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   (OP 12/2007 per HBS) General Motors: Packard Electric Division
  Add   View  20 pp.  Case
Author(s): Wheelwright, Steven C.; Gill, Geoffrey K.
Publication Date: 11/08/1990 Revision Date: 04/29/1999
Product Type: Case (Field)
HBS Number: 9-691-030
Geographic Setting: Warren, OH Industry Setting: Automotive industry Company Size: Fortune 500 Gross Revenues: $100 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Automobiles; Interdepartmental relations; Process analysis; Product development; Project evaluation; Technological change; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-693-003), 7p, by Steven C. Wheelwright
Product Description: Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology called the RIM (Reaction Injection Molded) grommet, was supported heavily by the product development group because it was simpler to design and improved the leak seat. Process development was against using it because it cost more, complicated the manufacturing process, and provided only minor improvements in leak resistance. The students must analyze the risk in continuing with the project, the potential benefits from product simplification and the potential benefits from improving the leak resistance. The students must also review the product development process to determine conflicts before they reach a crisis.

Source: Harvard
  Add   View  20 pp.  Case
Author(s): Wheelwright, Steven C.; Gill, Geoffrey K.
Publication Date: 11/08/1990 Revision Date: 04/29/1999
Product Type: Case (Field)
HBS Number: 9-691-030
Geographic Setting: Warren, OH Industry Setting: Automotive industry Company Size: Fortune 500 Gross Revenues: $100 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Automobiles; Interdepartmental relations; Process analysis; Product development; Project evaluation; Technological change; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-693-003), 7p, by Steven C. Wheelwright
Product Description: Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology called the RIM (Reaction Injection Molded) grommet, was supported heavily by the product development group because it was simpler to design and improved the leak seat. Process development was against using it because it cost more, complicated the manufacturing process, and provided only minor improvements in leak resistance. The students must analyze the risk in continuing with the project, the potential benefits from product simplification and the potential benefits from improving the leak resistance. The students must also review the product development process to determine conflicts before they reach a crisis.

Source: Harvard
   A Global Manager’s Guide to Currency Risk Management
  Add   View  25 pp.  Case
Michael Moffett, Anant Sundaram
Since the advent of the floating exchange rates, any time that a transactionuwhether that transaction is in goods, services, people, capital, or technologyuhas crossed borders, it has been subject to the influence of changes in exchanges rates. The basic problem posed by exchange rates on the cross-border firm is that money across borders has no fixed value. Consequently, neither does the transaction undertaken across borders. In the note, our purpose is to understand, categorize, and define the specific types of exchange rate risks that firms face across borders, and to address how managers can plan for, manage, and hedge these risks. Specifically, this note provides an overview of the risks posed by exchange rates to the cross-border firm, and the major strategies and solutions managers can employ to deal with them.
Thunderbird Number: B03-03-0006 Type: Case
Publication Date:
Subjects: International finance; financial management; currency exposure

Source: Thunderbird
   A Growing Reliance on Alliance
  Add   View  4 pp.  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

Source: Harvard
   Cases
  Add   View  4 pp.  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

Source: Dess-Lumpkin-Eisner
  Add   View  6 pp.  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

Source: Dess-Lumpkin-Eisner
  Add   View  7 pp.  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?

Source: Dess-Lumpkin-Eisner
  Added   View  9 pp.  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

Source: Dess-Lumpkin-Eisner
  Added   View  9 pp.  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

Source: Dess-Lumpkin-Eisner
  Add   View  4 pp.  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.

Source: Dess-Lumpkin-Eisner
   Cases in Business and Society
  Add   View  8 pp.  GlaxoSmithKline and AIDS Drugs for Africa
Source: Lawrence-Weber
  Add   View  13 pp.  Google in China
Source: Lawrence-Weber
   G&B ROPES
  Add   View  8 pp.  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

Source: Ivey
  Add   View  11 pp.  Teaching Note
Ivey ID: 8A98B35
For use with 9A98B035

Source: Ivey
   G&P GREETINGS, INC.
  Add   View  10 pp.  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.

Source: Darden
  Add   View  10 pp.  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.

Source: Darden
  Add   View  8 pp.  Teaching Note
Darden ID: UVA-F-1122TN

Source: Darden
   G. Heileman Brewing Co.
  Add   View  12 pp.  Case A: Power Failure at PowerMaster
Source: Harvard
  Add   View  3 pp.  Case B: The “Nightline” Decision
Source: Harvard
  Add     5 pp.  Teaching Note
HBS Number: 5-596-037 — for use with 9-592-018

Source: Harvard
   G. Heileman Brewing Co. (C): Public Controversy Over PowerMaster
  Add   View  6 pp.  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

Source: Harvard
   G. Wilson & Co., Inc.
  Add   View  13 pp.  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.

Source: Darden
  Add   View  13 pp.  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.

Source: Darden
  Add   View  5 pp.  Teaching Note
Darden ID: UVA-C-0893TN

Source: Darden
   G.G. Toys
  Add   View  7 pp.  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

Source: Harvard
  Add     8 pp.  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

Source: Harvard
   G.I. JOE: Marketing an Icon
  Added   View  21 pp.  Case
Author(s): McGovern, Gail
Publication Date: 09/20/2004 Revision Date: 03/08/2007
Product Type: Color Case
HBS Number: 505030
Geographic Setting: Providence, RI Industry Setting: Toy industry
Subjects: Brand management; Brands; Marketing strategy; Product positioning
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (506012), 15p, by Gail McGovern
Product Description: In the winter of 2003, Billy Lagor, the Hasbro toy company’s brand manager for G.I. JOE, faced a set of decisions that would ultimately determine the 2004 marketing plan for the G.I. JOE brand. Under consideration were three different ways to market the military action figure: use traditional media: supplement traditional media with a short, animated DVD; or rely entirely on nontraditional marketing. In evaluating these options, Lagor grappled with a more basic question: What is the nature of the G.I. JOE and Hasbro brands? Should he market G.I. JOE as a short-term fad or as a marquee property akin to the Barbie franchise? Includes color exhibits.

Source: Harvard
  Add   View  21 pp.  Case
Author(s): McGovern, Gail
Publication Date: 09/20/2004 Revision Date: 03/08/2007
Product Type: Color Case
HBS Number: 9-505-030
Geographic Setting: Providence, RI Industry Setting: Toy industry
Subjects: Brand management; Brands; Marketing strategy; Product positioning
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-506-012), 15p, by Gail McGovern
Product Description: In the winter of 2003, Billy Lagor, the Hasbro toy company’s brand manager for G.I. JOE, faced a set of decisions that would ultimately determine the 2004 marketing plan for the G.I. JOE brand. Under consideration were three different ways to market the military action figure: use traditional media: supplement traditional media with a short, animated DVD; or rely entirely on nontraditional marketing. In evaluating these options, Lagor grappled with a more basic question: What is the nature of the G.I. JOE and Hasbro brands? Should he market G.I. JOE as a short-term fad or as a marquee property akin to the Barbie franchise? Includes color exhibits.

Source: Harvard
   GADGET TOY COMPANY
  Add   View  3 pp.  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

Source: Ivey
   GAGAN INTERNATIONAL LIMITED
  Add   View  3 pp.  Case
Dhar, U; Dhar, S; Jain, S; Jain, M; Kattarwal, N
Publisher: Prestige Institute of Management & Research
Distributor: ecch (www.ecch.com) Reference: 405-004-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Field research
Product Year: 2005
Geo location: Central India Industry: Leather industry Size: Large Timing: 2000
Topics: Motivation; Absenteeism; Social responsibility; Human resource interventions
Abstract: The case is about an international business unit which had a turnover of Rs 1,500 crores and enjoyed a good reputation for its technology and quality. The company had good human resource (HR) polices pertaining to compensation and rewards, besides family welfare programmes, education, and awareness programmes, de-addiction etc. The company felt that it had a social commitment towards its employees and had recruited social workers to visit the families of the workers from time to time, besides counselling the employees. The company faced the problem of high absenteeism and lack of discipline. Inspite of putting in best efforts, the top management felt that they were not able to curtail absenteeism, thus affecting the productivity and overall profitability of the company. The purpose of the case is to make participants understand the sound HR policies and their implications. The issues in the case are absenteeism, lack of discipline, social responsibility, motivation, incentives, and drug addiction. Participants should be thorough with the concept of human resource management and various interventions. The case should be first discussed at individual level and then at group level. Each group should consist of 4-5 participants. Each issue should be discussed for 20-25 minutes.

Source: ecch
   GAIL MCCARTHY (B)
  Add   View  2 pp.  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.)

Source: Darden
  Add   View  2 pp.  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.)

Source: Darden
   GAIL MCCARTHY (C)
  Add   View  1 pp.  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.)

Source: Darden
  Add   View  1 pp.  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.)

Source: Darden
   GAIL MCCARTHY (D)
  Add   View  2 pp.  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.)

Source: Darden
  Add   View  2 pp.  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.)

Source: Darden
   Gain Less Pain: How to Negotiate Burdens
  Add   View  5 pp.  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

Source: Harvard
   Gain Sharing at Star Cablevision Group
  Add   View  24 pp.  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.

Source: Harvard
  Add   View  24 pp.  Case
Schlesinger, Leonard A.; Greene, Sarah
Describes Star’s experiment with gain sharing over a three-year period. Background on the industry and company‘s history are provided to establish the context for the shift to pay-for-performance. Describes the three different gain sharing programs, the resulting payouts, and organizational impact.
HBS Number: 9-692-012 Type: Case (Field)
Publication Date: 8/1/1991 Revision Date: 2/16/1992
Geographic Setting: Fond du Lac, WI Industry Setting: cable television Number of Employees: 326
Event Year Start: 1988 Event Year End: 1990
Subjects: Communications industry; Employee compensation; Employee empowerment; Human resources management; Service management
Supplementary Materials: Teaching Note, (5-692-013), 14p, by Leonard A. Schlesinger, Sarah Greene, Roger Hallowell

Source: Harvard
  Add     14 pp.  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

Source: Harvard
   Gainesboro Machine Tools Corporation
  Add   View  16 pp.  Case
Author(s): Bruner, Robert F.
Darden ID: UVA-F-1489
Published: 12/6/2005
Copyright Year: 2005
Subject Area: Finance
Keywords: dividend policy, share repurchases, corporate financial strategy financial markets policy, buybacks
Teaching Note: UVA-F-1489TN
Student Spreadsheet: UVA-S-F-1489
Faculty Spreadsheet: UVA-S-F-1489TN
Abstract: In mid September 2005, Ashley Swenson, the chief financial officer of this large CAD/CAM (computer aided design and manufacturing) equipment manufacturer must decide whether to pay out dividends to the firm’s shareholders, or repurchase stock. If Swenson chooses to pay out dividends, she must also decide on the magnitude of the payout. A subsidiary question is whether the firm should embark on a campaign of corporate-image advertising, and change its corporate name to reflect its new outlook. The case serves as an omnibus review of the many practical aspects of the dividend and share buyback decisions, including (1) signaling effects, (2) clientele effects, and (3) finance and investment implications of increasing dividend payout and share repurchase decisions. This case can follow a treatment of the Miller Modigliani dividend-irrelevance theorem and serves to highlight practical considerations in setting dividend policy.

Source: Darden
  Add   View  22 pp.  Teaching Note
Darden ID: UVA-F-1489TN

Source: Darden
   Gaining from Green Management: Environmental Management Systems
  Add   View  22 pp.  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

Source: Harvard
   Galaxy Micro Systems
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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.

Source: Darden
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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.

Source: Darden
  Add   View  13 pp.  Teaching Note
Darden ID: UVA-QA-0394TN

Source: Darden
  Add   View  13 pp.  Teaching Note
Darden ID: UVA-QA-0394TN

Source: Darden
   GALAXY MICRO SYSTEMS SUPPLEMENT
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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.

Source: Darden
  Add   View  1 pp.  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.

Source: Darden
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Darden ID: UVA-QA-0394TN

Source: Darden
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Darden ID: UVA-QA-0394TN

Source: Darden
   Gallardo’s Goes to Mexico
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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

Source: Harvard
   Gallery Of Furs, Inc.: Fur Industry Merger Exercise
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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.

Source: Darden
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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.

Source: Darden
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Darden ID: UVA-F-0962TN

Source: Darden
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Darden ID: UVA-F-0962TN

Source: Darden
   Gallo Rice
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Author(s): Quelch, John A.; Laidler, Nathalie
Publication Date: 03/15/1993 Revision Date: 01/06/1998
Product Type: Case (Field)
Product Description: Describes a company marketing branded rice products to three different countries—Italy, Argentina, and Poland. Explores the differences and similarities between the countries in terms of consumers, competition, products, and margins. Teaching Purpose: Analysis of three different markets and transferability from different geographic markets of marketing mix variables.
HBS Number: 9-593-018
Geographic Setting: Italy, Argentina, Poland Industry Setting: agribusiness
Event Year Start: 1992 Event Year End: 1992
Subjects: Agribusiness; Brands; International marketing; Product lines
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-594-096), 7p, by John A. Quelch

Source: Harvard
  Add     7 pp.  Teaching Note
For use with 9-593-018
HBS Number: 5-594-096
Subjects: Agribusiness; Brands; International marketing; Product lines

Source: Harvard
   GALP ENERGIA: THE MOVE INTO IBERIAN RETAIL
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Dias Ferreira, M — AESE - Escola de Direccao e Negocios
Distributor: ecch (www.ecch.com) Reference: 506-038-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2006
Geo location: Portugal, Spain Industry: Fuel sales, distribution Size: Sales in excess of 9 billion euros Timing: Dec 2003
Topics: Marketing; Growth in a new market; Swap strategy; Swap techniques; Customer loyalty; Advertising; Spain and Portugal
Abstract: The case describes the strategy of GALP to give its retail an Iberian dimension. Realising that its market quota in Portugal of nearly 40% can only decrease, the company wishes to swap about one hundred of its filling stations in Portugal, for a similar number of Total’s stations in Spain. This swap will allow GALP to obtain a rapid increase in its market quota in Spain. GALP considers that a Spanish market quota of less than 6% will prevent it from being a player with any weight in the Spanish market. Contrary to what has been done in the past, when GALP spreads its stations all over Spain, GALP wishes to concentrate in six key areas, so as to hold, in these areas, an 8% quota of the market. This concentration will give it a certain visibility and acceptable logistical costs. GALP‘s management believes it can capture Total's clients in Spain, a market where the sale of non-fuel is much less developed than in Portugal. It also believes that an important part of its clientele for the filling stations which will be handed to Total, may retain some loyalty to the GALP brand, and continue to buy at its other stations. GALP would like opposing strategies to work after the swap, so that in Spain, clients will continue to buy at the same station, whereas in Portugal, they will change station and follow GALP.

Source: ecch
   GALVEX: A CASE OF DEBT AND DEFAULT
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Elenurm, T — Estonian Business School
Daisey, J — Estonian Business School

Distributor: ecch (www.ecch.com) Reference: 307-344-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2007
Geo location: Estonia Industry: Steel Size: 100 people, $270 million Timing: 2001-2006
Topics: International strategy; Corporate governance; International business law; Estonia; Hedge fund
Abstract: In 2001, a record level of foreign investment in Estonia resulted in the construction of Europe’s largest and most modern steel sheet galvanising plant. Spearheaded by the partnership of an investment banker and steel industry expert, the plant had the capacity to make a notable stake in the European market. However, a sudden supply shock in 2005, the second full year of the plant‘s operation, burdened the company with the position of not being able to service its debt. Demands for repayment from some of Europe's leading banks forced the organisation to seek out new creditors, and those it found had interest not in a going concern, but rather in the resale value after restructuring. Taking advantage of an organisational structure that distributed the legal liabilities and financial provisions across three nations, the company was able to enter bankruptcy protection and was spared some time to reorganise and potentially emerge as intended at the inception: to be Europe's largest, most modern galvanising operation. This case study covers an overview of the industry, and the organisation of the focal firm, Galvex Estonia. The study stops at the point when the firm filed for bankruptcy in the United States court systems 17 January 2006, and was awarded some time for reorganisation simply due to the length of the legal proceedings.

Source: ecch
   GALWAY BAY HEALTH FARM: SPA AND RELAXATION CENTRE
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Torres, A M — National University of Ireland, Galway
Distributor: ecch (www.ecch.com) Reference: 502-052-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2002
Geo location: Galway, Ireland Industry: Tourism, health and agritourism Size: Less than 30 employees Timing: 2002
Topics: Marketing communications; Strategy - business and marketing
Abstract: Margaret and Gerry McNulty of Oranmore, County Galway, are an example of the innovative opportunities that exist for agritourism development and for alternative farm enterprises. The McNulty’s have established a health farm and like many other owner/managers, find it a challenge to execute effective, affordable marketing campaigns to support the promotion of their enterprise. The case examines the applicability of marketing principles and practices within the SME domain. Although the development of an effective marketing information system and appropriate marketing mix management are critical for future sustainability, the case more strongly emphasises the development of business and marketing communications strategies. Hence, consideration is given to Galway Bay Health Farm‘s positioning within the market, the customers to target, and the communication messages and tools used to reach these customers. In addition, the case provides scope for consideration of current and future management planning and control issues. This case contains colour exhibits. ** ecch Irish Case Writing Competition Category Winner 2002**

Source: ecch
   Gambia Seafood Company
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Paul O’Sullivan and edited by Richard G. Linowes The 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:

Source: Pinnacle
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Source: Pinnacle
   Gambling and Death in Vietnam (A)
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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.

Source: Darden
   Gambling and Death in Vietnam (B)
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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.

Source: Darden
   Game Theory and Business Strategy
  Added   View  8 pp.  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.

Source: Harvard
   Game Theory: A Very Short Introduction
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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

Source: Darden
   GAMEGOODS: THE CASH IS REAL: INTERNATIONALIZATION OPPORTUNITIES IN THE VIRTUAL GOODS INDUSTRY
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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
   Games of Strategy: An Introduction
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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

Source: Harvard
   GAMESEDGE.COM (A)
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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

Source: Ivey
   GAMESEDGE.COM (B)
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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

Source: Ivey
   GAMETRONICS
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Source: Thunderbird
  Add   View  7 pp.  Teaching Note
Source: Thunderbird
   GAMMA-DYNACARE LABORATORIES: PLANNING FOR INCREASED PROFITS
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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

Source: Ivey
   GAMMETER INC
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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.

Source: ecch
   GANONG BROS. LIMITED
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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.

Source: Ivey
   GANT FUND: THE TECHNOLOGY STOCK INVESTMENT DECISION
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Foerster SR; Davis S; Kirkpatrick S; Sorhaug J
A portfolio manager, Joe Smith, must decide whether he should invest in the technology sector. Joe manages a mid-cap fund, the Gant fund, which has generally been under-performing relative to the TSE mid-cap index and compared with other mid-capfunds. With the technology sector outperforming all other industry sectors over the last four years and with an ever-increasing number of technology issues available on the TSE, he is considering making a shift in the sector weightings of the fundto include the technology sector with a view towards ultimately improving the returns, and possibly the marketability, of the fund.
Ivey Number: 9A98N009
Publication Date: 14/05/1998
Geographic Setting: Canada Industry Setting: Holdings and other Investment Companies
Company Size: Medium organization
Event Year Start: 1998
Subjects: Investment Analysis, Investment Funds, Valuation, Investments
Functional Area: Finance

Source: Ivey
   GAO WEIDONG: A MILESTONE IN AN ENTREPRENEUR’S LIFE
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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.

Source: ecch
   Gap Inc.
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Author(s): Wells, John R.; Raabe, Elizabeth A.
Publication Date: 07/01/2005
Product Type: Case (Library)
HBS Number: 9-706-402
Industry Setting: Apparel industry; Retail industry Number of Employees: 150,000 Gross Revenues: $16.27 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Brands; CEO; Corporate strategy; Industry analysis; Leadership; Strategy formulation; Strategy implementation; Supply chain
Academic Discipline: Competitive strategy
Product Description: For nearly 20 years (1983-2002), Gap Inc., the leading specialist clothing retailer in the United States, was synonymous with its CEO Millard S. Drexler, the “merchant prince.” However, after three years of declining like-for-like sales between 1999 and 2002, Drexler’s tenure was ended, and Paul S. Pressler, formerly of The Walt Disney Co., became CEO in October 2002. Pressler closed underperforming stores, reduced excess inventory, and conducted extensive market research to determine better customer preferences, resulting in a turnaround in 2003. At the end of 2003, the firm had a 9.5% market share in the $166.2 billion U.S. apparel market. The momentum slowed down somewhat at the end of 2004 and beginning of 2005. Comparable store sales were flat. Additionally, industry observers raised concerns about Pressler‘s lack of experience in the apparel sector, cannibalization among the company's brands, and fashion mistakes. However, Pressler forecast a strong 2005 and identified a number of initiatives, including better buying, easy-to-shop environments, supply chain improvements, and new outlet additions. The firm was also establishing a new brand, Forth & Towne. Would these moves help re-establish momentum?

Source: Harvard
   Gap, Inc.: Building a Brand
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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

Source: Harvard
   Garage.com (A)
  Add   View  24 pp.  Case
Author(s): Leonard, Dorothy; Kind, Liz
Publication Date: 10/20/2000 Revision Date: 11/05/2001
Product Type: Case (Field)
Product Description: Silicon Valley’s Garage.com matches venture capital and corporate angel investors with high-tech start-ups that are looking for early stage funding. As a web-based service, Garage.com fields inquiries from entrepreneurs and investors around the world, and is eager to expand its operations both in the United States and overseas. This case addresses the strategic issues for an Internet start-up company interested in pursuing international growth. Teaching Purpose: To assist students with the strategic issues associated with international growth in a start-up, and with accelerating the start-up process.
HBS Number: 9-601-064
Geographic Setting: Palo Alto, CAIndustry Setting: high technologyCompany Size: start-upNumber of Employees: 25Gross Revenues: $3.4 million revenues
Event Year Start: 1999Event Year End: 1999
Subjects: Brand management; California Research Center; Entrepreneurship; Expansion; Globalization; Innovation; International business; Internet; Silicon Valley; Venture capital
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Video, (9-601-801), 10 min, by Dorothy Leonard, Liz Kind; Supplement (Field), (9-602-093), 5p, by Dorothy Leonard, Liz Kind

Source: Harvard
   Garage.com (B): Garage Technology Ventures
  Add   View  5 pp.  Case
Author(s): Leonard, Dorothy; Kind, Liz
Publication Date: 10/19/2001
Product Type: Supplement (Field)
Product Description: Supplements the (A) case. Must be used with: (9-601-064) Garage.com (A).
HBS Number: 9-602-093
Subjects: Brand management; California Research Center; Entrepreneurship; Expansion; Globalization; Innovation; International business; Internet; Silicon Valley; Venture capital
Academic Discipline: Entrepreneurship

Source: Harvard
   GARANTI BANK IN THE NEW MILLENNIUM
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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
   Garanti Bank: Transformation in Turkey
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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

Source: Harvard
  Add     14 pp.  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

Source: Harvard
   Garanti Bank: Transformation in Turkey (Abridged)
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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.

Source: Harvard
   Garbage In, Great Stuff Out
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Author(s): Weinberger, David
Publication Date: 09/01/2001
Product Type: Harvard Business Review Article
Product Description: "Garbage in, garbage out" may be true for computers, but a co-author of The Cluetrain Manifesto explains why it’s exactly the wrong way to think about executive decision making.
HBS Number: F0108E
Subjects: Competitive decision making; Decision analysis; Decision making; Decision theory; Decision trees; Knowledge management; Managerial behavior; Managerial skills
Academic Discipline: Organizational behavior & leadership

Source: Harvard
   GARDEN CENTER, INC.—ONE YEAR LATER
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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.

Source: Darden
  Add   View  8 pp.  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.

Source: Darden
  Add   View  12 pp.  Teaching Note
Darden ID: UVA-C-2068TN

Source: Darden
   GARDEN PLACE
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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.

Source: Darden
  Add   View  2 pp.  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.

Source: Darden
  Add   View  10 pp.  Teaching Note
Darden ID: UVA-C-2150TN

Source: Darden
   Gardenburger Advertising Strategy (A)
  Added   View  21 pp.  Case
Author(s): Grier, Sonya; Chang, Victoria
Publication Date: 04/22/2003
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1997, Lyle Hubbard, CEO of Gardenburger, a producer and marketer of veggie burgers and meat alternative products, had called together his executive team to discuss Gardenburger’s advertising strategy, which until that point had consisted mainly of print ads in food service trade publications, trade shows, off-invoice promotions with distributors, in-store sampling, and radio advertising. When Hubbard arrived at Gardenburger, he had wanted to create a rapidly growing, highly profitable company by taking veggie burgers from a small health food niche to the consumer mainstream. He believed that key to achieving this strategy was establishing national distribution in the largest channel, the grocery channel (which Gardenburger had only penetrated 30% by the beginning of 1996); innovating with flavor variety (but generally focusing on the veggie patty vs. expanding into other meat alternatives); and creating broad consumer awareness and trial. Teaching Purpose: To teach students how to formulate advertising strategy for a high-growth company and to show some of the advertising challenges Gardenburger experiences. May be used with: (M305B) Gardenburger Advertising Strategy (B).
HBS Number: M305A
Subjects: Advertising; Advertising campaigns; Advertising management; Advertising media; Advertising strategy; Brand management; Business history; Consumer goods; Entrepreneurship; Food; Growth strategy; Marketing strategy
Academic Discipline: Marketing

Source: Harvard
   Gardenburger Advertising Strategy (B)
  Add   View  26 pp.  Case
Author(s): Grier, Sonya; Chang, Victoria
Publication Date: 04/22/2003
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1997, Lyle Hubbard, CEO of Gardenburger, a producer and marketer of veggie burgers and meat alternative products, had called together his executive team to discuss Gardenburger’s advertising strategy, which until that point had consisted mainly of print ads in food service trade publications, trade shows, off-invoice promotions with distributors, in-store sampling, and radio advertising. When Hubbard arrived at Gardenburger, he had wanted to create a rapidly growing, highly profitable company by taking veggie burgers from a small health food niche to the consumer mainstream. He believed that key to achieving this strategy was establishing national distribution in the largest channel, the grocery channel (which Gardenburger had only penetrated 30% by the beginning of 1996); innovating with flavor variety (but generally focusing on the veggie patty vs. expanding into other meat alternatives); and creating broad consumer awareness and trial. Teaching Purpose: To teach students how to formulate advertising strategy for a high-growth company and to show some of the advertising challenges Gardenburger experiences. May be used with: (M305A) Gardenburger Advertising Strategy (A).
HBS Number: M305B
Subjects: Advertising; Advertising campaigns; Advertising management; Advertising media; Advertising strategy; Brand management; Business history; Consumer goods; Entrepreneurship; Food; Growth strategy; Marketing strategy
Academic Discipline: Marketing

Source: Harvard
   Gardner Distributing Company
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Tom Hinthorne
Gardner Distributing Company purchases, sells, and distributes Iams premium pet food products (68 percent of sales), pet supplies (14 percent of sales), and lawn and garden supplies (18 percent of sales). The case sketches the background and management style of the owner, Butch Tonigan; the start-up and development of the business from 1980-1999; the transition to a professioanl management team; the financial restructuring of the business; and the development of a marketing strategy. The management team has developed a purpose, mission, and objectives; but the strategies of the firm are not clear. A change in Iam’s strategy and hiring of a key account manager seem to be creating new opportuinities for the firm in 1999. The challenge is to define the firm‘s strategies. This will require an understanding of the business and the two industries in which the firm operates. It will also require a synthesis of the manager's dialogue on the strategic options of the business. A surprising epilogue extends the analytical possibilities.
Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 2
Subjects: Strategic Management, Small Business/Entrepreneurship, Financial Management

Source: NACRA
  Add   View  35 pp.  Teaching Note
Source: NACRA
   GARLIC’S
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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

Source: Ivey
  Add   View  6 pp.  Teaching Note
Ivey ID: 8A94J26
For use with 9A94J026

Source: Ivey
   Garrett Truck Co. Ltd.
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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.

Source: Ivey
   GARTNER’S MAGIC QUADRANT AND HYPE CYCLE
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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.

Source: ecch
   Gary Loveman and Harrah’s Entertainment
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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
   Gary Rodkin at Pepsi-Cola North America (A)
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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

Source: Harvard
   Gary Rodkin at Pepsi-Cola North America (B)
  Add   View  11 pp.  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

Source: Harvard
   Gary Rodkin at Pepsi-Cola North America (B) (Abridged)
  Add   View  8 pp.  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

Source: Harvard
   GASER (A): FINANCIAL ANALYSIS AND PROJECTS FINANCING
  Add   View  10 pp.  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.

Source: ecch
   GASER (B): HOW TO VALUE MUTUALLY EXCLUSIVE INVESTMENTS
  Add   View  12 pp.  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.

Source: ecch
   GASER (C): THE ACQUISITION OF THE NEW BUILDING: LOAN OR LEASING?
  Add   View  6 pp.  Case
Previtero, A
Publisher: SDA Bocconi
Distributor: ecch (www.ecch.com) Reference: 105-046-1 Language: English
Category: Finance, Accounting and Control Data source: Generalised experience
Product Year: 2005
Geo location: Milan, Italy Industry: Aluminium oxidation Size: 2.6 million euros revenue Timing: 1999
Topics: Financing decision; Rent; Leasing or buy
Abstract: This is the third of a three-case series (105-044-1 to 105-046-1). In December 1999, Flavio Gasparini, Commercial and Technical Manager at Gaser, received the leasing proposal he had been expecting from BPB Leasing Corp. The estimate he had requested was necessary to assess how to finance the acquisition of a new building. The two alternatives hypothesised were financing through a mortgage or using a leasing formula. For this purpose Gaser had asked for consultancy from its two longstanding banks: BPM in Milan and BPB in Bergamo. The first had already put forward a proposal for a 7 year mortgage, whereas the second had proposed a leasing contract, the terms of which had just been sent. Flavio Gasparini, using his financial background, intended to assess the most convenient solution for the company.

Source: ecch
   GASLINK LTD (A)
  Add   View  15 pp.  Case
Mullins, J W; Amijee, A
Publisher: London Business School
Distributor: ecch (www.ecch.com) Reference: 805-032-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2005
Geo location: Riga, Latvia Industry: Gas services and distribution Size: 5 employees Timing: 2000
Topics: Entrepreneurship; Entrepreneurial finance; Venture capital; Ethics
Abstract: This is the first of a three-case series (805-032-1 to 805-034-1). It was nearly 9pm in Riga, the capital city of Latvia, on 13 April 2000. Robert Emery, Financial Director, and Maciek Capro, Managing Director of GasLink Ltd, had been huddled together, since the early morning, with their lawyers and with Valdis Berzins and Modris Tilens of Baltic Capital, and two lawyers representing Baltic. The eight men were in the final stages of negotiating a 2.7 million euros investment that would give GasLink the cash it needed to move forward towards building its proposed gas pipeline in the Baltic Sea. The cheque for 2.7 million euros lay serenely on the table. As he read the latest draft, something suddenly caught Emery?s attention. ?What is this?? said Emery to the venture capitalists seated across the table from him. ?This anti-dilution clause is not the same as the one in the previous versions?. Tilens face turned a deep shade of crimson. His body language said, ?We?ve been caught?.

Source: ecch
   GASLINK LTD (B)
  Add   View  4 pp.  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??

Source: ecch
   GASLINK LTD (C)
  Add   View  7 pp.  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?

Source: ecch
   GATEGOURMET: SUCCESS MEANS GETTING TO THE PLANE ON TIME
  Add   View  5 pp.  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).

Source: ecch
   Gates Foundation and Small High Schools
  Add   View  28 pp.  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

Source: Harvard
   Gateway Durango, Inc.
  Add   View  10 pp.  Case
Roy A. Cook, Jeremy J. Coleman Bob Morris founded Gateway Durango, Inc., a touring wholesaling and operating business, in 1986. After a failed venture, Bob decided to start small and focus on one specific market niche. His success in this niche enabled him to expand into other markets, but has also left him vulnerable. Although excited about the future, Bob wonders how he should position his business for future survival and success.
Source: The Society for Case Research, Business Case Journal, Fall 1994, Vol. 2, Issue 2. Copyright 1995.
Courses: Entrepreneurship; Small Business
Topics:

Source: SOCCR
  Add   View  12 pp.  Teaching Note
Source: SOCCR
   Gateway: Moving Beyond the Box
  Add   View  17 pp.  Case
Author(s): Frei, Frances X.; Moon, Youngme; Rodriguez
Publication Date: 07/06/2000 Revision Date: 05/09/2002
Product Type: Case (Field)
Product Description: Gateway is confronting the challenge of balancing the cost efficiencies of their direct channels with the increased ability to cross-sell in their physical channels. This challenge occurs while Gateway is trying to move “beyond the box” — move away from dependence on PC revenue streams to the PC solutions revenue stream, which includes Internet access, computer training, content, financing, and other related activities. While grappling both of these challenges, students will be exposed to channel conflict, lifetime value analysis, how to move from a product to a service, subscription pricing, and other service management issues. Teaching Purpose: To demonstrate channel conflict, pricing subscription, and service management issues.
HBS Number: 9-601-038
Geographic Setting: San Diego, CA Industry Setting: computers Number of Employees: 21,000 Gross Revenues: $8.6 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Computer services; Computer systems; Marketing strategy; Product life cycle; Services; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-130), 15p, by Frances X. Frei

Source: Harvard
  Add     15 pp.  Teaching Note
For use with 9-601-038
HBS Number: 5-602-130
Subjects: Computer services; Computer systems; Marketing strategy; Product life cycle; Services; Technology

Source: Harvard
   Gateways to Entry
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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

Source: Harvard
   GATORADE
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Kennedy JR; Bandiera P
The new business development officer for Quaker Oats Canada Limited, has been asked to develop a proposal for the possible introduction of Gatorade into Canada. He must develop a complete marketing and financial proposal. The case focuses ondecisions about channels, flavors, pack-types, pack-sizes, retail pricing, trade and company margins, forecast market outcomes and forecast cash flows. A follow-up case (9A98A010) is available.
Ivey Number: 9A87A001
Publication Date: 1/1/1987 Revision Date: 22/03/2000
Geographic Setting: Canada Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 1985
Subjects: Marketing Planning, Product Strategy, Pricing Strategy, Distribution
Functional Area: Marketing

Source: Ivey
   GATORADE B
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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

Source: Ivey
  Add   View  2 pp.  Teaching Note
Ivey ID: 8A98A10
For use with 9A98A010

Source: Ivey
   Gauging Results: What Measures Matter? (Guest Column)
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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

Source: Harvard
   Gavin Carter: What is an MBA Worth?
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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.

Source: Darden
   Gaz de France
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Author(s): Kester, W. Carl; Allen, William B.
Publication Date: 04/28/1988 Revision Date: 05/18/1992
Product Type: Case (Field)
Product Description: The treasurer of Gaz de France is an aggressive, proactive manager of his company’s liability structure, running one of the largest swap books of any non-financial corporation in the world. Currency futures, interbank forwards, and currency options are also frequently used to control the company‘s multi-currency liability structure. This case prompts students to explore the reasons and ramifications of such aggressive liability management, with particular attention being paid to the administrative challenges created by such a large swap position. An important decision has to be made regarding the management of the swap book in the face of the depreciating dollar, the decline of the franc against the German mark, and a possible realignment of the European Currency Unit. This is a comprehensive case involving swaps, debt policy, and foreign exchange exposure that is best taught after students have been introduced to these topics.
HBS Number: 9-288-030
Geographic Setting: France Industry Setting: natural gas
Company Size: large Gross Revenues: $8.5 billion revenues
Event Year Start: 1986 Event Year End: 1986
Subjects: Debt management; Foreign exchange; France; International finance; Natural gas
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-290-023), 15p, by W. Carl Kester

Source: Harvard
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For use with 9-288-030
HBS Number: 5-290-023
Subjects: Debt management; Foreign exchange; France; International finance; Natural gas

Source: Harvard
   Gazprom (A): Energy and Strategy in Russian History
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Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander
Publication Date: 08/26/2008 Revision Date: 07/07/2009
Product Type: Case (Field)
HBS Number: 709008
Geographic Setting: Russia; Ukraine Industry Setting: Natural gas Number of Employees: 430,000 Gross Revenues: $79.1 billion
Event Year Start: 1949 Event Year End: 2006
Subjects: Energy; Global business; World economy
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (709009), 36p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov; Supplement (Field), (709010), 12p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov
Product Description: Critics have accused Gazprom, the world’s largest natural gas producer, of eschewing market principles in favor of the foreign policy priorities of the Russian government, ever since the energy giant cut off the supply to Ukraine in January of 2006. The purported motive for the decision, however, seems to indicate the opposite: the company claimed that it had no other choice because the sides failed to conclude a contract on the terms of future trade. The case takes a look back in history for clues that may resolve this paradox. It highlights how politics shaped the economics of natural gas trade in the former Soviet Union and Europe since the late 1960s until the end of the 1990s; sketches the story of the creation of Gazprom by the first post-Soviet government of Russia; and describes how the erection of new sovereign borders in the wake of the dissolution of the Soviet Union, coupled with political and economic transition, created major problems in the gas trade between the former Soviet republics, emerging with the greatest intensity in the Russian-Ukrainian relations.

Source: Harvard
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Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander
Publication Date: 08/26/2008 Revision Date: 07/07/2009
Product Type: Case (Field)
HBS Number: 709008
Geographic Setting: Russia; Ukraine Industry Setting: Natural gas Number of Employees: 430,000 Gross Revenues: $79.1 billion
Event Year Start: 1949 Event Year End: 2006
Subjects: Energy; Global business; World economy
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (709009), 36p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov; Supplement (Field), (709010), 12p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov
Product Description: Critics have accused Gazprom, the world’s largest natural gas producer, of eschewing market principles in favor of the foreign policy priorities of the Russian government, ever since the energy giant cut off the supply to Ukraine in January of 2006. The purported motive for the decision, however, seems to indicate the opposite: the company claimed that it had no other choice because the sides failed to conclude a contract on the terms of future trade. The case takes a look back in history for clues that may resolve this paradox. It highlights how politics shaped the economics of natural gas trade in the former Soviet Union and Europe since the late 1960s until the end of the 1990s; sketches the story of the creation of Gazprom by the first post-Soviet government of Russia; and describes how the erection of new sovereign borders in the wake of the dissolution of the Soviet Union, coupled with political and economic transition, created major problems in the gas trade between the former Soviet republics, emerging with the greatest intensity in the Russian-Ukrainian relations.

Source: Harvard
  Add   View  18 pp.  Case
Author(s): Abdelal, Rawi; Tarontsi, Sogomon; Jorov, Alexander
Publication Date: 08/26/2008
Product Type: Case (Field)
HBS Number: 9-709-008
Geographic Setting: Russia; Ukraine Industry Setting: Natural gas Number of Employees: 430,000 Gross Revenues: $79.1 billion
Event Year Start: 1949 Event Year End: 2006
Subjects: Energy; Global business; World economy
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-709-009), 36p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov; Supplement (Field), (9-709-010), 12p, by Rawi Abdelal, Sogomon Tarontsi, Alexander Jorov
Product Description: Critics have accused Gazprom, the world’s largest natural gas producer, of eschewing market principles in favor of the foreign policy priorities of the Russian government, ever since the energy giant cut off the supply to Ukraine in January of 2006. The purported motive for the decision, however, seems to indicate the opposite: the company claimed that it had no other choice because the sides failed to conclude a contract on the terms of future trade. The case takes a look back in history for clues that may resolve this paradox. It highlights how politics shaped the economics of natural gas trade in the former Soviet Union and Europe since the late 1960s until the end of the 1990s; sketches the story of the creation of Gazprom by the first post-Soviet government of Russia; and describes how the erection of new sovereign borders in the wake of the dissolution of the Soviet Union, coupled with political and economic transition, created major problems in the gas trade between the former Soviet republics, emerging with the greatest intensity in the Russian-Ukrainian relations.

Source: Harvard
   Gazprom (B): Energy and Strategy in a New Era
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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.

Source: Harvard
  Add   View  36 pp.  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.

Source: Harvard
   Gazprom (C): The Ukrainian Crisis and Its Aftermath
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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.

Source: Harvard
  Add   View  12 pp.  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.

Source: Harvard
   Gazprom and Hermitage Capital: Shareholder Activism in Russia
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Author(s): McMillan, John; Twiss, James
Publication Date: 10/24/2002
Product Type: Case (Field)
Publisher: Stanford University
Product Description: Gazprom, the Russian natural-gas production and distribution firm which by some measures is the largest energy company in the world, has been very cheaply valued ever since its privatization. Reasons for this include the general uncertainty prevailing in Russian equity markets and the alleged corruption in the company, including serious asset-stripping by management. Hermitage Capital Management, a Russia-focused hedge fund run by William Browder, began investing in Gazprom in 1998, hoping that shrewd activism would increase its performance as well as its share price. This case looks at Gazprom’s halting efforts at reform and discusses issues Browder must consider in deciding how to proceed. Teaching Purpose: To illustrate the difficulties facing investors in emerging markets, particularly in Russia; to discuss shareholder activism, both in general and in emerging markets; and to teach the political environment of investment in emerging markets.
HBS Number: IB36
Geographic Setting: RussiaIndustry Setting: energy
Event Year Start: 1990Event Year End: 2002
Subjects: Corporate governance; Emerging markets; Energy; Financial reporting; Foreign investment; Russia; Shareholder relations
Academic Discipline: Business & government

Source: Harvard
   GE CAPITAL CANADA: COMMERCIAL EQUIPMENT FINANCING DIVISION
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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.

Source: Ivey
  Add   View  9 pp.  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.

Source: Ivey
  Add   View  15 pp.  Teaching Note
Ivey Number: 8A99N05
For use with 9A99N005.

Source: Ivey
   GE ENERGY MANAGEMENT INITIATIVE (A)
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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

Source: Ivey
   GE ENERGY MANAGEMENT INITIATIVE (B)
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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.)

Source: Ivey
  Add   View  3 pp.  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.)

Source: Ivey
   GE FANUC NORTH AMERICA (A)
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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.

Source: Darden
  Add   View  18 pp.  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.

Source: Darden
  Add   View  9 pp.  Teaching Note
Darden ID: UVA-OB-0437TN

Source: Darden
  Add   View  9 pp.  Teaching Note
Darden ID: UVA-OB-0437TN

Source: Darden
   GE FANUC NORTH AMERICA (B)
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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.

Source: Darden
  Add   View  12 pp.  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.

Source: Darden
  Add   View  9 pp.  Teaching Note
Darden ID: UVA-OB-0438TN

Source: Darden
  Add   View  9 pp.  Teaching Note
Darden ID: UVA-OB-0438TN

Source: Darden
   GE FANUC NORTH AMERICA (C)
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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.

Source: Darden
  Add   View  15 pp.  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.

Source: Darden
  Add   View  9 pp.  Teaching Note
Darden ID: UVA-OB-0438TN

Source: Darden
  Add   View  9 pp.  Teaching Note
Darden ID: UVA-OB-0438TN

Source: Darden
   GE Healthcare in India: An Ultra(Sound) Strategy?
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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
  Add   View  16 pp.  Case
Author(s): Harris, Jared; Mead, Jenny; Jain, Mayank
Darden ID: UVA-E-0337
Published: 10/14/2008
Copyright Year: 2008
Subject Area: Ethics
Keywords: India; Business ethics; Ethical issues; Healthcare technology; Corporate social responsibility; Stakeholder management; Cultural differences.
Abstract: This case outlines the dilemma of V. Raja, president and CEO of GE Healthcare India, when the company’s ultrasound machines were implicated in many cases of prenatal sex determination. Even in the 21st century, Indian society favored males and many in India saw females as a burden on their families. Studies had shown that fewer and fewer girls were being born, with potentially catastrophic results for future Indian society. The reason: Many women were relying on ultrasound machines to determine the gender of their fetus and, if it were a girl, having abortions. Raja knew that GE Healthcare and ultrasound machines were providing much better medical care for Indians, particularly those in rural communities, and that the company was following all the rules and regulations to prevent this type of abuse. But he also understood the social issues that were involved. Ultrasound machine sales had enormous potential to help maintain GE‘s market-leading position in India. But should the company step back from its aggressive sales strategy? How could Raja and the company alleviate the growing discontent among critics and the media against the practice of prenatal sex determination testing using GE's ultrasound machines? What additional efforts did GE need to make to prove its intentions of promoting prenatal care? What other efforts should the company make to stop the illicit prenatal gender determination and resulting abortions? How could he protect the as yet untarnished image of GE as a responsible corporation going forward?

Source: Darden
   GE’s Digital Revolution: Redefining the E in GE
  Add   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Glinska, Meg
Publication Date: 04/10/2002 Revision Date: 05/03/2005
Product Type: Case (Field)
HBS Number: 9-302-001
Geographic Setting: Global Industry Setting: diversified industrial Number of Employees: 300,000 Gross Revenues: $130 billion revenues
Event Year Start: 1999 Event Year End: 2001
Subjects: Business policy; Corporate strategy; Electronic commerce; Leadership; Management controls; Management of change; Organizational learning; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-303-801), 9 min, by Christopher A. Bartlett; Teaching Note, (5-304-022), 12p, by Christopher A. Bartlett
Product Description: Designed to illustrate the structure, culture, and management processes behind the transformational change of GE, this case details the implementation of the e-business initiative — the last of Jack Welch’s four company-wide strategic thrusts. First, summarizes the 20-year transformational change process that Welch led, detailing the strategic, organizational, cultural, and management initiatives he put in place. Then traces how Gerry Podesta, the e-business head in GE Plastics, implements the new initiative. In doing so, highlights how the “social architecture” (culture and values) and “operating systems” (systems and processes) help the company drive through changes that have it named Internet Week‘s top e-business of 2000. Ends with questions about the effectiveness of successive pushes on “e-sell,” “e-buy,” and “e-make” and whether the e-business teams should be broken up and rolled back into the company. Teaching Purpose: 1) To examine the process of transformational change, and particularly the role of structure, systems, processes, and culture required to support it; 2) to i

Source: Harvard
   GE’s Talent Machine: The Making of a CEO
  Add     12 pp.  Teaching Note
For use with 9-304-049
HBS Number: 5-304-110
Subjects: Business policy; Competitive advantage; Core competency; Corporate strategy; Diversified companies; Human resources management; Leadership; Management development; Organizational behavior; Strategy implementation

Source: Harvard
   GE’s Two-Decade Transformation: Jack Welch’s Leadership
  Added   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Wozny, Meg
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO.
HBS Number: 9-399-150
Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett

Source: Harvard
   GE’s Digital Revolution: Redefining the E in GE
  Add     12 pp.  Teaching Note
For use with 9-302-001
HBS Number: 5-304-022
Subjects: Business policy; Corporate strategy; Electronic commerce; Leadership; Management controls; Management of change; Organizational learning; Strategy implementation

Source: Harvard
   GE’s Early Dispute Resolution Initiative (A)
  Add   View  9 pp.  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

Source: Harvard
   GE’s Early Dispute Resolution Initiative (B)
  Add   View  8 pp.  Case
Author(s): Wheeler, Michael A.; Morris, Gillian
Publication Date: 06/19/2001
Product Type: Case (Field)
Product Description: Early Dispute Resolution (EDR) has proved successful at GE. Yet, when Michael McIlwrath, new counsel at an Italian subsidiary, attempted to translate it to his company, problems arose. Not only did he have to gain internal acceptance, but also explain the concept of early mediation to a European culture not accustomed to the practice. With four studies of litigation cases facing McIlwrath, this case examines the successes and challenges of translating an American dispute resolution program to an overseas context. Teaching Purpose: Highlights the increased complexity that organizations—and their lawyers--face in an age of globalization. The four studies detailed provide concrete examples of how one can apply the principles of EDR, allowing students the opportunity to evaluate the program and its efficacy. May be used with: (9-801-395) GE’s Early Dispute Resolution Initiative (A).
HBS Number: 9-801-453
Geographic Setting: Florence, ItalyIndustry Setting: manufacturingNumber of Employees: 4,000Gross Revenues: $2 billion revenues
Event Year Start: 1999Event Year End: 2001
Subjects: Alternative dispute resolution; Corporate law; Corporate reorganization; Italy; Legal services; Negotiations; Organizational change; Professional services; Systems design
Academic Discipline: Entrepreneurship

Source: Harvard
   GE’s Growth Strategy: The Immelt Initiative
  Add   View  21 pp.  Case
Author(s): Bartlett, Christopher A.
Publication Date: 02/13/2006 Revision Date: 11/03/2006
Product Type: Case (Library)
HBS Number: 9-306-087
Geographic Setting: Global; United States Industry Setting: Energy resources; Engine industry Gross Revenues: $150 billion revenues
Event Year Start: 2001 Event Year End: 2006
Subjects: Business policy; Conglomerates; Growth strategy; International management; Leadership; Strategy implementation; Vision
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-906-419), 12p, by Christopher A. Bartlett
Product Description: Follows the actions of GE CEO, Jeff Immelt, as he implements a growth strategy for the $150 billion company in a tough business environment. In four years, he reinvigorates GE’s technology, expands its services, develops a commercial focus, pushes developing countries, and backs “unstoppable trends” to realign GE‘s business portfolio around growth platforms. At the same time, he reorganizes the company, promotes “growth leaders” into top roles, and reorients the culture around innovation and risk taking. Finally, in 2006, he sees signs of growth, but wonders whether it is sustainable.

Source: Harvard
   GE’s Imagination Breakthroughs: The Evo Project
  Add   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 06/30/2008
Product Type: Case (Field)
HBS Number: 907048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Supplementary Materials: Teaching Note, (908413), 15p, by Christopher A. Bartlett
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (306087) GE‘s Growth Strategy: The Immelt Initiative.

Source: Harvard
  Add   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 06/30/2008
Product Type: Case (Field)
HBS Number: 907048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Supplementary Materials: Teaching Note, (908413), 15p, by Christopher A. Bartlett
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (306087) GE‘s Growth Strategy: The Immelt Initiative.

Source: Harvard
  Add   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 06/30/2008
Product Type: Case (Field)
HBS Number: 907048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Supplementary Materials: Teaching Note, (908413), 15p, by Christopher A. Bartlett
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (306087) GE‘s Growth Strategy: The Immelt Initiative.

Source: Harvard
  Add   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 01/23/2008
Product Type: Case (Field)
HBS Number: 9-907-048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (9-306-087) GE‘s Growth Strategy: The Immelt Initiative.

Source: Harvard
  Add   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 01/23/2008
Product Type: Case (Field)
HBS Number: 9-907-048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (9-306-087) GE‘s Growth Strategy: The Immelt Initiative.

Source: Harvard
  Add   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 01/23/2008
Product Type: Case (Field)
HBS Number: 9-907-048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (9-306-087) GE‘s Growth Strategy: The Immelt Initiative.

Source: Harvard
  Add   View  24 pp.  Case
Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole
Publication Date: 06/19/2007 Revision Date: 01/23/2008
Product Type: Case (Field)
HBS Number: 9-907-048
Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues
Event Year Start: 1997 Event Year End: 2007
Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes
Academic Discipline: General management
Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (9-306-087) GE‘s Growth Strategy: The Immelt Initiative.

Source: Harvard
   GE’s Jeff Immelt: The Voyage from MBA to CEO
  Add   View  18 pp.  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.

Source: Harvard
   GE’s Talent Machine: Immelt‘s Next Steps
  Add   View  2 pp.  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.

Source: Harvard
   GE’s Talent Machine: The Making of a CEO
  Add   View  28 pp.  Case
Author(s): Bartlett, Christopher A.; McLean, Andrew N.
Publication Date: 10/28/2003 Revision Date: 11/03/2006
Product Type: Case (Field)
HBS Number: 9-304-049
Geographic Setting: Global Company Size: Fortune 500 Number of Employees: 300,000 Gross Revenues: $132 billion revenues
Event Year Start: 1960 Event Year End: 2003
Subjects: Business policy; Competitive advantage; Core competency; Corporate strategy; Diversified companies; Human resources management; Leadership; Management development; Organizational behavior; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, DVD, (9-304-813), 16 min, by Christopher A. Bartlett; Supplement (Field), (9-306-041), 2p, by Christopher A. Bartlett; Case Video, Streaming, (9-178-5), 16 min, by Christopher A. Bartlett; Teaching Note, (5-304-110), 12p, by Christopher A. Bartlett
Product Description: GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE’s rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company‘s ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether he should adjust or even overhaul three elements of GE's finely tuned talent machine. May be used with: (9-302-001) GE's Digital Revolution: Redefining the E in GE; (9-399-150) GE's Two-Decade Transformation: Jack Welch's Leadership;

Source: Harvard
   GE’s Two-Decade Transformation: Jack Welch‘s Leadership
  Add   View  24 pp.  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.

Source: Harvard
  Add     16 pp.  Teaching Note
For use with 9-399-150
HBS Number: 5-300-019
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation

Source: Harvard
   GE: We Bring Good Things to Life (A)
  Add   View  23 pp.  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

Source: Harvard
  Add     19 pp.  Teaching Note
For use with 9-899-162
HBS Number: 5-899-222
Subjects: Corporate culture; Decentralization; Leadership; Management of change; Total quality

Source: Harvard
   GE: We Bring Good Things to Life (B)
  Add   View  4 pp.  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

Source: Harvard
  Add     19 pp.  Teaching Note
For use with 9-899-163
HBS Number: 5-899-222
Subjects: Corporate culture; Decentralization; Leadership; Management of change; Total quality

Source: Harvard
   Geddes Dental Group
  Add   View  35 pp.  Case
Delwyn N. Clark
Geddes Dental Group (GDG) was an entrepreneurial, multibranch dental company offering a portfolio of public and private dental services. In August 1999, the managing director, Keith Pine, was reviewing the future direction of his business. With high-technology equipment and support systems in place, a well-known brand and reputation for innovation, the company was well positioned for further growth. However, the next stage of new business development required additional funding. As an entrepreneur, Pine had stretched all of his personal resurces to grow the business. Now, he was eager to keep moving GDG ahead, but how could he fund future projects? Was it time to find a partner? Who would invest in his business? Should he share his leadership power and responsibilities? These were really diificult questions for Pine that would impact the future portfolio, leadership, and performance of his business, and also his own position and lifestyle.
Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 4
Subjects: Strategic Management, Entrepreneurship, Strategic Alliance, Services Management

Source: NACRA
  Add   View  17 pp.  Teaching Note
Source: NACRA
   Geffen Records
  Add   View  31 pp.  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

Source: Harvard
  Add     17 pp.  Teaching Note
For use with 9-898-234
HBS Number: 5-396-403
Subjects: Entertainment industry; Information technology; Marketing strategy; Service management

Source: Harvard
   GEMINI FASHION ACCESSORIES
  Add   View  8 pp.  Case
Miller, P — University of Newcastle Business School
Al-Ali, S — University of Newcastle Business School

Distributor: ecch (www.ecch.com) Reference: 392-047-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1992
Geo location: UK Industry: Fashion accessories Size: 3 million GBP sterling Timing: 1990
Topics: Strategy development; Small business; Management structure; Marketing strategy; Product line policy; Brand development; Equity financing
Abstract: Having reached a crossroads in terms of development and with a range of ’blue chip‘ customers, Terry Bevan, the managing director and majority shareholder of Gemini Fashion Accessories, realises that he needs to make key strategic decisions regarding growth and expansion. Having been given an insight into the background, nature and prior development of the business, the student is faced with the problem of how Terry can broaden his product line and customer base without losing the general thrust of the business. Also, using the financial data, the student should consider why Terry's current equity backers are reluctant to provide further funds when the order book is so strong. He/she should put forward a convincing argument to persuade the backers. This case involves the student in a strategic management scenario and tests his/her understanding of how financial accounts impact upon strategic and marketing decisions. In general, this case also asks the students to consider how a successful small business can move to the next stage of its development.

Source: ecch
   GEMINI STEEL TUBES LIMITED
  Add   View  18 pp.  Case
Rafferty, J — The University of Buckingham
Distributor: ecch (www.ecch.com) Reference: 396-132-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1996
Geo location: India Industry: Steel Size: SME (small to medium enterprise) Timing: 1995
Topics: Company turnaround; Change agent; Transformation context; Product, market development; Finance-debt constraints; Environmental constraints; De-regulation of industry; Long-term strategy
Abstract: Gemini Steel Tubes is a medium-sized company based in the Hoskote area of Bangalore, Southern India. The company operates in an industry dominated by a few large producers and an economic environment undergoing considerable change as a result of Government de-regulation. Having experienced significant problems since its establishment in 1982, the company was acquired by two entrepreneurs in 1991. The case deals with the strategies pursued from 1991 to 1995 by Mr. Gupta, the Chief Executive, and one of the new owners, and his attempts to transform the company in the face of a number of diverse problems. The case presents factual information which is interwoven with quotations from senior managers and employees of the company. The case deals with a number of issues including turnaround, leadership, buyer/supplier relations, product-market diversification, finance and growth, and has been used on both final year undergraduate business degree courses as well as masters programmes.

Source: ecch
   GEMPLUS
  Add   View  31 pp.  Case
Korine, H D
Publisher: London Business School
Distributor: ecch (www.ecch.com) Reference: 300-149-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2000
Geo location: France, US Industry: Smart cards Size: US$1 billion revenue, 4,000 employees Timing: 1995-1999
Topics: Globalisation; Strategic change; Alliances; Management of growth; Start-up
Abstract: This case describes the founding, global expansion, and recent strategic re-direction of Gemplus, the world leader in Smartcards. Gemplus is perhaps THE French success story in high tech entrepreneurship over the last ten years, and the case provides a very exciting springboard for discussing a number of issues critical in strategic management: namely globalisation, growth management, strategic anticipation and change and alliances. The choices presented in the case study on all the above issues are difficult and provide food for debate as well as good bases for several short lectures. The case is current in terms of technology, but also timeless in terms of management questions raised. Gemplus has been used in courses on global strategy, strategy in the new economy, and alliance management, at masters and executive levels, both in Europe and in the United States.

Source: ecch
   Gen Y in the Workforce
  Add   View  5 pp.  HBR Case Study
Author(s): Erickson, Tamara J.
Publication Date: 02/01/2009
Product Type: Harvard Business Review Article
HBS Number: R0902X
Subjects: Generation Y; Relationship management
Academic Discipline: Human resources management
Product Description: Josh Lewis, a young staffer at Rising Entertainment, is frustrated because his boss, marketing chief Sarah Bennett, won’t listen to his ideas about using new media to promote films. She‘s trapped in the 1990s, he thinks, when people actually watched network TV! Rushing through his assignment for a team presentation, he works up a plan and pitches it to the CEO in the hallway. The CEO loves it, but Sarah is upset with Josh for going over her head — and submitting subpar work on the presentation. How can these members of two different generations work together effectively? Three experts comment on this fictional case study in R0902B and R0902Z. Clashes between impatient Generation Y and pay-your-dues Generation X are inevitable but certainly manageable, says Ron Alsop, author of The Trophy Kids Grow Up. For starters, Sarah should reprimand Josh for bypassing her; he should respect her authority and work with her, not around her. But Sarah must address Josh's frustrations. Like many Gen Yers, he wants to know that his work is meaningful, and he needs constructive feedback on suggestions. Enterprise Rent-A-Car president Pamela Nicholson says that given the CEO's enthusiasm, Sarah should commend Josh's initiative but remind him to keep her in the loop. Sarah and Josh also might be able to forge a more productive relationship if Rising Entertainment set up training and feedback programs to help integrate Gen Yers into the workforce, as Enterprise has. Jim Miller, an executive VP at General Tool & Supply, thinks Josh put his team in jeopardy by doing his assigned tasks poorly. Sarah needs to coach him on being a team player and set clear expectations about perform

Source: Harvard
  Add   View  8 pp.  HBR Case Study and Commentary
Author(s): Erickson, Tamara J.; Alsop, Ron; Nicholson, Pamela; Miller, Jim
Publication Date: 02/01/2009
Product Type: Harvard Business Review Article
HBS Number: R0902B
Subjects: Generation Y; Relationship management
Academic Discipline: Human resources management
Product Description: Josh Lewis, a young staffer at Rising Entertainment, is frustrated because his boss, marketing chief Sarah Bennett, won’t listen to his ideas about using new media to promote films. She‘s trapped in the 1990s, he thinks, when people actually watched network TV! Rushing through his assignment for a team presentation, he works up a plan and pitches it to the CEO in the hallway. The CEO loves it, but Sarah is upset with Josh for going over her head — and submitting subpar work on the presentation. How can these members of two different generations work together effectively? Three experts comment on this fictional case study in R0902B and R0902Z. Clashes between impatient Generation Y and pay-your-dues Generation X are inevitable but certainly manageable, says Ron Alsop, author of The Trophy Kids Grow Up. For starters, Sarah should reprimand Josh for bypassing her; he should respect her authority and work with her, not around her. But Sarah must address Josh's frustrations. Like many Gen Yers, he wants to know that his work is meaningful, and he needs constructive feedback on suggestions. Enterprise Rent-A-Car president Pamela Nicholson says that given the CEO's enthusiasm, Sarah should commend Josh's initiative but remind him to keep her in the loop. Sarah and Josh also might be able to forge a more productive relationship if Rising Entertainment set up training and feedback programs to help integrate Gen Yers into the workforce, as Enterprise has. Jim Miller, an executive VP at General Tool & Supply, thinks Josh put his team in jeopardy by doing his assigned tasks poorly. Sarah needs to coach him on being a team pla

Source: Harvard
   Gender Differences in Managerial Behavior: The Ongoing Debate
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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

Source: Harvard
   Gender Issues in the Workplace
  Add   View  11 pp.  Case
Author(s): Manthy, Lynn; Mead, Jenny
Darden ID: UVA-E-0284
Published: 2/7/2006
Copyright Year: 2006
Subject Area: Ethics
Keywords: ethics, business ethics, diversity, gender, workplace issues
Abstract: Gender in the workplace. Is it still an issue? While it is increasingly easier in the early 21st century for women to work, manage, and take positions of high responsibility in American business, some issues and difficulties still remain. This series of vignettes touches on some difficult situations — for both women and men — involving sexual and romantic relationships in the workplace, decisions on whether to start a family, dress codes, family obligations, and sexual harrassment.

Source: Darden
   Gene Cattie Enterprises
  Add   View  3 pp.  Case
Author(s): Weiss, Elliott N.
Darden ID: UVA-OM-1359
Published: 9/20/2008
Copyright Year: 2008
Subject Area: Operations Management
Keywords: operations management; Best practices; Continuous improvement; Operations analysis; Operations planning; Operations strategy; Manufacturing; Process analysis
Abstract: This case concerns Gene Cattie Enterprises (GCE), a manufacturer of a variety of fabricated metal house accessories, including mailboxes and window boxes. Founded in 2001 by Gene Cattie, a former HR professional for a large diversified financial-services company, GCE manufactures window boxes in five basic colors in a small plant in central Virginia. Historically, GCE has competed by providing a low-cost, high-quality product, sold mostly to specialty stores and catalog retailers. Competitive pressures have recently made delivery lead time an issue. Cattie believes that if he can significantly reduce the manufacturing lead time, he will be able to respond to market fluctuations as well as provide a line of custom-made window boxes. He wonders whether he can improve the effectiveness of his window-box production operation. As a former HR professional, he is unsure what his choices are. He is even unsure of the measures he should use to evaluate his decisions. He is, however, sure of one thing: his goal is to make money. His gut tells him that he is not making as much as he could.

Source: Darden
   Gene Research, the Mapping of Life and the Global Economy
  Add   View  58 pp.  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

Source: Harvard
   Genentech — Capacity Planning
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Author(s): Snow, Daniel C.; Wheelwright, Steven C.; Wagonfeld, Alison Berkley
Publication Date: 11/22/2005 Revision Date: 03/07/2006
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 606052
Geographic Setting: United States Number of Employees: 7,000 Gross Revenue: $3.5 billion revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Capital budgeting; Operations; Product development; Facilities; Capacity planning
Academic Discipline: Operations management
Supplementary Materials: Case Teaching Note, (606111), 32p, by Daniel C. Snow,Steven C. Wheelwright; Spreadsheet Supplement, (606713), 0p, by Daniel C. Snow,Steven C. Wheelwright; Spreadsheet Supplement, (606714), 0p, by Daniel C. Snow,Daniel C. Snow,Steven C. Wheelwright,Steven C. Wheelwright
Product Description: While facilitating a complex clinical approval process over the next two to three years for a family of new cancer drugs, Genentech must develop a long-term capacity plan for a major class of new cancer products. Adding to the complexity and uncertainty is the fact that the lead time for planning, building, and certifying a new $600 million plus production-scale facility is five years. In addition, ensuring that the best process technology is incorporated into such a new plant makes the task facing David Ebersman, the senior vice-president of products operations, and his management team a daunting one. Frames the issues Ebersman and his team face and outlines the approach to date. Genentech — Capacity Planning, Spreadsheet Answer Key (606-714) supports the spreadsheet supplement to this case.

Source: Harvard
   General Brands Corp. (A)
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Author(s): Hawkins, David F.
Publication Date: 11/15/1999 Revision Date: 04/16/2001
Product Type: Case (Gen Exp)
Product Description: Merging U.K. and U.S. companies must decide on domicile—United States or United Kingdom? Teaching Purpose: Illustrates differences between unifying of interests (pooling of interests) and purchase accounting.
HBS Number: 9-100-009
Geographic Setting: United StatesIndustry Setting: drugs
Event Year Start: 1999Event Year End: 1999
Subjects: Accounting; Mergers; United Kingdom
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Gen Exp), (9-100-045), 2p, by David F. Hawkins; Supplement (Gen Exp), (9-101-060), 2p, by David F. Hawkins; Teaching Note, (5-101-071), 13p, by David F. Hawkins

Source: Harvard
  Add     13 pp.  Teaching Note
For use with 9-100-009
HBS Number: 5-101-071
Subjects: Accounting; Mergers; United Kingdom

Source: Harvard
   General Brands Corp. (B)
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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

Source: Harvard
  Add     13 pp.  Teaching Note
For use with 9-100-045
HBS Number: 5-101-071
Subjects: Accounting; Mergers; United Kingdom

Source: Harvard
   GENERAL BUDGETING IN A MAJOR TRANSPORTATION COMPANY: TRANSSEL COMPANY
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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.

Source: ecch
   General Cable Corporation Oil-Gas-Petroleum Business
  Add   View  19 pp.  Case
Author(s): Ken Kono
Source: Business Case Journal — 2006
Subjects: Marketing; New product development; Business strategy; Framework for business development
Description: Roddy Macdonald, Senior Vice President, Sales and Business Development of General Cable Corporation (GCC), Highland Heights, KY, needed to draw up recommendations on the future of his cable business in the oil-gas-petroleum (OGP) market. His team had scored a measured success in one of three segments of the OGP target market, namely, the drilling platform segment. The team had, however, encountered difficulty in penetrating the remaining two segments (i.e., operational platforms and onshore facilities) due in part to the leading competitor’s dominant presence. The team talked to a few engineering companies and contractors who influenced procurement decisions along with a few end-user customers about what they looked for in ideal cable products for these two segments. Their feedback made the team realize that the company‘s products were at par with, but not superior to the leading company's products.

Source: SOCCR
  Add   View  12 pp.  Teaching Note
Source: SOCCR
   General De La Rey and the Blue Bulls
  Add   View  10 pp.  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
  Add   View  10 pp.  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
   General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (A)
  Add     10 pp.  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

Source: Harvard
   General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (B)
  Add     10 pp.  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

Source: Harvard
   General Dynamics and Computer Sciences: Outsourcing IS (A) and (B) (Abridged)
  Add   View  26 pp.  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

Source: Harvard
  Add     10 pp.  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

Source: Harvard
   General Dynamics in the Navajo Nation
  Add   View  11 pp.  Case
Fairlee E. Winfield This 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:

Source: NACRA
  Add   View  12 pp.  Teaching Note
Source: NACRA
   General Dynamics: Compensation and Strategy (A)
  Add   View  19 pp.  Case
Author(s): Murphy, Kevin J.; Dial, Jay
Publication Date: 10/25/1993 Revision Date: 12/03/1997
Product Type: Case (Library)
Product Description: William Anders became CEO of defense giant General Dynamics in 1991 as the Cold War was ending and as the industry became saddled with excess capacity. Observing that the company was underserving shareholders and required a massive change in its culture, Anders brought in a new management team and introduced a new compensation system that better aligned the interests of managers and shareholders. Particularly controversial was the Gain/Sharing system, which paid large cash bonuses for each $10 increase in the stock price. The plan was widely criticized for rewarding top executives for manipulating stock prices through public announcements of layoffs and divestitures. Still, by the end of 1991, the stock price had climbed 113%, representing a $1.2 billion increase in shareholder wealth during the year. Teching Purpose: This case can serve several purposes. First, it provides an introduction to executive compensation. Second, it highlights the importance of linking incentives and corporate strategy in the context of a declining industry. Finally, the case can motivate discussions of downsizing and unemployment and the merits of rewarding top executives for cutting excess capacity.
HBS Number: 9-494-048
Geographic Setting: United States Industry Setting: defense Company Size: Fortune 500 Number of Employees: 90,000 Gross Revenues: $11 billion revenues
Event Year Start: 1991 Event Year End: 1993
Subjects: Corporate strategy; Executive compensation; Incentives; Shipbuilding
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Library), (9-494-049), 6p, by Kevin J. Murphy, Jay Dial

Source: Harvard
   General Dynamics: Compensation and Strategy (B)
  Add   View  6 pp.  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

Source: Harvard
   General Dynamics: Takes on a New Look in the Changing Defense Industry
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Timothy S. Schoenecker, Kathryn Martell General 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:

Source: SOCCR
  Add   View  6 pp.  Teaching Note
Source: SOCCR
   General Eisenhower and the D-Day Invasion
  Add   View  10 pp.  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

Source: Harvard
   General Electric — 1984
  Add     29 pp.  Case
Francis J. Aguilar, Richard G. Hamermesh, Caroline Brainard This 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:

Source: Pinnacle
  Add     10 pp.  Teaching Note
Source: Pinnacle
   General Electric — 2000: Quality of Earnings Assessment
  Add   View  29 pp.  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

Source: Harvard
  Add     6 pp.  Teaching Note
For use with 9-101-091
HBS Number: 5-101-095
Subjects: Accounting standards; Electric industries; Financial services; GAAP

Source: Harvard
   General Electric Appliances, 2002
  Add   View  26 pp.  Case
Author(s): Rangan, U. Srinivasa; Roche, Jonathan
Publication Date: 10/30/2003
Product Type: Case (Field)
Publisher: Babson College
Product Description: Focuses on the key issue of how General Electric Appliances has dealt with the structural evolution of the industry between 1986 and 2001. In contrast to its competitors, it pursued a more financially driven, and less globally oriented, strategy and was perhaps more successful than its two rivals. The open question is how GE Appliances would fare in the future and what its senior managers should do. May be used with: (BAB047) Maytag Corp. — 2002; (BAB048) Whirlpool Corp., 2002; (BAB049) U.S. Major Home Appliances Industry in 2002.
HBS Number: BAB046
Industry Setting: appliances
Event Year Start: 1986 Event Year End: 2002
Subjects: Appliances; Competition; Future; Globalization; Growth strategy; Industry analysis; Industry structure; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (BAB546), 21p, by U. Srinivasa Rangan

Source: Harvard
  Add     21 pp.  Teaching Note
For use with BAB046
HBS Number: BAB546
Subjects: Appliances; Competition; Future; Globalization; Growth strategy; Industry analysis; Industry structure; Strategy formulation; Strategy implementation

Source: Harvard
   General Electric Co.—1984
  Add   View  28 pp.  Case
Aguilar, Francis J.; Hamermesh, Richard G.; Brainard, Caroline E.
Describes the first four years of Jack Welch’s tenure as CEO of the General Electric Co. May be used in conjunction with General Electric: Strategic Position—1981, which describes Reg Jones‘ tenure as CEO. This case deals with the ways Welch has tried to change GE's strategy and planning activities and his attempts to make the company more entrepreneurial.
HBS Number: 9-385-315 Type: Case (Field)
Publication Date: 5/2/85 Revision Date: 3/24/93
Geographic Setting: United States Industry Setting: diversified electronics
Company Size: Fortune 500 Gross Revenues: $2.5 billion profits
Event Year Start: 1984 Event Year End: 1984
Subjects: Business policy; Corporate strategy; Entrepreneurial management; Human resources management; Management of change; Strategy implementation
Supplementary Materials: Teaching Note, (5-388-006), 7p, by Francis J. Aguilar; Case Video, (9-886-529), 17 min, by Richard G. Hamermesh, Francis J. Aguilar; Case Video, (9-888-525), 17 min, by James L. Heskett

Source: Harvard
   General Electric Co.—1984
  Add     7 pp.  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

Source: Harvard
   General Electric Co.: Preparing for the 1990s
  Add   View  20 pp.  Case
Aguilar, Francis J.; Malnight, Thomas W.
Describes Jack Welch’s tenure as CEO from 1981 to 1989 through excerpts of speeches and presentations. Sections include summary of GE‘s strategy, Welch's quantum leap approach to change, the restructuring of GE, how GE operates (the "GE Growth Engine"), and managing GE in the 1990s through speed, simplicity, and self-confidence.
HBS Number: 9-390-091 Type: Case (Field)
Publication Date: 12/20/89 Revision Date: 10/14/90
Geographic Setting: United States, multinational Industry Setting: div. electronics/financial serv.
Company Size: Fortune 500 Gross Revenues: $50 billion sales
Event Year Start: 1981 Event Year End: 1989
Subjects: Business policy; Corporate strategy; Entrepreneurial management; Management of change; Management philosophy; Strategy implementation
Supplementary Materials: Teaching Note, (5-392-057), 5p, by Francis J. Aguilar

Source: Harvard
  Add     5 pp.  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

Source: Harvard
   General Electric Company — Inventory
  Add   View  2 pp.  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.

Source: Darden
   GENERAL ELECTRIC FIRES ED RUSSELL
  Add   View  32 pp.  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.

Source: ecch
   General Electric Fires Ed Russell
  Add     30 pp.  Case
Joseph Wolfe, Joann Babiak Following 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:

Source: Pinnacle
  Add     10 pp.  Teaching Note
Source: Pinnacle
   General Electric Healthcare, 2006
  Add   View  25 pp.  Case
Author(s): Khanna, Tarun; Raabe, Elizabeth A.
Publication Date: 01/24/2006 Revision Date: 04/03/2007
Product Type: Case (Field)
HBS Number: 9-706-478
Geographic Setting: United Kingdom; Wisconsin Industry Setting: Health care industry Gross Revenues: $15.1 billion revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Acquisitions; CEO; Globalization; Growth strategy; Subsidiaries; Value creation
Academic Discipline: Competitive strategy
Product Description: In January 2006, Joe Hogan, head of General Electric (GE) Healthcare Technologies, prepared to step into William Castell’s shoes as CEO of GE Healthcare, the world‘s leading manufacturer of diagnostic imaging equipment. In 2004, former CEO Jeff Immelt acquired Amersham for $10 billion. The acquisition was part of Immelt's GE-wide move to reemphasize research and development. Hogan had run GE Healthcare's predecessor organization, GE Medical Systems (GEMS). A 20-year GE veteran, Hogan witnessed three distinct stages of the subsidiary's development as it evolved from the Global Product Co. (GPC) to the modified GPC and then to GE Healthcare. By 2005, the company had a 34% market share of the worldwide diagnostic imaging equipment business. GE executives designed the acquisitions to catalyze the firm's move from an engineering and physics-based diagnostic company to a life sciences-based health care solutions company that could better meet worldwide health care needs. Hogan wondered: What challenges did GEMS' previous quantum leaps portend for this new step-function change?

Source: Harvard
   General Electric Medical Systems — 2002
  Added   View  25 pp.  Case
Author(s): Khanna, Tarun; Weber, James B.
Publication Date: 01/30/2002 Revision Date: 10/27/2005
Product Type: Case (Field)
Product Description: Discusses one of General Electric’s flagship divisions — the world‘s leading provider of medical diagnostic imaging equipment. Provides an opportunity to examine a multinational confronting massive technological and demographic changes around the world. Genomics has created a global opportunity by making personalized medicine seem possible -- medical intervention that caters to the genetic makeup of the individual and emphasizes prevention more than cure. Yet, the pursuit of this opportunity requires fundamental changes in the business model at a time when the model is being stressed by the idiosyncratic needs of catering to the large Chinese market and adapting to the needs of an aging population around the world. Demonstrates how multinationals can create value both by replicating their business models worldwide and by adroitly splitting the value chain across national boundaries.
HBS Number: 9-702-428
Geographic Setting: Global Industry Setting: Medical supplies Gross Revenues: $8 billion revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Globalization; International management; Multinational corporations; Strategic planning; Technological planning
Academic Discipline: Competitive strategy
Supplementary Materials: Case Video, (9-703-902), 12 min, by Tarun Khanna; Case Video, DVD, (9-703-904), 12 min, by Tarun Khanna; Teaching Note, (5-703-413), 13p, by Tarun Khanna

Source: Harvard
  Added     13 pp.  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

Source: Harvard
   General Electric Plastics: Organizing the Marketing Function
  Add   View  22 pp.  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.

Source: Harvard
  Add   View  22 pp.  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.

Source: Harvard
  Add     12 pp.  Teaching Note
For use with 9-591-029
HBS Number: 5-591-094
Subjects: Marketing organization; Plastics; Product management

Source: Harvard
   General Electric Plastics: Selecting a Partner
  Add   View  24 pp.  Case
Freeze, Karen J.
Focuses on a leading materials supplier that is seeking ways to enhance its design and engineering services to customers without straying further from its primary business of selling engineering thermoplastics. Discusses General Electric Plastics’ (GEP) customer-driven industrial design, applications engineering, and design engineering activities so students can assess the contribution these activities make to GEP‘s business. Puts students in the shoes of the company's new manager of new business development, who has been given primary responsibility for selecting a partner that will bring industrial design or engineering skills to a joint venture for the application of plastics to consumer products. Closes with his consideration of the strengths and weaknesses of the various partner candidates.
HBS Number: 9-991-029 Type: Case (Field)
Publication Date: 1/1/1991
Geographic Setting: United States Industry Setting: plastics Number of Employees: 12,000 Gross Revenues: $4.8 billion revenues
Event Year Start: 1989 Event Year End: 1989
Subjects: Decentralization; Joint ventures; Marketing strategy; Product design; Product development; Recycling; Service management
Supplementary Materials: Supplement (Field), (9-991-030), 1p, by Karen J. Freeze; Teaching Note, (5-992-045), 8p, by Karen J. Freeze; Teaching Note, (5-699-039), 8p, by Clayton M. Christensen
Publisher: Design Management Institute

Source: Harvard
   General Electric vs. Westinghouse in Large Turbine Generators (A)
  Add   View  15 pp.  Case
Author(s): Porter, Michael E.
Publication Date: 01/01/1980 Revision Date: 08/07/1986
Product Type: Case (Library)
Product Description: Describes the U.S. large turbine generator industry in early 1963, a period of severe price cutting and depressed industry conditions. Presents data to allow a structural analysis of the industry and an analysis of the strategies of the major players since 1946. The major teaching issue is the process of competitive rivalry in an oligopoly market, particularly the problems of deescalating in a situation of market warfare. This industry is one where the conditions for avoiding warfare are difficult. Subsidiary teaching issues include the structural analysis of capital goods markets and strategy for the market leader in areas like pricing, rate of technological change, and customer focus. After understanding the industry structure, the discussion should turn to what GE can do to extricate itself from the disastrous price cutting afflicting the industry.
HBS Number: 9-380-128
Geographic Setting: United States Industry Setting: large turbine generators Gross Revenues: $300 million sales
Event Year Start: 1963 Event Year End: 1963
Subjects: Antitrust laws; Capital markets; Competition; Industry analysis; Industry structure; Legal aspects of business; Technological change
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Library), (9-380-129), 1p, by Michael E. Porter; Supplement (Library), (9-380-130), 3p, by Michael E. Porter; Teaching Note, (5-387-157), 8p, by Pankaj Ghemawat

Source: Harvard
  Add     8 pp.  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

Source: Harvard
   General Electric vs. Westinghouse in Large Turbine Generators (B)
  Add   View  1 pp.  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

Source: Harvard
   General Electric vs. Westinghouse in Large Turbine Generators (C)
  Add   View  3 pp.  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

Source: Harvard
   General Electric’s 20th Century CEOs
  Add   View  56 pp.  Case
Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark
Publication Date: 12/19/2005 Revision Date: 07/25/2007
Product Type: Case (Library)
HBS Number: 9-406-048
Geographic Setting: Global; United States Industry Setting: Consumer products Number of Employees: 223,000 Gross Revenues: $129.8 billion revenues
Event Year Start: 1900 Event Year End: 2000
Subjects: Advertising; Business history; CEO; Contextual intelligence; Employee development; Leadership; Leadership development; Management styles; Organizational behavior; Portfolio management; Strategic planning
Academic Discipline: Organizational behavior & leadership
Product Description: General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company’s research lab to design and manufacture new and better products to satisfy the growing American consumer demand for lighting, appliances, and consumer electronics in the 1910s to 1920s as well as in the 1950s and 1960s. GE‘s top executives have shown a clear understanding of the leadership and managerial styles that were appropriate for the years in which they worked. In the first decade of the 20th century, Charles Coffin demonstrated that he was an adept negotiator who amassed great wealth for GE in building generators and power equipment for local utilities in which GE also had a financial stake through bond issues. In the final decades of the 20th century, Jack Welch emphasized that GE should support only the most profitable businesses in the company's portfolio, a logic that led Welch and GE to phase out GE's consumer electronics division while bolstering the financial position of GE capital. Profiles all of GE's top executives.

Source: Harvard
   General Electric’s 20th Century CEOs (Abridged)
  Add   View  41 pp.  Case
Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark
Publication Date: 05/30/2006 Revision Date: 10/16/2007
Product Type: Case (Library)
HBS Number: 9-406-118
Geographic Setting: Global; United States Industry Setting: Consumer products Number of Employees: 313,000 Gross Revenues: $129.8 billion revenues
Event Year Start: 1900 Event Year End: 2000
Subjects: Advertising; Business history; CEO; Contextual intelligence; Employee development; Leadership; Leadership development; Management styles; Organizational behavior; Portfolio management; Strategic planning
Academic Discipline: Organizational behavior & leadership
Product Description: General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company’s research lab to design and manufacture new and better products to satisfy the growing American consumer demand for lighting, appliances, and consumer electronics in the 1910s to 1920s as well as in the 1950s and 1960s. GE‘s top executives have shown a clear understanding of the leadership and managerial styles that were appropriate for the years in which they worked. In the first decade of the 20th century, Charles Coffin demonstrated that he was an adept negotiator who amassed great wealth for GE in building generators and power equipment for local utilities in which GE also had a financial stake through bond issues. In the final decades of the 20th century, Jack Welch emphasized that GE should support only the most profitable businesses in the company's portfolio, a logic that led Welch and GE to phase out GE's consumer electronics division while bolstering the financial position of GE capital. Profiles all of GE's top executives.

Source: Harvard
   General Electric’s Proposed Acquisition of Honeywell
  Add   View  24 pp.  Case
Author(s): Eskinazi, Solomon; Carr, Sean
Darden ID: UVA-F-1493
Published: 12/9/2005
Copyright Year: 2005
Subject Area: Finance
Keywords: merger, acquisition, valuation, arbitrage
Teaching Note: UVA-F-1493TN
Student Spreadsheet: UVA-S-F-1493
Faculty Spreadsheet: UVA-S-F-1493TN
Abstract: On March 1, 2001, Jessica Gallinelli, managing director of Bancroft Capital Management, heard surprising and somewhat disturbing news about the proposed bid by General Electric Company (GE) for Honeywell International Inc. Despite recent public assurances about the deal from GE’s chairman and chief executive officer (CEO), John F. “Jack” Welch, Jr., the antitrust regulatory authority of the European Commission (EC) announced it had initiated a review of the proposed merger. Gallinelli, whose fund owned a large stake in Honeywell, considered this major development and wondered whether Bancroft should alter its investment. Immediately, Gallinelli instructed her associate to provide background material on the merger, an assessment of the probability the merger would be approved by antitrust regulators in the U.S. and Europe, and valuation analyses to assist Gallinelli in assessing Bancroft‘s investment in Honeywell. She would need to decide quickly whether to hold or sell her fund's 10 million shares in Honeywell and short position of 10 million shares in GE. As a risk arbitrageur, she thought prices would respond rapidly to the EC's announcement. She remembered Jack Welch's confidence of five months earlier that this was the “cleanest deal you'll ever see,” and she wondered whether that was still the case.

Source: Darden
  Add   View  9 pp.  Teaching Note
Darden ID: UVA-F-1493TN

Source: Darden
   General Electric—Thermocouple Manufacturing (A)
  Add   View  15 pp.  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

Source: Harvard
  Add     12 pp.  Teaching Note
For use with 9-684-040
HBS Number: 5-689-019
Subjects: Aerospace industry; Production processes; Productivity

Source: Harvard
   General Electric—Thermocouple Manufacturing (B)
  Add   View  12 pp.  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

Source: Harvard
   General Electric: An Outlier in Developing CEO Talent
  Add   View  12 pp.  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.

Source: Ivey
   General Electric: Compliance Systems
  Add   View  22 pp.  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.

Source: Harvard
   General Electric: From Jack Welch to Jeffrey Immelt
  Add   View  10 pp.  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.

Source: Ivey
   General Electric: Jack Welch’s Second Wave (A)
  Add   View  24 pp.  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

Source: Harvard
   General Electric: Jack Welch’s Second Wave (B)
  Add   View  4 pp.  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

Source: Harvard
   General Electric: Preparing for the 1990s
  Add     20 pp.  Case
Thomas W. Malnight, Francis J. Aguilar 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.
Source: Harvard Business School. Copyright 1989.
Courses: Business Policy/Strategy; Entrepreneurship; Management
Topics:

Source: Pinnacle
  Add     6 pp.  Teaching Note
Source: Pinnacle
   General Electric: Reg Jones and Jack Welch
  Add   View  25 pp.  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

Source: Harvard
  Add     20 pp.  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

Source: Harvard
   General Electric: Strategic Position — 1981
  Add     23 pp.  Case
Francis J. Aguilar, Richard Hamermesh 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.
Source: Harvard Business School. Copyright 1981.
Courses: Business Policy/Strategy; Entrepreneurship; Human Resources; Management; Technology
Topics:

Source: Pinnacle
  Add     24 pp.  Teaching Note
Source: Pinnacle
   General Electric: Strategic Position—1981
  Add   View  24 pp.  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

Source: Harvard
   General Electric: Strategic Position—1981
  Add     24 pp.  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

Source: Harvard
   General Electric: Valley Forge (A)
  Add   View  4 pp.  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.

Source: Harvard
   General Electric: Valley Forge (B)
  Add   View  1 pp.  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).

Source: Harvard
   General Electric: Valley Forge (D)
  Add   View  1 pp.  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).

Source: Harvard
   General Electric: Valley Forge (E)
  Add