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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.
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.
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
Article Author(s): Gary, Loren Publication Date: 04/01/2004 Product Type: Harvard Management Update Article Product Description: Wary of the resources and commitment required by mergers, more companies are seeking growth through strategic alliances. Although many companies are taking a more systematic approach to relationship management, these procedures tend to kick in after the partnership has been launched. The critical first step is picking the right partner. HBS Number: U0404B Subjects: Growth strategy; Management of change; Organizational change; Organizational management; Partnerships; Strategic alliances Academic Discipline: Competitive strategy
12. Growing for Broke Author(s): Hemp, Paul Description: Paragon Tool, a thriving machine tool company in an increasingly tough industry, has been pouring money into growth initiatives. These efforts have shrunk the company’s margins, but CEO Nikolas Anaptyxi believes they’ll provide the foundation for a profitable future. Now Paragon is weighing the acquisition of MonitoRobotics, a company with proprietary technology for monitoring the functioning of robotics equipment. Publication Date: 2002 Revision Date: N/A Event Year Start: N/A Event Year End: N/A Geographic Setting: U.S. Industry Setting: Hypothetical; HBR Brief Case Courses: Business/Management and Organization/Strategic Management Course Sequence: Corporate-level Strategy; Organizational Design; Strategic Leadership; Managing Innovation; Creating New Ventures Subjects: Acquisitions; Corporate Culture; Strategic Leadership Supplements: Teaching Note Case Number: DLE3012
24. General Motors Author(s): Shamsie, Jamal Description: Unsold cars have been piling up on dealers’ lots even though General Motors has been offering some of the highest rebates in the industry. General Motors was still struggling to turn things around. Publication Date: 2005 Revision Date: N/A Event Year Start: 2002 Event Year End: 2005 Geographic Setting: U.S. Industry Setting: Automotive Courses: Business/Management and Organization/Strategic Management Course Sequence: Internal Analysis; External Environment Subjects: Business Policy; Asset Analysis; Industry Analysis; Product Development Supplements: Teaching Note; Video; PowerPoint Notes Case Number: DLE3024
34. General Motors Author(s): Shamsie, Jamal; Eisner, Alan B. Case Number: DLE5034 Publication Date: 2009 Revision Date: N/A Event Year Start: 2002 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Automotive Courses: Business; Management and Organization; Strategic Management Course Sequence: Internal Analysis; External Environment Subjects: Business Policy; Asset Analysis; Industry Analysis; Product Development Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video; Excel Description: General Motors wa on the brink of its own demise. Restructuring plans had not been able to sem the tide of sweeping losses. Was GM, the largest U.S. automaker, running on empty?
5. Green Mountain Coffee Roasters Author(s): Moody, Keith F.; Eisner, Alan B. Description: One of the leading U.S. specialty coffee companies, with sales of $100 million, Green Mountain roasts 90 varieties and blends of high-quality Arabica coffees and sells them through a catalog mailed nationally, at the company’s website and at wholesale to some 6,700 customer accounts. Sales are concentrated in New England, but the company was expanding its geographic reach. Management wants to grow sales and earnings 10-15% and gradually make Green Mountain a national brand. Without retail stores can Green Mountain Coffee compete in the specialty coffee business? The answer depends on the new strategies Green Mountain develops to gain consumer awareness and trial. An excellent early case for drilling students in using the tools of industry and competitive analysis and gaining awareness of issues regarding corporate-level strategy. Publication Date: 2004 Revision Date: N/A Event Year Start: 1997 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Specialty Beverage/Coffee Courses: Business/Management and Organization/Strategic Management Course Sequence: Strategy Concept; Business-level Strategy; Corporate-level Strategy; External Environment; Internal Analysis; Intellectual Assets Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Consumer Product Goods; Niche Marketing Supplements: Teaching Note Case Number: DLE3005
5. Green Mountain Coffee Roasters Author(s): Moody, Keith F.; Eisner, Alan B. Description: One of the leading U.S. specialty coffee companies, with sales of $100 million, Green Mountain roasts 90 varieties and blends of high-quality Arabica coffees and sells them through a catalog mailed nationally, at the company’s website and at wholesale to some 6,700 customer accounts. Sales are concentrated in New England, but the company was expanding its geographic reach. Management wants to grow sales and earnings 10-15% and gradually make Green Mountain a national brand. Without retail stores can Green Mountain Coffee compete in the specialty coffee business? The answer depends on the new strategies Green Mountain develops to gain consumer awareness and trial. An excellent early case for drilling students in using the tools of industry and competitive analysis and gaining awareness of issues regarding corporate-level strategy. Publication Date: 2004 Revision Date: N/A Event Year Start: 1997 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Specialty Beverage/Coffee Courses: Business/Management and Organization/Strategic Management Course Sequence: Strategy Concept; Business-level Strategy; Corporate-level Strategy; External Environment; Internal Analysis; Intellectual Assets Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Consumer Product Goods; Niche Marketing Supplements: Teaching Note Case Number: DLE3005
5. Growing for Broke Author(s): Hemp, Paul Case Number: DLE5005 Publication Date: 2002 Revision Date: N/A Event Year Start: N/A Event Year End: N/A Geographic Setting: U.S. Industry Setting: Hypothetical; HBR Brief Case Courses: Business; Management and Organization; Strategic Management Course Sequence: Corporate-level Strategy; Organizational Design; Strategic Leadership; Managing Innovation Subjects: Acquisitions; Corporate Culture; Strategic Leadership Supplements: Teaching Note; Power Point Notes Description: Paragon Tool, a thriving machine tool company in an increasingly tough industry, has been pouring money into growth initiatives. These efforts have shrunk the company’s margins, but CEO Nikolas Anaptyxi believes they‘ll provide the foundation for a profitable future. Now Paragon is weighing the acquisition of MonitoRobotics, a company with proprietary technology for monitoring the functioning of robotics equipment.
Case Rubin I; Grasby EMA Sean Brown, founder of G&B Ropes, a rope manufacturer in Orillia, Ontario, must decide on the method of entry into the climbing rope market. Brown must also analyse the performance of G&B’s two current lines - recreational marine and industrial. Ivey Number: 9A98B035 Publication Date: 5/3/1998 Revision Date: 15/11/1999 Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 1996 Subjects: Product Strategy, Market Strategy, Product Mix, Financial Analysis Functional Area: Accounting
Case Author(s): Conroy, Robert M.; Darden ID: UVA-F-1122 Published: 9/9/1996 4: 03: 00 PM Copyright Year: 1996 Subject Area: Finance Keywords: option pricing; swaps; derivatives Teaching Note: UVA-F-1122TN Abstract: This case deals with the hedging decision of a firm. In the context of the case, the students are asked to choose among a number of alternatives to alter the fixed-rate interest payments on an outstanding bond. The case requires students to price a swap and price a series of interest-rate caps, and introduces the concept of swaption.
Case Author(s): Conroy, Robert M.; Darden ID: UVA-F-1122 Published: 9/9/1996 4: 03: 00 PM Copyright Year: 1996 Subject Area: Finance Keywords: option pricing; swaps; derivatives Teaching Note: UVA-F-1122TN Abstract: This case deals with the hedging decision of a firm. In the context of the case, the students are asked to choose among a number of alternatives to alter the fixed-rate interest payments on an outstanding bond. The case requires students to price a swap and price a series of interest-rate caps, and introduces the concept of swaption.
Case Author(s): Greyser, Stephen A.; Schille, Wendy Publication Date: 11/05/1991 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Designed as an in-class handout. Must be used with: (9-592-017) G. Heileman Brewing Co. (A): Power Failure at PowerMaster. HBS Number: 9-592-049 Subjects: Advertising; Beverages; Consumer marketing; Diversity; Ethics; Regulated industries Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-596-037), 5p, by Mary Gentile
Case Author(s): Smith, C. Ray; Coleman, Almand R.; Rotch, William Darden ID: UVA-C-0893 Published: 3/8/2001 Copyright Year: 2001 Subject Area: Business Communications Keywords: Communication process; Communication strategy Teaching Note: UVA-C-0893TN Abstract: This technical note provides a pedagogical overview of management communication for MBA education.
Case Author(s): Smith, C. Ray; Coleman, Almand R.; Rotch, William Darden ID: UVA-C-0893 Published: 3/8/2001 Copyright Year: 2001 Subject Area: Business Communications Keywords: Communication process; Communication strategy Teaching Note: UVA-C-0893TN Abstract: This technical note provides a pedagogical overview of management communication for MBA education.
Case Author(s): Kulp, Susan; Campbell, Dennis Publication Date: 09/15/2004 Revision Date: 04/18/2005 Product Type: Case (Gen Exp) Product Description: Highlights many issues covered in management accounting courses. Includes a review of product costing, excess capacity, variance analysis, and scrap costs. Teaching Purpose: To provide an overview or review of management accounting concepts. HBS Number: 9-105-005 Industry Setting: toy manufacturer Event Year Start: 2000 Event Year End: 2000 Subjects: Activity based costing; Management accounting; Managerial economics; Toy industry; Variance analysis Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-105-008), 8p, by Susan Kulp, Dennis Campbell
Teaching Note For use with 9-105-005 HBS Number: 5-105-008 Subjects: Activity based costing; Management accounting; Managerial economics; Toy industry; Variance analysis
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.
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.
Case Klassen R; Johnson F A product development manager must plan the launch of a new toy for the upcoming Christmas season. This exercise provides a basic introduction to applying project planning techniques and associated calculations, and can be used in conjunction withcomputer project planning software. Activity times and their precedence relationships are explicitly given, and the students can plan and replan the project to meet the schedule deadline. (A Microsoft Project file, product 7A97D002, is available foruse with this case.) Industry: Miscellaneous Retail Issues: Project Management, Planning, Product Design/Development Location: Canada Size:Year of event: 1996 Level: Undergraduate/MBA Revised: 12/11/99 Ivey #: 9A97D002
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.
Case Author(s): Forbes, Ted; Amann, Gretchen Darden ID: UVA-OB-0604 Published: 2/18/1997 Copyright Year: 1996 Subject Area: Organizational Behavior and Human Resources Keywords: career management; management skills; women in business Teaching Note: UVA-OB-0603TN Abstract: This follow-up to the A case (OB-0603) examines Gail McCarthy’s assessment of her recent summer internship. (See also OB-0605 and OB-0606.)
Case Author(s): Forbes, Ted; Amann, Gretchen Darden ID: UVA-OB-0604 Published: 2/18/1997 Copyright Year: 1996 Subject Area: Organizational Behavior and Human Resources Keywords: career management; management skills; women in business Teaching Note: UVA-OB-0603TN Abstract: This follow-up to the A case (OB-0603) examines Gail McCarthy’s assessment of her recent summer internship. (See also OB-0605 and OB-0606.)
Case Author(s): Forbes, Ted; Amann, Gretchen Darden ID: UVA-OB-0605 Published: 2/18/1997 Copyright Year: 1996 Subject Area: Organizational Behavior and Human Resources Keywords: career management; management skills; women in business; diverse protagonisst; gender (female protagoist); diversity issues Teaching Note: UVA-OB-0603TN Abstract: This case continues the discussion of Gail McCarthy’s evaluation of her recent summer internship. (See also OB-0603, OB-0604, and OB-0606.)
Case Author(s): Forbes, Ted; Amann, Gretchen Darden ID: UVA-OB-0605 Published: 2/18/1997 Copyright Year: 1996 Subject Area: Organizational Behavior and Human Resources Keywords: career management; management skills; women in business; diverse protagonisst; gender (female protagoist); diversity issues Teaching Note: UVA-OB-0603TN Abstract: This case continues the discussion of Gail McCarthy’s evaluation of her recent summer internship. (See also OB-0603, OB-0604, and OB-0606.)
Case Author(s): Forbes, Ted; Amann, Gretchen Darden ID: UVA-OB-0606 Published: 2/18/1997 Copyright Year: 1996 Subject Area: Organizational Behavior and Human Resources Keywords: career management; management skills; women in business; diverse protagonist; gender (female protagonist) Teaching Note: UVA-OB-0603TN Abstract: This case concludes the examination of Gail McCarthy’s assessment of her recent summer internship. (See also OB-0603, OB-0604, and OB-0605.)
Case Author(s): Forbes, Ted; Amann, Gretchen Darden ID: UVA-OB-0606 Published: 2/18/1997 Copyright Year: 1996 Subject Area: Organizational Behavior and Human Resources Keywords: career management; management skills; women in business; diverse protagonist; gender (female protagonist) Teaching Note: UVA-OB-0603TN Abstract: This case concludes the examination of Gail McCarthy’s assessment of her recent summer internship. (See also OB-0603, OB-0604, and OB-0605.)
Article Author(s): Sondak, Harris; Galinsky, Adam D. Publication Date: 06/01/2006 Product Type: Negotiation Article Product Description: The psychological research is clear: bad events affect us much more powerfully than good events. So it stands to reason that burdens weigh more heavily upon our decision processes than do benefits. Negotiations that center around burdens can pose psychological hazards for negotiators — contentiousness, clouded judgment, suspicion, and a diminished understanding of their own interests. The result? A smaller pie of resources, for one thing. Here is a guide to help you avert the dangers. HBS Number: N0606C Subjects: Communication strategy; Conflict; Decision making; Emotions; Judgment; Negotiations; Psychology Academic Discipline: Negotiations
Case Author(s): Schlesinger, Leonard A.; Greene Flaherty, Sarah Publication Date: 08/01/1991 Revision Date: 02/16/1992 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 692012 Geographic Setting: Wisconsin Number of Employees: 326 Event Year Start: 1988 Event Year End: 1990 Subjects: Employee empowerment; Human resources management; Compensation; Service management Academic Discipline: Service Management Supplementary Materials: Case Teaching Note, (692013), 14p, by Sarah Greene Flaherty,Roger Hallowell Product Description: 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.
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
Teaching Note For use with 9-692-012 HBS Number: 5-692-013 Subjects: Communications industry; Employee compensation; Employee empowerment; Human resources management; Service management
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.
Article Author(s): Florida, Richard; Davison, Derek Publication Date: 04/01/2001 Product Type: CMR Article Publisher: California Management Review Product Description: Environmental Management Systems (EMSs) are relatively new and rather innovative management practices that provide firms with additional sources of information and leverage over their environmental and business processes and performance. This article reports the results of a survey of manufacturing plants that have adopted EMSs. It finds that EMSs are associated with factories that are larger, more committed to total quality management, and more innovative in general. EMSs are also a useful tool for managing community relationships and dealing with key stakeholder groups with respect to potentially controversial environmental issues. Furthermore, EMS plants appear to pose less environmental risk for communities and report that their adoption and use of an EMS is an important factor in achieving this result. In the end, EMSs are an effective tool for managing environmental costs and risks inside and outside the factory in ways that add to, rather than detract from, the bottom-line. HBS Number: CMR200 Subjects: Environmental protection; Manufacturing strategy; Pollution control; Risk management Academic Discipline: General management
Case Author(s): Frey, Sherwood C. Jr. Darden ID: UVA-QA-0394 Published: 4/8/1991 Revised: 4/1/1994 Copyright Year: 1989 Subject Area: Quantitative Analysis Keywords: decision theory, diverse protagonist female, diversity case, diversity Teaching Note: UVA-QA-0394TN Abstract: Galaxy Micro Systems is negotiating with a vendor about the cost of service support for the warranty on Galaxy’s new workstation. The vendor has offered Galaxy a choice between a fixed-price, lump-sum contract or a deferred-payment scheme based on the number of units installed. Uncertainty in the sales forecast complicates the choice. All uncertainties are expressed in terms of discrete probabilities.
Case Author(s): Frey, Sherwood C. Jr. Darden ID: UVA-QA-0394 Published: 4/8/1991 Revised: 4/1/1994 Copyright Year: 1989 Subject Area: Quantitative Analysis Keywords: decision theory, diverse protagonist female, diversity case, diversity Teaching Note: UVA-QA-0394TN Abstract: Galaxy Micro Systems is negotiating with a vendor about the cost of service support for the warranty on Galaxy’s new workstation. The vendor has offered Galaxy a choice between a fixed-price, lump-sum contract or a deferred-payment scheme based on the number of units installed. Uncertainty in the sales forecast complicates the choice. All uncertainties are expressed in terms of discrete probabilities.
Case Author(s): Frey, Sherwood C. Jr. Darden ID: UVA-QA-0395 Published: 4/8/1991 Revised: 4/1/1994 Copyright Year: 1989 Subject Area: Quantitative Analysis Keywords: decision theory, diverse protagonist, female, diversity case, diversity Teaching Note: UVA-QA-0394TN Abstract: This supplement to “Galaxy Micro Systems” (UVA-QA-0394) provides sales forecasts in a cumulative probability distribution forecast that are consistent with the discrete forecasts of the main case.
Case Author(s): Frey, Sherwood C. Jr. Darden ID: UVA-QA-0395 Published: 4/8/1991 Revised: 4/1/1994 Copyright Year: 1989 Subject Area: Quantitative Analysis Keywords: decision theory, diverse protagonist, female, diversity case, diversity Teaching Note: UVA-QA-0394TN Abstract: This supplement to “Galaxy Micro Systems” (UVA-QA-0394) provides sales forecasts in a cumulative probability distribution forecast that are consistent with the discrete forecasts of the main case.
Case Author(s): Christensen, Clayton M. Publication Date: 05/20/2005 Revision Date: 09/27/2005 Product Type: Case (Gen Exp) Product Description: The theories of market segmentation and brand building in Chapter 3, What Products Will Customers Want to Buy? in The Innovator’s Solution by Clayton Christensen and Michael Raynor suggest that when companies segment markets and build brands in ways that match how the customer sees the market — customers hire products to get jobs done -- their success rate in innovation increases. Gallardo‘s is a privately held firm whose products -- salsas, sauces, and seasonings for Latin American dishes -- were sold primarily in the southwestern United States. When the company had saturated that geographical market, its CEO decided to invade Mexico. Describes how Gallardo's marketers learned what jobs Mexican housewives hired these products to do. Shows how the company used these market insights to segment the market along different lines than its competitors. Gallardo's products and advertisements ended up spurring significant growth in the market, but most of the growth was captured by its primary competitor. What went wrong? Were Gallardo's branding and segmentation strategies consistent with the jobs-to-be-done model? Does the company have the chance to relaunch its products more successfully? HBS Number: 9-605-072 Geographic Setting: Mexico; United States Industry Setting: Food industry Gross Revenues: $200 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Brand management; Market research; Market segmentation; Marketing strategy Academic Discipline: Marketing
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-0965 Published: 8/16/1991 Revised: 9/1/1995 Copyright Year: 1991 Subject Area: Finance Keywords: investment banking; diverse protagonist, female; mergers; negotiation; international case; diversity case; strategy formulation; strategy implementation; valuation; diversity; international Teaching Note: UVA-F-0962TN Student Spreadsheet: UVA-S-F-0965 Abstract: The set of four cases composing the Fur Industry Merger Exercise affords the opportunity for a merger negotiation among students. Three potential buyers (Adams [UVA-F-0964], Jindo [UVA-F-0962], and Lessard [UVA-F-0963]) compete for two potential sellers (Adams and Gallery of Furs). The cases give detailed financial forecasts for the target firms that are unique to each party. The forecasts form the basis for valuation of the target companies. The merger opportunities are prompted by major competitive changes in the worldwide fur-garment industry and by adverse changes in demand in U.S. fur retailing. The exercise affords insights into the challenges of cross-border acquisitions. Gallery of Furs is the second largest retailer of fur coats and garments in the United States. Its recent poor financial performance has made it the target of an uninvited raid. In response, the company desires to sell its Fur Retailing Division on the most advantageous terms. The “Gallery of Furs” case may be used on a stand-alone basis to illustrate aspects of valuation in a merger setting.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-0965 Published: 8/16/1991 Revised: 9/1/1995 Copyright Year: 1991 Subject Area: Finance Keywords: investment banking; diverse protagonist, female; mergers; negotiation; international case; diversity case; strategy formulation; strategy implementation; valuation; diversity; international Teaching Note: UVA-F-0962TN Student Spreadsheet: UVA-S-F-0965 Abstract: The set of four cases composing the Fur Industry Merger Exercise affords the opportunity for a merger negotiation among students. Three potential buyers (Adams [UVA-F-0964], Jindo [UVA-F-0962], and Lessard [UVA-F-0963]) compete for two potential sellers (Adams and Gallery of Furs). The cases give detailed financial forecasts for the target firms that are unique to each party. The forecasts form the basis for valuation of the target companies. The merger opportunities are prompted by major competitive changes in the worldwide fur-garment industry and by adverse changes in demand in U.S. fur retailing. The exercise affords insights into the challenges of cross-border acquisitions. Gallery of Furs is the second largest retailer of fur coats and garments in the United States. Its recent poor financial performance has made it the target of an uninvited raid. In response, the company desires to sell its Fur Retailing Division on the most advantageous terms. The “Gallery of Furs” case may be used on a stand-alone basis to illustrate aspects of valuation in a merger setting.
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
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.
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.
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**
Case Paul O’Sullivan and edited by Richard G. LinowesThe firm processes shrimp and sole purchased from contractors and gathered by its own trawlers off the coast of Gambia. It then sells them in frozen form to Belgium, the Canary Islands, and the local tourist industry. The quality of shrimp has been quite uneven recently, and this deeply concerns its overseas distributors. For several years the company has been losing money, and now it faces cash flow difficulties. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; International Business; Operations Management; Small Business Topics:
Case Author(s): Weillaert, Simon; Mead, Jenny; Wicks, Andrew C. Darden ID: UVA-E-0323 Published: 7/31/2008 Copyright Year: 2008 Subject Area: Ethics Keywords: ethics; International business; Human resources management; Vietnam Abstract: What should a manager with a multinational corporation do when his employee confides that he may have accidentally killed someone? The plant where they work is located in Vietnam; the employee, a native, is hesitant to face the charges given his concerns about the fairness of the local legal system. He is seeking both advice and help. The B case (UVA-E-0324) updates the situation and provides additional fodder for discussion.
Case Author(s): Weillaert, Simon; Mead, Jenny; Wicks, Andrew C. Darden ID: UVA-E-0324 Published: 7/31/2008 Copyright Year: 2008 Subject Area: Ethics Keywords: ethics; International business; Human resources management; Vietnam Abstract: This case updates the situation outlined in the A case (UVA-E-0323), providing information that helps students to both evaluate the decision made in the A case and determine what to do next.
Case Author(s): Oberholzer-Gee, Felix; Yao, Dennis Publication Date: 01/04/2005 Revision Date: 03/26/2007 Product Type: Note HBS Number: 9-705-471 Subjects: Decision making; Economic analysis; Economic models; Game theory; Problem solving; Uncertainty Academic Discipline: Competitive strategy Product Description: Provides a brief introduction to the application of game theory to business settings. Sets up and analyzes a minicase involving commitment.
Case Author(s): Hild, Matthias Darden ID: UVA-QA-0675 Published: 1/16/2006 Copyright Year: 2006 Subject Area: Quantitative Analysis Keywords: Game Theory Abstract: This note introduces some key game-theoretic concepts and techniques, with an emphasis on their underlying motivations. It covers the following topics:
? Domination
? Iterated elimination of dominated strategies
? Nash equilibrium
? Randomized Stra
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
Case Author(s): Krishna, Vijay Publication Date: 04/23/1987 Revision Date: 04/13/1992 Product Type: Note Product Description: An introduction to the formal analysis of strategic situations. Ideas of game trees, backwards induction, and dominated strategies are introduced. The methods of backwards induction to find optimal strategies is related to the method of successive eliminations of dominated strategies for games of perfect information. HBS Number: 9-187-159 Subjects: Competitive decision making; Game theory Academic Discipline: Negotiations
Case Pearce MR; Hatherell D; Walsh J Two MBA students decide to launch an e-commerce, Internet-based business selling interactive games. Currently the video game market focused on personal computer-based platforms with only one offering Internet access. Over the next few months theywould have a number of challenges, not only would the need to build the programming for the site, they must develop a business plan and marketing strategy that would compete with the strong personal computer-based video game market. The supplement,GamesEDGE.com (B), product 9B00A034 outlines the results after the launch of the business. Ivey Number: 9B00A033 Publication Date: 1/4/2002 Geographic Setting: Canada Industry Setting: Business Services Company Size: Small organization Event Year Start: 1999 Subjects: E-Business, Retailing, Entrepreneurial Marketing Functional Area: Marketing
Case Pearce MR; Hatherell D; Walsh J This supplement to GamesEDGE.com (A), product 9B00A033 discusses the results of the launch of the Internet site for interactive gaming, and where the company should go from here. Ivey Number: 9B00A034 Publication Date: 1/4/2002 Geographic Setting: Canada Industry Setting: Business Services Company Size: Small organization Event Year Start: 2000 Subjects: E-Business, Retailing, Entrepreneurial Marketing Functional Area: Marketing
Case Bryant MJ; Case Writing Workshop . Gamma-Dynacare performs laboratory testing covering blood, urine and tissue samples for evidence of disease and abnormality. Traditionally, all testing was performed on behalf of physicians and paid from public funds through provincial healthinsurance plans. Health insurance plans have frozen payments to Gamma-Dynacare. The firm has developed expertise and systems to test individuals as drug free as part of employment conditions. The growth potential for random drug testing is largebut margins are considerably less than the normal business. The decision-maker wishes to know the costs of delivering random drug testing and using this information to develop a marketing strategy to address this market. Given public sensitivitiesto random drug testing, this market has a risk that consumer groups and quasi-government authorities may render the testing inappropriate on public interest grounds. Ivey Number: 9A99A007 Publication Date: 14/04/1999 Geographic Setting: Canada Industry Setting: Health Services Company Size: Medium organization Event Year Start: 1998 Subjects: Growth Strategy, Cost/Benefit Analysis, Market Strategy Functional Area: Marketing
Case Leenders, M; Gronroos, M Publisher: Helsinki School of Economics Distributor: ecch (www.ecch.com) Reference: 301-124-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2001 Geo location: Finland Size: SME (Small and medium enterprise) Timing: 1998 Topics: Growth strategy; Internationalisation; Electronic company Abstract: In March 1998, the owner and managing director of a small electronic company in Tampere, Finland, was considering a request from his biggest account, BMW in Germany. BMW had asked him to quote test equipment for its new car plants in China, India and Mexico. Mr Laine wondered what impact this would have on his business as a whole.
Case Author(s): Morse E; Strike V Publication Date: 3/7/2005 Revision Date: 6/14/2005 Product Type: Case Ivey ID: 9B05M011 Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Medium organization Year of Event: 1995 Level of Difficulty: Undergraduate/MBA Subjects: Entrepreneurship; Strategic Change; Growth Strategy; Strategic Planning Functional Area: General Management Product Description: Ganong Bros. Limited is a fifth generation family chocolate company that is facing financial difficulties. The firm has been spreading its resources too thinly and needs to develop a plan to not only return to profitability but also to grow thebusiness while upholding its responsibility to the local community. This case helps students to develop an understanding of cutting costs in a turnaround situation and seeking out alternative lines of business for strategic growth.
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
Case Fernandez, J A; Wang, J Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 802-085-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2002 Version Date: 27 June 2003 Geo location: Suzhou, China Industry: Food and beverage distribution Size: Small Timing: 2002 Topics: Entrepreneurship; Finance; Marketing Abstract: This case presents the problems of a Chinese entrepreneur after the first year of operation. Mr Gao faces a very difficult financial situation due to an investment decision that has created enormous cash-flow difficulties for his business. He asks a consultant to help him design a solution to that difficult situation. The survival of his company is at stake.
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?
Case Author(s): Salmon, Walter J.; Wylie, David Publication Date: 10/13/1992 Revision Date: 07/17/2001 Product Type: Case (Library) Product Description: Explores the circumstances under which a specialty store chain can profitably engage in large-scale non-price advertising. HBS Number: 9-593-043 Geographic Setting: San Francisco, CAIndustry Setting: retailingCompany Size: largeGross Revenues: $2.5 billion revenues Event Year Start: 1980Event Year End: 1992 Subjects: Advertising; Clothing; Retailing Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-594-040), 8p, by David E. Bell
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
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
Case Author(s): Kanter, Rosabeth Moss; Galvin, Daniel; Martin, Maximilian Publication Date: 04/05/2000 Revision Date: 12/02/2005 Product Type: Case (Field) Product Description: Discusses the complete transformation and turnover in every division of Garanti Bank. Describes the multiple change projects managed and cross-cultural issues confronted during the 1990s and the organizational challenge of transforming Garanti Bank into one of Turkey’s premier financial institutions. HBS Number: 9-300-114 Geographic Setting: Turkey Industry Setting: Financial services Event Year Start: 1999 Event Year End: 1999 Subjects: Banking; Change management; Cross cultural relations; Organizational change Academic Discipline: General management Supplementary Materials: Teaching Note, (5-301-128), 14p, by Rosabeth Moss Kanter
Teaching Note For use with 9-300-114 HBS Number: 5-301-128 Subjects: Banking; Cross cultural relations; Growth strategy; Management of change; Middle East; Organizational change
Case Author(s): Kanter, Rosabeth Moss; Galvin, Daniel; Martin, Maximilian Publication Date: 05/02/2002 Revision Date: 05/09/2002 Product Type: Case (Field) HBS Number: 302117 Geographic Setting: Turkey Industry Setting: Financial services Event Year Start: 1999 Event Year End: 1999 Subjects: Banking; Change management; Cross cultural relations; Organizational change Academic Discipline: General management Product Description: Discusses the complete transformation and turnover in every division of Garanti Bank. Describes the multiple change projects managed and cross-cultural issues confronted during the 1990s and the organizational challenge of transforming Garanti Bank into one of Turkey’s premier financial institutions.
Case Author(s): Haskins, Mark E.; Smith, C. Ray; Lynch, Luann J.; Brownlee, E. Richard II Darden ID: UVA-C-2068 Published: 9/19/1997 Revised: 6/27/2007 Copyright Year: 1990 Subject Area: Accounting and Control Keywords: accounting methods accounting financial statement analysis balance sheet income statement Teaching Note: UVA-C-2068TN Abstract: This case presents a series of financial events for students to record and to use in preparing financial statements.
Case Author(s): Haskins, Mark E.; Smith, C. Ray; Lynch, Luann J.; Brownlee, E. Richard II Darden ID: UVA-C-2068 Published: 9/19/1997 Revised: 6/27/2007 Copyright Year: 1990 Subject Area: Accounting and Control Keywords: accounting methods accounting financial statement analysis balance sheet income statement Teaching Note: UVA-C-2068TN Abstract: This case presents a series of financial events for students to record and to use in preparing financial statements.
Case Author(s): Smith, C. Ray Darden ID: UVA-C-2150 Published: 9/1/2000 Revised: 10/2/2007 Copyright Year: 2000 Subject Area: Accounting and Control Keywords: accounting methods; financial assessment; start-up Teaching Note: UVA-C-2150TN Abstract: Revised version of UVA-C-0736
This case uses projected transactions for the first day and first year of a start up business as a basis for preparing journal entries, “T” accounts, and projected financial statements. There is sufficient information included to calculate a sales breakdown point.
This is a start up business, so no opportunity is provided to ask what additional information is needed to prepare more realistic statements.
Case Author(s): Smith, C. Ray Darden ID: UVA-C-2150 Published: 9/1/2000 Revised: 10/2/2007 Copyright Year: 2000 Subject Area: Accounting and Control Keywords: accounting methods; financial assessment; start-up Teaching Note: UVA-C-2150TN Abstract: Revised version of UVA-C-0736
This case uses projected transactions for the first day and first year of a start up business as a basis for preparing journal entries, “T” accounts, and projected financial statements. There is sufficient information included to calculate a sales breakdown point.
This is a start up business, so no opportunity is provided to ask what additional information is needed to prepare more realistic statements.
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
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
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
Case Grasby EMA; Fletcher A The owner of Garlic’s restaurant in London, Ontario, must make some quick decisions to ensure her first month‘s high sales figures would translate into long-term success. She needs to improve the current dinner reservation system to ensure customer satisfaction. Other options to meet or suppress demand include expansion or price increases. Operationally, the food being served is not as hot as customers expect and two alternatives to solving this problem - hiring a bus person or buying a plate warmer - are examined. Cost benefit analysis along with their impact on the financial statements need to be elaborated. Ivey Number: 9A94J026 Publication Date: 12/6/1995 Revision Date: 10/8/2001 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Small organization Event Year Start: 1994 Subjects: Cost/Benefit Analysis, Customer Relations, Operations Management, Pricing Functional Area: Finance
Case Author(s): David G. Burgoyne; Olga Richardson Ivey ID: 9A85AX22 Publication Date: 1/1/1985 Revision Date: 9/24/2003 Product Type: Case Teaching Note: 8A85A22 Related Material: 7A85AX22 Geographic Setting: Canada Industry Setting: Transportation Equipment Size: Large Year of Event: 1989 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sales Management Major Disciplines: Marketing Product Description: The manager of the London branch of Garrett Truck Company Limited, had decided to hire an extra salesperson. He is faced with the problem, however, of deciding exactly what new job should be created and how best to fill the new position. His alternatives are: (1) create a fourth territory, (2) include management of used truck sales as part of the job, or (3) make one of the salespeople responsible solely for fleet sales.
Case Eppler, M J — Universita Della Svizzera Italiana (USI) Bresciani, S — Universita Della Svizzera Italiana (USI) Distributor: ecch (www.ecch.com) Reference: 908-029-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Published sources Product Year: 2008 Geo location: Worldwide Industry: IT consultancy Size: 4,000 employees Timing: 1995-2008 Topics: Visualisation; Business visualisation; Consulting tools; IT analyst; Communication; Decision support; Knowledge branding; Collaboration; Analysis; Technology Abstract: The analyst and consultancy company Gartner has developed several diagrams that have become widely used graphic forms and standard tools for evaluation and decision making support in organisations. This case study presents their most famous diagrams, the magic quadrant and the hype cycle. The magic quadrant is a matrix that synthesises information about vendors and service providers, while the hype cycle summarises the life cycle status of different technologies in a domain. The case study highlights the benefits and risks of such visualisations, the typical uses and similar forms created by users and competitors. Future possible developments of the diagrams conclude the case study.
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
Case Author(s): Thomas, David A.; Carioggia, Gina M.; Kanji, Ayesha Publication Date: 10/11/2002 Revision Date: 07/30/2003 Product Type: Case (Field) Product Description: After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry. HBS Number: 9-403-080 Geographic Setting: United States Industry Setting: beverages Event Year Start: 2000 Event Year End: 2000 Subjects: Beverages; Brand management; Food processing industry; General management; Human resources management; Leadership; Management development; Management of change; Organization; Organizational behavior; Organizational behavior & leadership; Organizational change; Organizational development; Organizational structure; Product management; Product positioning; Reorganization; Succession planning Academic Discipline: Organizational behavior & leadership
Case Author(s): Thomas, David A.; Carioggia, Gina M.; Kanji, Ayesha Publication Date: 11/12/2002 Revision Date: 01/27/2004 Product Type: Case (Field) Product Description: After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry. May be used with: (9-403-080) Gary Rodkin at Pepsi-Cola North America (A). HBS Number: 9-403-108 Geographic Setting: United StatesIndustry Setting: beverages Event Year Start: 2000Event Year End: 2000 Subjects: Beverages; Brand management; Leadership; Management of change; Organizational behavior; Organizational development; Organizational structure; Product positioning; Reorganization; Succession planning Academic Discipline: Organizational behavior & leadership
Case Author(s): Thomas, David A.; Carioggia, Gina M.; Kanji, Ayesha Publication Date: 11/12/2002 Revision Date: 01/27/2004 Product Type: Case (Field) Product Description: After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry. HBS Number: 9-403-109 Geographic Setting: United StatesIndustry Setting: beverages Event Year Start: 2000Event Year End: 2000 Subjects: Beverages; Brand management; Leadership; Management of change; Organizational behavior; Organizational development; Organizational structure; Product positioning; Reorganization; Succession planning Academic Discipline: Organizational behavior & leadership
Case Previtero, A Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 105-044-1 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 turnover Timing: 2002 Topics: Financial analysis; SME?s (small and medium enterprises); Projects financing Abstract: This is the first of a three-case series (105-044-1 to 105-046-1). In May 2002, Flavio Gasparini, Commercial and Technical Manager at Gaser, received the financial statements for the last two years from the administration manager. These documents would have provided him with more precise information on the resources generated by the company in those years of high growth. The objective of this was to check the financial feasibility of two alternative investments which the company had to choose between.
Case Previtero, A Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 105-045-1 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 turnover Timing: 2003 Topics: Capital budgeting; Mutually exclusive investments Abstract: This is the second of a three-case series (105-044-1 to 105-046-1). In 2003 Gaser Ossido Duro Srl was a very active company in its niche of oxidation and treatment of aluminium and its alloys in general. The constant attention to quality, continuous research into innovation and the experimentation of treatments had always made Gaser stand out. After years of high growth, the management?s attention was focused on seizing the opportunity of developing new businesses closely related to its own, with the aim of offering its clients a wider range of services while guaranteeing high growth rates for the company. The company founder?s grandson and Technical Manager, Flavio Gasparini, over the last six months had invested a large amount of his time in identifying some possible alternatives. In Flavio?s opinion in the short term, the company could have implemented two projects concerning two different treatments: chemical nickel-plating and PVD.
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.
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?.
Case Mullins, J W; Amijee, A Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 805-033-1 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 second of a three-case series (805-032-1 to 805-034-1). The meeting was set for 10am, 12 June 2000, to sign the papers for the second round funding of 3.3 million euros. It was Robert Emery?s 47th birthday. Emery and Maciek Capro had been waiting more than an hour and had failed to reach either Modris Tilens or Valdis Berzins on their mobile phones. Their secretaries were evasive. It seemed like 13 April all over again. However, this time the stakes were far higher, as contracts had been signed and the investor?s funds had been committed and, in part, spent. ?What do we do now?? Emery said to Capro. ?Do we walk or do we continue this unpredictable and increasingly difficult association with our only investor??
Case Mullins, J W; Amijee, A Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 805-034-1 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 third of a three-case series (805-032-1 to 805-034-1). With the battles with Baltic Capital behind them and with significant milestones having been met, GasLink?s new business plan attracted considerable interest from the venture capital arms of banks as well as the venture capital and private equity community. After two months of hard work, Robert Emery and Maciek Capro narrowed their choices to three potential investors. The deals offered by the three groups, however, were quite different. Which one should they choose?
Case Day, M — Henley Business School Distributor: ecch (www.ecch.com) Reference: 606-038-1 Language: English Category: Production and Operations Management Data source: Published sources Product Year: 2006 Geo location: Global Industry: Aviation catering Size: Multinational Timing: Not dated - 2005 Topics: Operations objectives; Scheduling strategy; Supply chain management Abstract: This short case study focuses on the logistics and scheduling strategies that Gategourmet uses to supply meals to over 500,000 airline passengers every day around the globe. It is a low margin business which has significant synchronisation challenges between supply chain partners which makes it an ideal case study to discuss good practice alignment between operations objectives and supply chain design. The immediate issue in this case is to appraise the means by which Gategourmet schedules within a very complex, large volume environment. The case is based on understanding good practices in the context of a turbulent environment. The case is aimed at MBA and executive classes in operations management. It is intended to be used to bring out the basic principles of scheduling (relating demand to activities required) and supply chain management (information sharing, risk pooling, postponement). It has been written as a general introductory case into operations so therefore does not go into depth on any of the more detailed or quantitative aspects of scheduling (ie, forecasting, demand profiling, etc).
Case Author(s): Leschly, Stig Publication Date: 12/16/2002 Revision Date: 03/24/2003 Product Type: Case (Field) Product Description: Covers the evolution of the Gates Foundation’s multibillion dollar effort to influence reform in the U.S. system of public education since 1999, particularly the foundation‘s recent decision to invest heavily in the breakup of existing urban high schools and in the creation of new small high schools. Examines the merits of that strategy and various implementation issues associated with it. Tom Vander Ark, who oversees the foundation's education initiative, prepares for a meeting with Bill Gates in which he will review the foundation's track record and propose targeting future investments on small high school reform. For background and context, the case covers the contemporary small schools movement in the United States and the consolidation of high schools and districts in the United States since the turn of the century. Teaching Purpose: To analyze Vander Ark's strategy of small high school reform as a platform for sector-wide improvement, to investigate the specific implementation challenges that Vander Ark faces in investing in high school reform, and to develop insight into the nature of large-scale education reform movements. HBS Number: 9-803-110 Geographic Setting: Seattle, WAIndustry Setting: educationNumber of Employees: 20Gross Revenues: $500 million revenues Event Year Start: 2003Event Year End: 2003 Subjects: Education; Entrepreneurship; Leadership; Organizational behavior; Public schools; Social enterprise Academic Discipline: Entrepreneurship
Case Roy A. Cook, Jeremy J. ColemanBob 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:
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
Article Yip, George S. A study of 793 U.S. and Canadian consumer and industrial markets indicates that barriers to entry are surmountable and that direct entry may be a viable alternative to corporate growth through acquisition and to development of present markets. The entrant faces six major classes of barriers: 1) economies of scale, 2) product differentiation, 3) absolute cost, 4) access to distribution, 5) capital requirement, and 6) incumbent reaction. Direct entrants reduce or avoid barriers by taking one of two strategic approaches: 1) reducing barriers by employing the same competitive strategy as incumbents, or 2) avoiding barriers by using a different strategy altogether. HBS Number: 82512 Type: Harvard Business Review Article Publication Date: 9/1/82 Subjects: Market share; Marketing management; Marketing strategy; Product management
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
Case Sharp DJ A follow-up to Gatorade, case number 9A87A001, which provides information on Quaker Oats’ entry strategy into Canada, their subsequent success with Gatorade in Canada and elsewhere up to 1997, and documents the entry of Coca-Cola and PepsiCo into theisotonics market. Gatorade B outlines the nature of the competitive challenges facing Quaker in late 1997. Ivey Number: 9A98A010 Publication Date: 8/6/1998 Geographic Setting: Canada Industry Setting: Food and Kindred Products Company Size: Large organization Event Year Start: 1997 Subjects: Competition, Brands, Product Strategy Functional Area: Marketing
Article Author(s): Low, Jonathan Publication Date: 01/01/1999 Product Type: Harvard Management Update Article Product Description: To help a company reach its financial goals, we know to look at sales, earnings, asset productivity, and all other standard financial metrics. However, this is no longer sufficient. Past financial performance does not necessarily predict future performance. A recent study by the Ernst & Young Center for Business Innovation identified 10 variables that analysts and portfolio managers rely on to measure a company’s performance and valuation, ranging from the ability of the company to execute its stated strategy to research leadership. Rather than concentrating only on traditional financial data, smart managers will focus on helping their company achieve superior performance on all measures. HBS Number: U9901E Subjects: Performance measurement; Valuation Academic Discipline: General management
Case Author(s): Li, Wei; Jordan, Joseph Darden ID: UVA-F-1478 Published: 10/22/2005 Copyright Year: 2005 Subject Area: Finance Keywords: #Investment Education MBA Valuation Return; # Abstract: At 26 years old, Gavin Carter was facing a dilemma. He had just received the good news that he had been accepted to the MBA program at a prestigious University. But he had also been informed recently that he was going to be promoted within the equity research department at his current employer, a prominent investment bank. Although he was genuinely excited at the prospect of advancing his long-term prospects by going to business school, Carter needed to find out if his investment in an MBA education would pay off.
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
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.
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.
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.
Case Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander Publication Date: 08/26/2008 Product Type: Supplement (Field) HBS Number: 9-709-009 Subjects: Business government relations; Corporate strategy; Energy; Privatization; Strategic alliances Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-709-008) Gazprom (A): Energy and Strategy in Russian History.
Case Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander Publication Date: 08/26/2008 Revision Date: 07/07/2009 Product Type: Supplement (Field) HBS Number: 709009 Subjects: Business government relations; Corporate strategy; Energy; Privatization; Strategic alliances Academic Discipline: Business & government Supplementary Materials: Supplement (Field), (709010), 12p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov Product Description: An abstract is not available for this product. Must be used with: (709008) Gazprom (A): Energy and Strategy in Russian History.
Case Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander Publication Date: 08/26/2008 Product Type: Supplement (Field) HBS Number: 9-709-010 Subjects: Corporate image; Energy; Trade agreements; World economy Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-709-008) Gazprom (A): Energy and Strategy in Russian History.
Case Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander Publication Date: 08/26/2008 Revision Date: 07/07/2009 Product Type: Supplement (Field) HBS Number: 709010 Subjects: Corporate image; Energy; Trade agreements; World economy Academic Discipline: Business & government Product Description: An abstract is not available for this product. Must be used with: (709008) Gazprom (A): Energy and Strategy in Russian History; (709009) Gazprom (B): Energy and Strategy in a New Era.
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
Case Author(s): Elizabeth M.A. Grasby; Tim Silk Ivey ID: 9A99N005 Publication Date: 4/7/1999 Revision Date: 7/8/2009 Product Type: Case Teaching Note: 8A99N05 Geographic Setting: Canada Industry Setting: Motor Freight Transportation Size: Small Year of Event: 1998 Level of Difficulty: 1 - Introductory Subjects: Financial Analysis; Government Regulation; Loan Evaluation; Growth Major Disciplines: Entrepreneurship; Finance Product Description: An assistant account manager is evaluating a loan request from a small trucking company that is planning to expand its fleet in order to bid for a large trucking contract. The decision is centered on the firm’s past performance and growth record. Particular attention is paid to the firm‘s chances of winning the trucking contract and its ability to service the increased debt. New highway safety regulations for trucking companies also play a role in the case.
Case Author(s): Elizabeth M.A. Grasby; Tim Silk Ivey ID: 9A99N005 Publication Date: 4/7/1999 Revision Date: 7/8/2009 Product Type: Case Teaching Note: 8A99N05 Geographic Setting: Canada Industry Setting: Motor Freight Transportation Size: Small Year of Event: 1998 Level of Difficulty: 1 - Introductory Subjects: Financial Analysis; Government Regulation; Loan Evaluation; Growth Major Disciplines: Entrepreneurship; Finance Product Description: An assistant account manager is evaluating a loan request from a small trucking company that is planning to expand its fleet in order to bid for a large trucking contract. The decision is centered on the firm’s past performance and growth record. Particular attention is paid to the firm‘s chances of winning the trucking contract and its ability to service the increased debt. New highway safety regulations for trucking companies also play a role in the case.
Case Author(s): J. Nick Fry; Julian M. Birkinshaw Publication Date: 10/12/1994 Revision Date: 7/4/2006 Product Type: Case Ivey ID: 9A94G005 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 1992 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International Business; Multinational; Organizational Structure Major Disciplines: General Management; Entrepreneurship; International Product Description: The business development manager for General Electric (GE) Canada, met with executives from GE Supply, a US-based distribution arm of GE. The purpose of the meeting was to discuss new business opportunities in energy management and eff
Case Author(s): J. Nick Fry; Julian M. Birkinshaw Publication Date: 10/12/1994 Revision Date: 7/4/2007 Product Type: Case Ivey ID: 9A94G006 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 1992 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Organizational structure; Multinational; International business Major Disciplines: Entrepreneurship; General Management; International Product Description: Six months into the operation of the energy management business, GE Energy Management Initiative has lost a bid for a large contract. Its general manager learns that the division to which it reports is getting out of the energy management business because of a questionable strategic fit within the division, and a lack of results. The general manager wonders how to proceed. (This is a sequel to The GE Energy Management Initiative (A), case 9A94G005.)
Case Author(s): J. Nick Fry; Julian M. Birkinshaw Publication Date: 10/12/1994 Revision Date: 7/4/2007 Product Type: Case Ivey ID: 9A94G006 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 1992 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Organizational structure; Multinational; International business Major Disciplines: Entrepreneurship; General Management; International Product Description: Six months into the operation of the energy management business, GE Energy Management Initiative has lost a bid for a large contract. Its general manager learns that the division to which it reports is getting out of the energy management business because of a questionable strategic fit within the division, and a lack of results. The general manager wonders how to proceed. (This is a sequel to The GE Energy Management Initiative (A), case 9A94G005.)
Case Author(s): Forbes, Ted; Isabella, Lynn A. Darden ID: UVA-OB-0437 Published: 7/5/1993 Revised: 8/1/1993 Copyright Year: 1993 Subject Area: Organizational Behavior and Human Resources Keywords: change, management of; conflict management; corporate culture; cultural conflict; employee attitudes; general management; diverse protagonist, female; diversity in the workplace; diversity case Teaching Note: UVA-OB-0437TN Abstract: A General Electric Fanuc joint venture shifts from a traditional management hierarchy to self-directed work teams. This case addresses the cultural, managerial, and strategic implications of rolling out a new management system. This case is a lead-in to the B and C cases.
Case Author(s): Forbes, Ted; Isabella, Lynn A. Darden ID: UVA-OB-0437 Published: 7/5/1993 Revised: 8/1/1993 Copyright Year: 1993 Subject Area: Organizational Behavior and Human Resources Keywords: change, management of; conflict management; corporate culture; cultural conflict; employee attitudes; general management; diverse protagonist, female; diversity in the workplace; diversity case Teaching Note: UVA-OB-0437TN Abstract: A General Electric Fanuc joint venture shifts from a traditional management hierarchy to self-directed work teams. This case addresses the cultural, managerial, and strategic implications of rolling out a new management system. This case is a lead-in to the B and C cases.
Case Author(s): Isabella, Lynn A.; Forbes, Ted Darden ID: UVA-OB-0438 Published: 7/5/1993 Revised: 8/1/1993 Copyright Year: 1993 Subject Area: Organizational Behavior and Human Resources Keywords: change, management of; conflict management; corporate culture; cultural conflict; employee attitudes; general management; diversity in the workplace; diversity case Teaching Note: UVA-OB-0438TN Abstract: This case, a follow-up to the A case, consists of collected observations and dialogue from one of two self-directed work teams at a General Electric Fanuc joint venture.
Case Author(s): Isabella, Lynn A.; Forbes, Ted Darden ID: UVA-OB-0438 Published: 7/5/1993 Revised: 8/1/1993 Copyright Year: 1993 Subject Area: Organizational Behavior and Human Resources Keywords: change, management of; conflict management; corporate culture; cultural conflict; employee attitudes; general management; diversity in the workplace; diversity case Teaching Note: UVA-OB-0438TN Abstract: This case, a follow-up to the A case, consists of collected observations and dialogue from one of two self-directed work teams at a General Electric Fanuc joint venture.
Case Author(s): Isabella, Lynn A.; Forbes, Ted Darden ID: UVA-OB-0439 Published: 7/5/1993 Revised: 8/1/1993 Copyright Year: 1993 Subject Area: Organizational Behavior and Human Resources Keywords: change, management of; conflict management; corporate culture; cultural conflict; employee attitudes; general management; diversity in the workplace; diversity case Teaching Note: UVA-OB-0438TN Abstract: This case, a follow-up to the A case, consists of collected observations and dialogue from one of two self-directed work teams at a General Electric Fanuc joint venture.
Case Author(s): Isabella, Lynn A.; Forbes, Ted Darden ID: UVA-OB-0439 Published: 7/5/1993 Revised: 8/1/1993 Copyright Year: 1993 Subject Area: Organizational Behavior and Human Resources Keywords: change, management of; conflict management; corporate culture; cultural conflict; employee attitudes; general management; diversity in the workplace; diversity case Teaching Note: UVA-OB-0438TN Abstract: This case, a follow-up to the A case, consists of collected observations and dialogue from one of two self-directed work teams at a General Electric Fanuc joint venture.
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
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?
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
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
Case Author(s): Wheeler, Michael A.; Morris, Gillian Publication Date: 06/19/2001 Product Type: Case (Field) Product Description: GE’s chief litigation counsel sought to rationalize their litigation flow by viewing it as a manufacturing process. By applying the principles of Six Sigma, P.D. Villareal created an Early Dispute Resolution (EDR) system that enabled both lawyers and mangers to work together to address potential disputes early and efficiently. Though the savings in time and energy were tremendous and obvious, evaluating the financial savings proved trickier. Also on the horizon was the challenge of spreading the program throughout the enormous GE global organization. Teaching Purpose: Examines the creation of an institutionalized alternative dispute resolution (ADR) program. As a study of system design and of conceiving of corporate problems in a new light, it fleshes out issues of organizational change, integrating legal policy with business practice and translating successful programs into toolkits usable by all branches of a corporation. It dovetails with broad discussions of the ADR movement in the United States in general, as well as with discussions of the manager as lawyer. May be used with: (9-801-453) GE‘s Early Dispute Resolution Initiative (B). HBS Number: 9-801-395 Geographic Setting: United States Event Year Start: 1995Event Year End: 2001 Subjects: Alternative dispute resolution; Corporate law; Corporate reorganization; Legal services; Negotiations; Organizational change; Systems design Academic Discipline: Entrepreneurship
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
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.
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.
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.
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.
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.
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.
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.
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.
Case Author(s): Bartlett, Christopher A.; McLean, Andrew N. Publication Date: 09/25/2006 Revision Date: 05/01/2007 Product Type: Case (Field) HBS Number: 9-307-056 Geographic Setting: Global Company Size: Fortune 500 Number of Employees: 315,000 Gross Revenues: $150 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Diversified companies; Employee development; Human resources management; Leadership; Management development; Organizational behavior; Strategy implementation Academic Discipline: General management Product Description: GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. Traces 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 and implements his priorities for GE. Describes the processes that guided Immelt’s own developments and the strategic changes Immelt adopts in his first year as CEO, when he pulls hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether the changes in place will foster the development of the next generation of GE growth leaders.
Case Author(s): Bartlett, Christopher A. Publication Date: 10/18/2005 Revision Date: 08/03/2006 Product Type: Supplement (Field) HBS Number: 9-306-041
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 Product Description: An abstract is not available for this product. Must be used with: (9-304-049) GE’s Talent Machine: The Making of a CEO.
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
Case Author(s): Bartlett, Christopher A.; Wozny, Meg Publication Date: 04/28/1999 Revision Date: 05/03/2005 Product Type: Case (Library) HBS Number: 399150 Geographic Setting: United States; Global Number of Employees: 293,000 Gross Revenues: $100 billion revenues Event Year Start: 1981 Event Year End: 1998 Subjects: Business policy; Change management; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Organizational change; Organizational development; Strategy implementation Academic Discipline: General management Supplementary Materials: Case Video, (300508), 10 min, by Christopher A. Bartlett; Case Video, (300511), 19 min, by Christopher A. Bartlett; Case Video, DVD, (300512), 19 min, by Christopher A. Bartlett; Case Video, DVD, (300510), 10 min, by Christopher A. Bartlett; Case Video, Streaming, (1-177-9), 10 min, by Christopher A. Bartlett; Case Video, Streaming, (1-178-0), 19 min, by Christopher A. Bartlett; 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. May be used with: (304049) GE's Talent Machine: The Making of a CEO; (95202) Corporate Strategy: The Quest for Parenting Advantage.
Case Heskett, James L. Jack Welch and the Corporate Executive Council of GE are faced with a decision about whether and how to implement a six sigma quality improvement effort in the context of many other initiatives already undertaken at GE in recent years. Teaching Purpose: To illustrate the complexity of managing change and the momentum that related and integrated initiatives can provide. HBS Number: 9-899-162 Type: Case (Pub Mat) Publication Date: 1/22/99 Revision Date: 2/9/00 Geographic Setting: Global Industry Setting: diversified Number of Employees: 222,000 Gross Revenues: $80 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Corporate culture; Decentralization; Leadership; Management of change; Total quality Supplementary Materials: Supplement (Pub Mat), (9-899-163), 4p, by James L. Heskett; Teaching Note, (5-899-222), 19p, by James L. Heskett
Teaching Note For use with 9-899-162 HBS Number: 5-899-222 Subjects: Corporate culture; Decentralization; Leadership; Management of change; Total quality
Case Author(s): Heskett, James L. Publication Date: 01/20/1999 Revision Date: 02/11/2000 Product Type: Supplement (Pub Mat) Product Description: Supplements the (A) case. Must be used with: (9-899-162) GE: We Bring Good Things to Life (A). HBS Number: 9-899-163 Subjects: Corporate culture; Decentralization; Leadership; Management of change; Total quality Academic Discipline: General management Supplementary Materials: Teaching Note, (5-899-222), 19p, by James L. Heskett
Teaching Note For use with 9-899-163 HBS Number: 5-899-222 Subjects: Corporate culture; Decentralization; Leadership; Management of change; Total quality
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
Case Author(s): Rayport, Jeffrey F. Publication Date: 04/09/1998 Product Type: Case (Field) Product Description: Geffen Records faces new challenges due to emerging technologies, namely, streaming audio and CD-recordable drives. These technologies have the ability to reshape the foundation on which the music industry is founded. A rewritten version of an earlier case. May be used with: (9-398-114) The U.S. Record Industry in 1997. HBS Number: 9-898-234 Geographic Setting: Los Angles, CAIndustry Setting: entertainmentGross Revenues: $500 million revenues Event Year Start: 1998Event Year End: 1998 Subjects: Entertainment industry; Information technology; Marketing strategy; Service management Academic Discipline: Service management Supplementary Materials: Teaching Note, (5-396-403), 17p, by Jeffrey F. Rayport
Teaching Note For use with 9-898-234 HBS Number: 5-396-403 Subjects: Entertainment industry; Information technology; Marketing strategy; Service management
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.
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.
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.
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
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
Case Author(s): Ibarra, Herminia; Daly, Kristin M. Publication Date: 03/12/1995 Product Type: Note Product Description: Do men and women have distinct leadership styles? Do they approach management differently? This note summarizes the two perspectives that have dominated the ongoing debate on gender differences in organizational leadership and management behavior. Psychological theories emphasize the different outlook, attitudes, and values inculcated in men and women during their development and socialization. In contrast, situational theories argue that gender differences are few, and largely an artifact of differences in opportunity, power, and lack of representation in business and organizational settings. The evidence from research studies is reviewed briefly. HBS Number: 9-495-038 Subjects: Diversity; Leadership; Managerial behavior; Organizational behavior; Power & influence; Women Academic Discipline: Organizational behavior & leadership
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.
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.
Case Author(s): Goldberg, Ray A.; Enriquez, Juan Publication Date: 10/19/1998 Revision Date: 12/07/1999 Product Type: Other Product Description: A new firm is being created to speed up the process of mapping humans, animals, and plants by combining gene technology with rapid gene identification to improve the health and well being of the human population and the productivity of crops and animals. How does one manage this process? Teaching Purpose: A new technology will revolutionize the food and health system—how does one create the appropriate structure to maximize this technology for the stakeholder? HBS Number: 9-599-016 Geographic Setting: GlobalIndustry Setting: genomics Subjects: Agribusiness; Biotechnology; Food; Innovation; Technology Academic Discipline: Operations management
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.
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
Case Author(s): Hawkins, David F. Publication Date: 11/23/1999 Revision Date: 04/16/2001 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. Must be used with: (9-100-009) General Brands Corp. (A). HBS Number: 9-100-045 Subjects: Accounting; Mergers; United Kingdom Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-101-071), 13p, by David F. Hawkins
Case Udovichenko, O M — Graduate School of Management, St. Petersburg State University (GSOM) Distributor: ecch (www.ecch.com) Reference: 107-072-1 Language: English Category: Finance, Accounting and Control Data source: Generalised experience Product Year: 2007 Geo location: Russia Industry: Transportation Size: Middle-sized Timing: 2004 Topics: Russia; Budgeting; Managerial accounting; Financial structure; Cost centres Abstract: A few months ago significant changes in top-management were made in one of the biggest transport enterprises in Russia, this also included the financial departments. New managers of these departments seriously attended to the implementation of modern managerial tools and systems of motivation via control of financial and economic indicators of their activities. In the case the features of budgeting system implementation are explored.
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.
Case Author(s): Michael Goldman Publication Date: 8/18/2008 Revision Date: 1/29/2009 Product Type: Case Teaching Note: 8B08A10 Ivey ID: 9B08A010 Geographic Setting: South Africa Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2007 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Brand Positioning; Sports Marketing; Political Environment; Consumer Behaviour Major Disciplines: International; Marketing Product Description: The Blue Bulls rugby team enjoyed a fanatical fan base and had been performing well in local and international competitions recently. As a leading South African rugby franchise, the Blue Bulls faced a social and political environment that emphasised racial transformation.
An up-and-coming Afrikaans musician had become best-seller with his De La Rey song, which was about a Boer soldier who calls on General De La Rey to lead the Afrikaner people to victory in the second South Africa War between the Boer Republic and colonial Britain. Given the emotive theme of the song and the response by some to view it as a reassertion of Afrikaner nationalism, the song had attracted significant media coverage and controversy.
As part of the entertainment at the Vodacom Super 14 rugby game between Western Force and the Vodacom Blue Bulls, De La Rey was played over the stadium loudspeakers. This delighted most of the mainly White Afrikaans spectators. As the evening progressed, the acting head of the Blue Bulls Company, the organization that managed the Blue Bulls rugby team and the Loftus Versveld stadium, received a number of complaints from supporters about the playing of the De La Rey song and thus decided to remove the song from the official stadium playlist. By Monday morning, a media frenzy had erupted about this decision and the acting head was faced with a number of options of how to respond.
The ca Source: Ivey
Case Author(s): Michael Goldman Publication Date: 8/18/2008 Revision Date: 1/29/2009 Product Type: Case Teaching Note: 8B08A10 Ivey ID: 9B08A010 Geographic Setting: South Africa Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2007 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Brand Positioning; Sports Marketing; Political Environment; Consumer Behaviour Major Disciplines: International; Marketing Product Description: The Blue Bulls rugby team enjoyed a fanatical fan base and had been performing well in local and international competitions recently. As a leading South African rugby franchise, the Blue Bulls faced a social and political environment that emphasised racial transformation.
An up-and-coming Afrikaans musician had become best-seller with his De La Rey song, which was about a Boer soldier who calls on General De La Rey to lead the Afrikaner people to victory in the second South Africa War between the Boer Republic and colonial Britain. Given the emotive theme of the song and the response by some to view it as a reassertion of Afrikaner nationalism, the song had attracted significant media coverage and controversy.
As part of the entertainment at the Vodacom Super 14 rugby game between Western Force and the Vodacom Blue Bulls, De La Rey was played over the stadium loudspeakers. This delighted most of the mainly White Afrikaans spectators. As the evening progressed, the acting head of the Blue Bulls Company, the organization that managed the Blue Bulls rugby team and the Loftus Versveld stadium, received a number of complaints from supporters about the playing of the De La Rey song and thus decided to remove the song from the official stadium playlist. By Monday morning, a media frenzy had erupted about this decision and the acting head was faced with a number of options of how to respond.
The ca Source: Ivey
Teaching Note For use with 9-193-144 HBS Number: 5-196-048 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation
Teaching Note For use with 9-193-145 HBS Number: 5-196-048 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation
Case Author(s): McFarlan, F. Warren; Seger, Katherine N. Publication Date: 06/02/1993 Product Type: Case (Field) Product Description: Describes the largest information systems outsourcing agreement in the industry from the perspectives of both companies involved in the deal. HBS Number: 9-193-178 Geographic Setting: United StatesIndustry Setting: defense/information technologyCompany Size: Fortune 500Gross Revenues: $8.7 billion revenues Event Year Start: 1991Event Year End: 1991 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-048), 10p, by F. Warren McFarlan
Teaching Note For use with 9-193-178 HBS Number: 5-196-048 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation
Case Fairlee E. WinfieldThis case focuses on Mike Enfield, General Manager of the General Dynamics operation on the Navajo Nation at Fort Defiance, Arizona, as he tries to extend the lease for another 20 years. Enfield has spent more than a year in this delicate process. He wonders, “Is it worth it?” Source: North American Case Research Association, Case Research Journal, Spring 1993, Vol. 13, Issue 2, Copyright 1992. Courses: Business Ethics; Human Resources Topics:
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
Case Author(s): Murphy, Kevin J.; Dial, Jay Publication Date: 11/01/1993 Revision Date: 12/03/1997 Product Type: Supplement (Library) Product Description: Updates General Dynamics: Compensation and Strategy (A). Must be used with: (9-494-048) General Dynamics: Compensation and Strategy (A). HBS Number: 9-494-049 Subjects: Corporate strategy; Executive compensation; Incentives; Shipbuilding Academic Discipline: Human resources management
Case Timothy S. Schoenecker, Kathryn MartellGeneral Dynamics stands apart from its rivals in its response to industry changes. It has chosen not to diversify and to divest many of its defense-related divisions, including its largest unit, combat aircraft. Wall Street reacted favorably to this strategy; during 1990-1992 GD’s stock price grew at a faster rate than any other S&P 500 company. What about the company‘s long-term prospects? Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994. Copyright 1995. Courses: Business Policy/Strategy Topics:
Case Author(s): Roberto, Michael A. Publication Date: 10/20/2005 Product Type: Case (Library) Product Description: Describes the way in which General Dwight D. Eisenhower worked with his commanders, as well as political leaders, to plan the June 1944 D-Day invasion. HBS Number: 9-306-052 Event Year Start: 1943 Event Year End: 1944 Subjects: Decision making; Group dynamics; Leadership; Risk management; Strategic planning; Teams Academic Discipline: Competitive strategy
Case Francis J. Aguilar, Richard G. Hamermesh, Caroline BrainardThis case deals with the ways CEO Jack Welch has tried to change GE’s strategy and planning activities and his attempts to make the company more entrepreneurial. May be used in conjunction with General Electric‘s Strategic Position—1981, which describes Reg Jones' tenure as CEO. Source: Harvard Business School. Copyright 1985, Revised May 1985. Courses: Business Policy/Strategy; Entrepreneurship; Human Resources; Management Topics:
Case Author(s): Hawkins, David F. Publication Date: 03/08/2001 Revision Date: 04/27/2001 Product Type: Case (Library) Product Description: A financial analyst reviews General Electric’s financial reports to learn more about U.S. GAAP and how it differs from international accounting standards. Teaching Purpose: A review of U.S. GAAP and international accounting standards. HBS Number: 9-101-091 Geographic Setting: GlobalIndustry Setting: electrical/financial servicesGross Revenues: $130 billion revenues Event Year Start: 2001Event Year End: 2001 Subjects: Accounting standards; Electric industries; Financial services; GAAP Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-101-095), 6p, by David F. Hawkins
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
Teaching Note For use with BAB046 HBS Number: BAB546 Subjects: Appliances; Competition; Future; Globalization; Growth strategy; Industry analysis; Industry structure; Strategy formulation; Strategy implementation
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
Teaching Note For use with 9-385-315 HBS Number: 5-388-006 Subjects: Business policy; Corporate strategy; Entrepreneurial management; Human resources management; Management of change; Strategy implementation
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
Teaching Note For use with 9-390-091 HBS Number: 5-392-057 Subjects: Business policy; Corporate strategy; Entrepreneurial management; Management of change; Management philosophy; Strategy implementation
Case Author(s): Lynch, Luann J. Darden ID: UVA-C-2242 Published: 6/6/2006 Copyright Year: 2006 Subject Area: Accounting and Control Keywords: Inventory; FIFO; LIFO; Inventory management Abstract: Students are presented with the inventory footnote from General Electric Company’s 2002 Annual Report and are asked to respond to several questions regarding information in the footnote. Questions center around what can be inferred regarding inventory values on the balance sheet, and use of the LIFO reserve to restate various balance-sheet and income-statement accounts to an “as if” FIFO basis.
Case Wolfe, J — University of Tulsa Babiak, J — University of Tulsa Distributor: ecch (www.ecch.com) Reference: 395-004-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1995 Geo location: US, UK Industry: Industrial diamonds and gemstones Size: US$4.3 billion sales, 274 factories, 26 countries Topics: Global competitiveness; Illegal activities; Immoral behaviour; Whistleblowing laws; Corporate turnaround Abstract: General Electric has been manufacturing artificial industrial diamonds since the mid-1960s. In doing so it has challenged the DeBeers diamond cartel for market share. In 1992 Ed Russell claimed he was fired by GE for divulging a price-fixing scheme between his employer and DeBeers. GE claims it fired Russell for poor executive performance. Based on Ed Russell’s allegations the United States Anti-Trust Division also began proceedings against General Electric. As the trials develop many unsavoury details about GE‘s operations are divulged as the company attempts to defend itself and to protect the reputations of the various executives accused of wrong-doing.
Case Joseph Wolfe, Joann BabiakFollowing a disagreement between Ed Russell and his superiors at GE Plastics, his position changed. In the new position Ed found out about some activities between his new boss, Hiner, and Debeers which in his view were wrong. These activities included fixing industrial diamond prices, colluding to destroy a new Korean company, Ilijin, etc. Ed claims he was fired as a whistleblower, and the case goes to court. Source: Submitted by authors and selected for use by Pinnacle II Editorial Board. Copyright 1995. Courses: Business Ethics; Business Law and Legal Environment of Business; Management; Marketing Topics:
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?
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
Teaching Note For use with 9-702-428 HBS Number: 5-703-413 Subjects: Global Research Group; Globalization; International management; Medical supplies; Multinational corporations; Strategic planning; Technological planning
Case Author(s): Rangan, V. Kasturi; Michael, Steven C. Publication Date: 09/19/1990 Revision Date: 03/22/1993 Product Type: Case (Field) HBS Number: 9-591-029 Geographic Setting: Global Industry Setting: Plastics industry Company Size: Fortune 500 Gross Revenues: $5 billion sales Event Year Start: 1989 Event Year End: 1989 Subjects: Marketing organization; Product management Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-591-094), 12p, by V. Kasturi Rangan, Leslie Mirchin Product Description: Describes the rapid growth of General Electric Plastics for over the last decade to a $5 billion (sales) company. The accompanying organizational transitions are described. The task is to design a marketing organization for the coming decade given the anticipated market changes.
Case Author(s): Rangan, V. Kasturi; Michael, Steven C. Publication Date: 09/19/1990 Revision Date: 03/22/1993 Product Type: Case (Field) HBS Number: 9-591-029 Geographic Setting: Global Industry Setting: Plastics industry Company Size: Fortune 500 Gross Revenues: $5 billion sales Event Year Start: 1989 Event Year End: 1989 Subjects: Marketing organization; Product management Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-591-094), 12p, by V. Kasturi Rangan, Leslie Mirchin Product Description: Describes the rapid growth of General Electric Plastics for over the last decade to a $5 billion (sales) company. The accompanying organizational transitions are described. The task is to design a marketing organization for the coming decade given the anticipated market changes.
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
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
Teaching Note For use with 9-380-128 HBS Number: 5-387-157 Subjects: Antitrust laws; Capital markets; Competition; Industry analysis; Industry structure; Legal aspects of business; Technological change
Case Author(s): Porter, Michael E. Publication Date: 01/01/1980 Revision Date: 05/01/1980 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Designed as an in-class handout. Must be used with: (9-380-128) General Electric vs. Westinghouse in Large Turbine Generators (A). HBS Number: 9-380-129 Subjects: Antitrust laws; Competition; Corporate strategy; Industry analysis; Legal aspects of business; Pricing strategy Academic Discipline: Competitive strategy
Case Author(s): Porter, Michael E. Publication Date: 01/01/1980 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-380-128) General Electric vs. Westinghouse in Large Turbine Generators (A). HBS Number: 9-380-130 Subjects: Antitrust laws; Competition; Industry analysis; Industry structure; Legal aspects of business; Pricing strategy; Regulation Academic Discipline: Competitive strategy
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.
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.
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.
Case Author(s): Garvin, David A.; DeTreville, Suzanne Publication Date: 12/12/1983 Revision Date: 07/28/1988 Product Type: Case (Field) Product Description: GE is considering introducing a “just-in-time” production system to reduce inventory in its thermocouple manufacturing area. The case presents students with a description of the present inventory management system, the production process, and the perspectives of different individuals in the plant. The issue is how GE should proceed with introducing this system. HBS Number: 9-684-040 Geographic Setting: Massachusetts Industry Setting: Aerospace industry Company Size: Fortune 500 Event Year Start: 1982 Event Year End: 1982 Subjects: Production processes; Productivity Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-689-019), 12p, by Janice A. Klein
Case Author(s): Garvin, David A.; DeTreville, Suzanne Publication Date: 02/12/1985 Product Type: Case (Field) Product Description: Describes what has happened since the introduction of just-in-time production techniques were developed to reduce inventory. Reviews the progress to date in such areas as process rationalization; set-up reduction; quality improvement and leveling the scheduling; and discusses options for the future. The aim of the case is to show students the details of implementing a new production method. HBS Number: 9-685-062 Geographic Setting: Wilmington, MA Industry Setting: Aerospace industry Company Size: Fortune 500 Event Year Start: 1983 Event Year End: 1983 Subjects: Implementation; Inventory management; Operations management; Production processes; Productivity Academic Discipline: Operations management
Article Author(s): W. Glenn Rowe; Derek Lehmberg; Rod E. White; John R Phillips Product Type: Article Ivey ID: 9B09TA02 Subjects: Management development; Leadership; International finance Major Disciplines: General Management Product Description: A recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE’s reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.
Case Author(s): Simons, Robert L. Publication Date: 01/11/1989 Revision Date: 06/18/1993 Product Type: Case (Field) HBS Number: 9-189-081 Geographic Setting: United States Industry Setting: Defense industry Company Size: Fortune 500 Event Year Start: 1985 Event Year End: 1988 Subjects: Business policy; Contracts; Control systems; Ethics; Management communication Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-190-051), 6p, by Robert L. Simons, Hilary A. Weston Product Description: After General Electric (GE) is indicted in 1985 for defrauding the Department of Defense, Chairman John F. Welch takes dramatic steps to prevent a recurrence. This case documents the new systems and procedures that are put in place to ensure that all GE employees are aware of the boundaries of acceptable behavior. Closes with a discussion of the benefits and costs of Welch’s approach. A follow-up to General Electric: Valley Forge (A — H). Facts and Figures on Defense Procurement is intended to be used as supplementary reading in teaching this case.
Case (Library) Author(s): Stewart Thornhill; Ken Mark Ivey ID: 9B08M009 Publication Date: 4/29/2008 Product Type: Case (Library) Teaching Note: 8B08M09 Geographic Setting: United States Industry Setting: Miscellaneous Manufacturing Industries Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategic Scope; Strategy Implementation; Strategic Change; Strategic Planning Major Disciplines: General Management Product Description: This case describes the leadership initiatives of two of General Electric’s (GE) chief executive officers: Jack Welch and Jeffrey Immelt. Under Jack Welch‘s leadership, GE, one of the most admired firms in the world, began its transformation from a manufacturing conglomerate to one that focused on services. Welch's stature as a management leader grew as GE's stock price increased. Many of Welch's management practices were adopted by U.S. and global organizations. While his changes resulted in excellent financial performance, sustained over a long period of time, not all within GE agreed with his methods. Welch's departure in 2001 triggered a steep decline in GE's stock price. His successor, Jeffrey Immelt, took over the company days before the terrorist attacks in September 2001 and has spent the last few years preparing the firm for its next stage of growth.
Case Bartlett, Christopher A.; Elderkin, Kenton W. By the mid 1980’s Jack Welch had completely transformed General Electric with more than 300 divestitures and acquisitions since the beginning of the decade. Welch insisted that his business units be number one or number two in their markets, and have the strength of large companies and the leanness and agility of small ones. Yet, although Welch had succeeded restructuring GE the way he wanted, employee morale was low. The case focuses on Welch raising employee productivity by continuing to remove layers of management and by allowing employees to have a greater voice in their own affairs. HBS Number: 9-391-248 Type: Case (Library) Publication Date: 6/28/91 Revision Date: 4/2/93 Geographic Setting: United States Industry Setting: industrial conglomerate Company Size: Fortune 500 Gross Revenues: $50 billion sales Event Year Start: 1985 Event Year End: 1991 Subjects: Business policy; Employee empowerment; Human resources management; Leadership; Strategy formulation; Strategy implementation Supplementary Materials: Case Video, (9-392-508), 11 min, by Christopher A. Bartlett; Supplement (Library), (9-392-113), 4p, by Christopher A. Bartlett
Case Author(s): Bartlett, Christopher A. Publication Date: 06/26/1992 Product Type: Supplement (Library) Product Description: In the annual report, Welch indicates a new priority for the company—developing a cadre of managers who can lead GE in implementing its strategy in a new organizational context. The question facing Welch is whether his bold new human resource vision is realistic and achievable. Must be used with: (9-391-248) General Electric: Jack Welch’s Second Wave (A). HBS Number: 9-392-113 Subjects: Business policy; Employee empowerment; Human resources management; Leadership; Strategy formulation; Strategy implementation Academic Discipline: General management Supplementary Materials: Case Video, (9-392-508), 11 min, by Christopher A. Bartlett
Case Thomas W. Malnight, Francis J. AguilarDescribes 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. Source: Harvard Business School. Copyright 1989. Courses: Business Policy/Strategy; Entrepreneurship; Management Topics:
Case Bartlett, Christopher A.; Aguilar, Francis J.; Elderkin, Kenton W. When GE’s retiring Reginald Jones turned the job of CEO over to Jack Welch on April 1, 1981, the Wall Street Journal reported that GE had "decided to replace a legend with a live wire." Some wondered if the young dynamo could fill the HBS Number: 9-391-144 Type: Case (Field) Publication Date: 6/29/91 Revision Date: 10/4/91 Geographic Setting: United States Industry Setting: conglomerate Company Size: Fortune 500 Number of Employees: 300,000 Gross Revenues: $50 billion revenues Event Year Start: 1979 Event Year End: 1985 Subjects: Business policy; Decentralization; Human resources management; Leadership; Organizational change; Strategy formulation; Strategy implementation Supplementary Materials: Teaching Note, (5-392-052), 20p, by Francis J. Aguilar
Teaching Note For use with 9-391-144 HBS Number: 5-392-052 Subjects: Business policy; Decentralization; Human resources management; Leadership; Organizational change; Strategy formulation; Strategy implementation
Case Francis J. Aguilar, Richard HamermeshDescribes the introduction and evolution of General Electric’s strategic planning system from the 1960s to Jack Welch‘s tenure. Allows discussion of the interplay of problems and circumstances to the evolution of the strategic planning system, and how Welch might use or alter the system to meet the challenge of growth. Source: Harvard Business School. Copyright 1981. Courses: Business Policy/Strategy; Entrepreneurship; Human Resources; Management; Technology Topics:
Case Aguilar, Francis J.; Hamermesh, Richard G. Describes the introduction and evolution of General Electric’s strategic planning system from the 1960s to Jack Welch‘s tenure. Allows discussion of the interplay of problems and circumstances to the evolution of the strategic planning system, and how Welch might use or alter the system to meet the challenge of growth. HBS Number: 9-381-174 Type: Case (Field) Publication Date: 4/1/81 Revision Date: 3/24/93 Geographic Setting: Fairfield, CT Industry Setting: diverse technology Company Size: large Event Year Start: 1972 Event Year End: 1981 Subjects: Business policy; Entrepreneurial management; Human resources management; Personal strategy & style; Strategic planning; Technology Supplementary Materials: Teaching Note, (5-388-015), 18p, by Francis J. Aguilar; Teaching Note, (5-386-117), 24p, by W. Earl Sasser Jr.; Case Video, (9-882-524), 27 min, by Francis J. Aguilar, Richard G. Hamermesh; Case Video, (9-883-504), 12 min, by Richard G. Hamermesh, Francis J. Aguilar
Teaching Note For use with 9-381-174 HBS Number: 5-386-117 Subjects: Business policy; Entrepreneurial management; Human resources management; Personal strategy & style; Strategic planning; Technology
Case Author(s): Simons, Robert L. Publication Date: 01/11/1989 Revision Date: 04/11/1991 Product Type: Case (Field) HBS Number: 9-189-009 Geographic Setting: United States Industry Setting: Defense industry Company Size: Fortune 500 Event Year Start: 1983 Event Year End: 1987 Subjects: Business government relations; Contracts; Control systems; Ethics; Management philosophy Academic Discipline: Accounting & control Supplementary Materials: Supplement (Field), (9-189-010), 1p, by Robert L. Simons; Reprint, (189011), 1p, by Robert L. Simons, Philadelphia Inquirer; Teaching Note, (5-190-050), 9p, by Robert L. Simons, Hilary A. Weston Product Description: A series of eight vignette cases designed to be taught in one classroom session. This case describes a potential problem in the way that General Electric has billed the government under a large defense contract. Designed to allow students to discuss what actions top managers and the Department of Defense should take at each step in the proceedings. Sets the stage for the follow-up case, General Electric: Compliance Systems. Facts and Figures on Defense Procurement is intended to be used as supplementary reading in teaching this case.
Case Author(s): Simons, Robert L. Publication Date: 01/11/1989 Revision Date: 02/05/1991 Product Type: Supplement (Field) HBS Number: 9-189-010 Subjects: Business government relations; Contracts; Control systems; Ethics; Management philosophy Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-190-050), 9p, by Robert L. Simons, Hilary A. Weston Product Description: Supplements General Electric: Valley Forge (A). Must be used with: (9-189-009) General Electric: Valley Forge (A).
Case Author(s): Simons, Robert L. Publication Date: 01/11/1989 Revision Date: 02/05/1991 Product Type: Supplement (Field) HBS Number: 9-189-012 Subjects: Business government relations; Contracts; Control systems; Ethics; Management philosophy Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-190-050), 9p, by Robert L. Simons, Hilary A. Weston Product Description: Supplements General Electric: Valley Forge (A).
