given the CEO's enthusiasm, Sarah should commend Josh's initiative but remind him to keep her in the loop. Sarah and Josh also might be able to forge a more productive relationship if Rising Entertainment set up training and feedback programs to help integrate Gen Yers into the workforce, as Enterprise has. Jim Miller, an executive VP at General Tool & Supply, thinks Josh put his team in jeopardy by doing his assigned tasks poorly. Sarah needs to coach him on being a team pla
Source: Harvard
|
| Gender Issues in the Workplace
|
|
|
|
| 11 pp.
| Case
Author(s): Manthy, Lynn; Mead, Jenny
Darden ID: UVA-E-0284
Published: 2/7/2006
Copyright Year: 2006
Subject Area: Ethics
Keywords: ethics, business ethics, diversity, gender, workplace issues
Abstract: Gender in the workplace. Is it still an issue? While it is increasingly easier in the early 21st century for women to work, manage, and take positions of high responsibility in American business, some issues and difficulties still remain. This series of vignettes touches on some difficult situations — for both women and men — involving sexual and romantic relationships in the workplace, decisions on whether to start a family, dress codes, family obligations, and sexual harrassment.
Source: Darden
|
| Gene Cattie Enterprises
|
|
|
|
| 3 pp.
| Case
Author(s): Weiss, Elliott N.
Darden ID: UVA-OM-1359
Published: 9/20/2008
Copyright Year: 2008
Subject Area: Operations Management
Keywords: operations management; Best practices; Continuous improvement; Operations analysis; Operations planning; Operations strategy; Manufacturing; Process analysis
Abstract: This case concerns Gene Cattie Enterprises (GCE), a manufacturer of a variety of fabricated metal house accessories, including mailboxes and window boxes. Founded in 2001 by Gene Cattie, a former HR professional for a large diversified financial-services company, GCE manufactures window boxes in five basic colors in a small plant in central Virginia. Historically, GCE has competed by providing a low-cost, high-quality product, sold mostly to specialty stores and catalog retailers. Competitive pressures have recently made delivery lead time an issue. Cattie believes that if he can significantly reduce the manufacturing lead time, he will be able to respond to market fluctuations as well as provide a line of custom-made window boxes. He wonders whether he can improve the effectiveness of his window-box production operation. As a former HR professional, he is unsure what his choices are. He is even unsure of the measures he should use to evaluate his decisions. He is, however, sure of one thing: his goal is to make money. His gut tells him that he is not making as much as he could.
Source: Darden
|
| Genentech — Capacity Planning
|
|
|
|
| 27 pp.
| Case
Author(s): Snow, Daniel C.; Wheelwright, Steven C.; Wagonfeld, Alison Berkley
Publication Date: 11/22/2005 Revision Date: 03/07/2006
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 606052
Geographic Setting: United States Number of Employees: 7,000 Gross Revenue: $3.5 billion revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Capital budgeting; Operations; Product development; Facilities; Capacity planning
Academic Discipline: Operations management
Supplementary Materials: Case Teaching Note, (606111), 32p, by Daniel C. Snow, Steven C. Wheelwright; Spreadsheet Supplement, (606713), 0p, by Daniel C. Snow, Steven C. Wheelwright; Spreadsheet Supplement, (606714), 0p, by Daniel C. Snow, Daniel C. Snow, Steven C. Wheelwright, Steven C. Wheelwright
Product Description: While facilitating a complex clinical approval process over the next two to three years for a family of new cancer drugs, Genentech must develop a long-term capacity plan for a major class of new cancer products. Adding to the complexity and uncertainty is the fact that the lead time for planning, building, and certifying a new $600 million plus production-scale facility is five years. In addition, ensuring that the best process technology is incorporated into such a new plant makes the task facing David Ebersman, the senior vice-president of products operations, and his management team a daunting one. Frames the issues Ebersman and his team face and outlines the approach to date. Genentech — Capacity Planning, Spreadsheet Answer Key (606-714) supports the spreadsheet supplement to this case.
Source: Harvard
|
| General Brands Corp. (A)
|
|
|
|
| 6 pp.
| Case
Author(s): Hawkins, David F.
Publication Date: 11/15/1999 Revision Date: 04/16/2001
Product Type: Case (Gen Exp)
Product Description: Merging U.K. and U.S. companies must decide on domicile—United States or United Kingdom? Teaching Purpose: Illustrates differences between unifying of interests (pooling of interests) and purchase accounting.
HBS Number: 9-100-009
Geographic Setting: United StatesIndustry Setting: drugs
Event Year Start: 1999Event Year End: 1999
Subjects: Accounting; Mergers; United Kingdom
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Gen Exp), (9-100-045), 2p, by David F. Hawkins; Supplement (Gen Exp), (9-101-060), 2p, by David F. Hawkins; Teaching Note, (5-101-071), 13p, by David F. Hawkins
Source: Harvard
|
| General Cable Corporation Oil-Gas-Petroleum Business
|
|
|
|
| 19 pp.
| Case
Author(s): Ken Kono
Source: Business Case Journal — 2006
Subjects: Marketing; New product development; Business strategy; Framework for business development
Description: Roddy Macdonald, Senior Vice President, Sales and Business Development of General Cable Corporation (GCC), Highland Heights, KY, needed to draw up recommendations on the future of his cable business in the oil-gas-petroleum (OGP) market. His team had scored a measured success in one of three segments of the OGP target market, namely, the drilling platform segment. The team had, however, encountered difficulty in penetrating the remaining two segments (i.e., operational platforms and onshore facilities) due in part to the leading competitor’s dominant presence. The team talked to a few engineering companies and contractors who influenced procurement decisions along with a few end-user customers about what they looked for in ideal cable products for these two segments. Their feedback made the team realize that the company‘s products were at par with, but not superior to the leading company's products.
Source: SOCCR
|
| General Dynamics: Compensation and Strategy (A)
|
|
|
|
| 19 pp.
| Case
Author(s): Murphy, Kevin J.; Dial, Jay
Publication Date: 10/25/1993 Revision Date: 12/03/1997
Product Type: Case (Library)
Product Description: William Anders became CEO of defense giant General Dynamics in 1991 as the Cold War was ending and as the industry became saddled with excess capacity. Observing that the company was underserving shareholders and required a massive change in its culture, Anders brought in a new management team and introduced a new compensation system that better aligned the interests of managers and shareholders. Particularly controversial was the Gain/Sharing system, which paid large cash bonuses for each $10 increase in the stock price. The plan was widely criticized for rewarding top executives for manipulating stock prices through public announcements of layoffs and divestitures. Still, by the end of 1991, the stock price had climbed 113%, representing a $1.2 billion increase in shareholder wealth during the year. Teching Purpose: This case can serve several purposes. First, it provides an introduction to executive compensation. Second, it highlights the importance of linking incentives and corporate strategy in the context of a declining industry. Finally, the case can motivate discussions of downsizing and unemployment and the merits of rewarding top executives for cutting excess capacity.
HBS Number: 9-494-048
Geographic Setting: United States Industry Setting: defense Company Size: Fortune 500 Number of Employees: 90,000 Gross Revenues: $11 billion revenues
Event Year Start: 1991 Event Year End: 1993
Subjects: Corporate strategy; Executive compensation; Incentives; Shipbuilding
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Library), (9-494-049), 6p, by Kevin J. Murphy, Jay Dial
Source: Harvard
|
| General Electric Appliances, 2002
|
|
|
|
| 26 pp.
| Case
Author(s): Rangan, U. Srinivasa; Roche, Jonathan
Publication Date: 10/30/2003
Product Type: Case (Field)
Publisher: Babson College
Product Description: Focuses on the key issue of how General Electric Appliances has dealt with the structural evolution of the industry between 1986 and 2001. In contrast to its competitors, it pursued a more financially driven, and less globally oriented, strategy and was perhaps more successful than its two rivals. The open question is how GE Appliances would fare in the future and what its senior managers should do. May be used with: (BAB047) Maytag Corp. — 2002; (BAB048) Whirlpool Corp., 2002; (BAB049) U.S. Major Home Appliances Industry in 2002.
HBS Number: BAB046
Industry Setting: appliances
Event Year Start: 1986 Event Year End: 2002
Subjects: Appliances; Competition; Future; Globalization; Growth strategy; Industry analysis; Industry structure; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (BAB546), 21p, by U. Srinivasa Rangan
Source: Harvard
|
| General Electric Co.—1984
|
|
|
|
| 28 pp.
| Case
Aguilar, Francis J.; Hamermesh, Richard G.; Brainard, Caroline E.
Describes the first four years of Jack Welch’s tenure as CEO of the General Electric Co. May be used in conjunction with General Electric: Strategic Position—1981, which describes Reg Jones‘ tenure as CEO. This case deals with the ways Welch has tried to change GE's strategy and planning activities and his attempts to make the company more entrepreneurial.
HBS Number: 9-385-315 Type: Case (Field)
Publication Date: 5/2/85 Revision Date: 3/24/93
Geographic Setting: United States Industry Setting: diversified electronics
Company Size: Fortune 500 Gross Revenues: $2.5 billion profits
Event Year Start: 1984 Event Year End: 1984
Subjects: Business policy; Corporate strategy; Entrepreneurial management; Human resources management; Management of change; Strategy implementation
Supplementary Materials: Teaching Note, (5-388-006), 7p, by Francis J. Aguilar; Case Video, (9-886-529), 17 min, by Richard G. Hamermesh, Francis J. Aguilar; Case Video, (9-888-525), 17 min, by James L. Heskett
Source: Harvard
|
| General Electric Co.: Preparing for the 1990s
|
|
|
|
| 20 pp.
| Case
Aguilar, Francis J.; Malnight, Thomas W.
Describes Jack Welch’s tenure as CEO from 1981 to 1989 through excerpts of speeches and presentations. Sections include summary of GE‘s strategy, Welch's quantum leap approach to change, the restructuring of GE, how GE operates (the "GE Growth Engine"), and managing GE in the 1990s through speed, simplicity, and self-confidence.
HBS Number: 9-390-091 Type: Case (Field)
Publication Date: 12/20/89 Revision Date: 10/14/90
Geographic Setting: United States, multinational Industry Setting: div. electronics/financial serv.
Company Size: Fortune 500 Gross Revenues: $50 billion sales
Event Year Start: 1981 Event Year End: 1989
Subjects: Business policy; Corporate strategy; Entrepreneurial management; Management of change; Management philosophy; Strategy implementation
Supplementary Materials: Teaching Note, (5-392-057), 5p, by Francis J. Aguilar
Source: Harvard
|
| General Electric Healthcare, 2006
|
|
|
|
| 25 pp.
| Case
Author(s): Khanna, Tarun ; Khanna, Tarun ; Raabe, Elizabeth A.
Publication Date: 01/24/2006 Revision Date: 04/03/2007
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 706478
Geographic Setting: Wisconsin; United Kingdom Gross Revenue: $15.1 billion revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Acquisitions; Globalization; Subsidiaries; CEO; Value creation; Growth strategy
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (707574), 8p, by Tarun Khanna; Video Supplement, (708802), 0p, by Tarun Khanna
Product Description: In January 2006, Joe Hogan, head of General Electric (GE) Healthcare Technologies, prepared to step into William Castell’s shoes as CEO of GE Healthcare, the world‘s leading manufacturer of diagnostic imaging equipment. In 2004, former CEO Jeff Immelt acquired Amersham for $10 billion. The acquisition was part of Immelt's GE-wide move to reemphasize research and development. Hogan had run GE Healthcare's predecessor organization, GE Medical Systems (GEMS). A 20-year GE veteran, Hogan witnessed three distinct stages of the subsidiary's development as it evolved from the Global Product Co. (GPC) to the modified GPC and then to GE Healthcare. By 2005, the company had a 34% market share of the worldwide diagnostic imaging equipment business. GE executives designed the acquisitions to catalyze the firm's move from an engineering and physics-based diagnostic company to a life sciences-based health care solutions company that could better meet worldwide health care needs. Hogan wondered: What challenges did GEMS' previous quantum leaps portend for this new step-function change?
Source: Harvard
|
|
|
|
| 25 pp.
| Case
Author(s): Khanna, Tarun; Raabe, Elizabeth A.
Publication Date: 01/24/2006 Revision Date: 04/03/2007
Product Type: Case (Field)
HBS Number: 9-706-478
Geographic Setting: United Kingdom; Wisconsin Industry Setting: Health care industry Gross Revenues: $15.1 billion revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Acquisitions; CEO; Globalization; Growth strategy; Subsidiaries; Value creation
Academic Discipline: Competitive strategy
Product Description: In January 2006, Joe Hogan, head of General Electric (GE) Healthcare Technologies, prepared to step into William Castell’s shoes as CEO of GE Healthcare, the world‘s leading manufacturer of diagnostic imaging equipment. In 2004, former CEO Jeff Immelt acquired Amersham for $10 billion. The acquisition was part of Immelt's GE-wide move to reemphasize research and development. Hogan had run GE Healthcare's predecessor organization, GE Medical Systems (GEMS). A 20-year GE veteran, Hogan witnessed three distinct stages of the subsidiary's development as it evolved from the Global Product Co. (GPC) to the modified GPC and then to GE Healthcare. By 2005, the company had a 34% market share of the worldwide diagnostic imaging equipment business. GE executives designed the acquisitions to catalyze the firm's move from an engineering and physics-based diagnostic company to a life sciences-based health care solutions company that could better meet worldwide health care needs. Hogan wondered: What challenges did GEMS' previous quantum leaps portend for this new step-function change?
Source: Harvard
|
| General Electric Medical Systems — 2002
|
|
|
|
| 25 pp.
| Case
Author(s): Khanna, Tarun; Weber, James B.
Publication Date: 01/30/2002 Revision Date: 10/27/2005
Product Type: Case (Field)
Product Description: Discusses one of General Electric’s flagship divisions — the world‘s leading provider of medical diagnostic imaging equipment. Provides an opportunity to examine a multinational confronting massive technological and demographic changes around the world. Genomics has created a global opportunity by making personalized medicine seem possible -- medical intervention that caters to the genetic makeup of the individual and emphasizes prevention more than cure. Yet, the pursuit of this opportunity requires fundamental changes in the business model at a time when the model is being stressed by the idiosyncratic needs of catering to the large Chinese market and adapting to the needs of an aging population around the world. Demonstrates how multinationals can create value both by replicating their business models worldwide and by adroitly splitting the value chain across national boundaries.
HBS Number: 9-702-428
Geographic Setting: Global Industry Setting: Medical supplies Gross Revenues: $8 billion revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Globalization; International management; Multinational corporations; Strategic planning; Technological planning
Academic Discipline: Competitive strategy
Supplementary Materials: Case Video, (9-703-902), 12 min, by Tarun Khanna; Case Video, DVD, (9-703-904), 12 min, by Tarun Khanna; Teaching Note, (5-703-413), 13p, by Tarun Khanna
Source: Harvard
|
| General Electric Plastics: Selecting a Partner
|
|
|
|
| 24 pp.
| Case
Freeze, Karen J.
Focuses on a leading materials supplier that is seeking ways to enhance its design and engineering services to customers without straying further from its primary business of selling engineering thermoplastics. Discusses General Electric Plastics’ (GEP) customer-driven industrial design, applications engineering, and design engineering activities so students can assess the contribution these activities make to GEP‘s business. Puts students in the shoes of the company's new manager of new business development, who has been given primary responsibility for selecting a partner that will bring industrial design or engineering skills to a joint venture for the application of plastics to consumer products. Closes with his consideration of the strengths and weaknesses of the various partner candidates.
HBS Number: 9-991-029 Type: Case (Field)
Publication Date: 1/1/1991
Geographic Setting: United States Industry Setting: plastics Number of Employees: 12,000 Gross Revenues: $4.8 billion revenues
Event Year Start: 1989 Event Year End: 1989
Subjects: Decentralization; Joint ventures; Marketing strategy; Product design; Product development; Recycling; Service management
Supplementary Materials: Supplement (Field), (9-991-030), 1p, by Karen J. Freeze; Teaching Note, (5-992-045), 8p, by Karen J. Freeze; Teaching Note, (5-699-039), 8p, by Clayton M. Christensen
Publisher: Design Management Institute
Source: Harvard
|
| General Electric vs. Westinghouse in Large Turbine Generators (A)
|
|
|
|
| 15 pp.
| Case
Author(s): Porter, Michael E.
Publication Date: 01/01/1980 Revision Date: 08/07/1986
Product Type: Case (Library)
Product Description: Describes the U.S. large turbine generator industry in early 1963, a period of severe price cutting and depressed industry conditions. Presents data to allow a structural analysis of the industry and an analysis of the strategies of the major players since 1946. The major teaching issue is the process of competitive rivalry in an oligopoly market, particularly the problems of deescalating in a situation of market warfare. This industry is one where the conditions for avoiding warfare are difficult. Subsidiary teaching issues include the structural analysis of capital goods markets and strategy for the market leader in areas like pricing, rate of technological change, and customer focus. After understanding the industry structure, the discussion should turn to what GE can do to extricate itself from the disastrous price cutting afflicting the industry.
HBS Number: 9-380-128
Geographic Setting: United States Industry Setting: large turbine generators Gross Revenues: $300 million sales
Event Year Start: 1963 Event Year End: 1963
Subjects: Antitrust laws; Capital markets; Competition; Industry analysis; Industry structure; Legal aspects of business; Technological change
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Library), (9-380-129), 1p, by Michael E. Porter; Supplement (Library), (9-380-130), 3p, by Michael E. Porter; Teaching Note, (5-387-157), 8p, by Pankaj Ghemawat
Source: Harvard
|
| General Electric’s 20th Century CEOs
|
|
|
|
| 56 pp.
| Case
Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark
Publication Date: 12/19/2005 Revision Date: 07/25/2007
Product Type: Case (Library)
HBS Number: 9-406-048
Geographic Setting: Global; United States Industry Setting: Consumer products Number of Employees: 223,000 Gross Revenues: $129.8 billion revenues
Event Year Start: 1900 Event Year End: 2000
Subjects: Advertising; Business history; CEO; Contextual intelligence; Employee development; Leadership; Leadership development; Management styles; Organizational behavior; Portfolio management; Strategic planning
Academic Discipline: Organizational behavior & leadership
Product Description: General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company’s research lab to design and manufacture new and better products to satisfy the growing American consumer demand for lighting, appliances, and consumer electronics in the 1910s to 1920s as well as in the 1950s and 1960s. GE‘s top executives have shown a clear understanding of the leadership and managerial styles that were appropriate for the years in which they worked. In the first decade of the 20th century, Charles Coffin demonstrated that he was an adept negotiator who amassed great wealth for GE in building generators and power equipment for local utilities in which GE also had a financial stake through bond issues. In the final decades of the 20th century, Jack Welch emphasized that GE should support only the most profitable businesses in the company's portfolio, a logic that led Welch and GE to phase out GE's consumer electronics division while bolstering the financial position of GE capital. Profiles all of GE's top executives.
Source: Harvard
|
| General Electric’s 20th Century CEOs (Abridged)
|
|
|
|
| 41 pp.
| Case
Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark
Publication Date: 05/30/2006 Revision Date: 10/16/2007
Product Type: Case (Library)
HBS Number: 9-406-118
Geographic Setting: Global; United States Industry Setting: Consumer products Number of Employees: 313,000 Gross Revenues: $129.8 billion revenues
Event Year Start: 1900 Event Year End: 2000
Subjects: Advertising; Business history; CEO; Contextual intelligence; Employee development; Leadership; Leadership development; Management styles; Organizational behavior; Portfolio management; Strategic planning
Academic Discipline: Organizational behavior & leadership
Product Description: General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company’s research lab to design and manufacture new and better products to satisfy the growing American consumer demand for lighting, appliances, and consumer electronics in the 1910s to 1920s as well as in the 1950s and 1960s. GE‘s top executives have shown a clear understanding of the leadership and managerial styles that were appropriate for the years in which they worked. In the first decade of the 20th century, Charles Coffin demonstrated that he was an adept negotiator who amassed great wealth for GE in building generators and power equipment for local utilities in which GE also had a financial stake through bond issues. In the final decades of the 20th century, Jack Welch emphasized that GE should support only the most profitable businesses in the company's portfolio, a logic that led Welch and GE to phase out GE's consumer electronics division while bolstering the financial position of GE capital. Profiles all of GE's top executives.
Source: Harvard
|
| General Electric’s Proposed Acquisition of Honeywell
|
|
|
|
| 24 pp.
| Case
Author(s): Eskinazi, Solomon; Carr, Sean
Darden ID: UVA-F-1493
Published: 12/9/2005
Copyright Year: 2005
Subject Area: Finance
Keywords: merger, acquisition, valuation, arbitrage
Teaching Note: UVA-F-1493TN
Student Spreadsheet: UVA-S-F-1493
Faculty Spreadsheet: UVA-S-F-1493TN
Abstract: On March 1, 2001, Jessica Gallinelli, managing director of Bancroft Capital Management, heard surprising and somewhat disturbing news about the proposed bid by General Electric Company (GE) for Honeywell International Inc. Despite recent public assurances about the deal from GE’s chairman and chief executive officer (CEO), John F. “Jack” Welch, Jr., the antitrust regulatory authority of the European Commission (EC) announced it had initiated a review of the proposed merger. Gallinelli, whose fund owned a large stake in Honeywell, considered this major development and wondered whether Bancroft should alter its investment.
Immediately, Gallinelli instructed her associate to provide background material on the merger, an assessment of the probability the merger would be approved by antitrust regulators in the U.S. and Europe, and valuation analyses to assist Gallinelli in assessing Bancroft‘s investment in Honeywell. She would need to decide quickly whether to hold or sell her fund's 10 million shares in Honeywell and short position of 10 million shares in GE. As a risk arbitrageur, she thought prices would respond rapidly to the EC's announcement. She remembered Jack Welch's confidence of five months earlier that this was the “cleanest deal you'll ever see,” and she wondered whether that was still the case.
Source: Darden
|
| | | |