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Case Thomas R. Miller Robert Jordan was a 46-year-old Caucasian who applied for a position as a police officer in New London, Connecticut. As part of the application process, Jordan completed a battery of tests that included the Wonderlic Personnel Test, a test of general cognitive ability. When Jordan later inquired about the status of his application, he was told that he had been eliminated from the applicant pool because of his score on the intelligence test-he had scored too high and was judged to be unacceptable for a job as a police patrol officer. Jordan filed a lawsuit against the city, claiming that its employment decision violated his constitutional right to equal protection under the law. City officials were then faced with preparing a defense to attempt to justify their hiring practice. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 4 Subjects: Human Resource Management, Employee Selection, Discrimination, Selection Criteria, Test Validity
Case Butt, A H — Air University Ahmad, T — Air University Distributor: ecch (www.ecch.com) Reference: 909-014-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: Banking Size: 5,000 employees Timing: 2008 Topics: Agricultural financing; IT; Communication management; Conflict resolution; Change management Abstract: This case is about an agriculture finance bank that had been undertaking various information technology projects funded by the Asian Development Bank. Earlier in the first decade of its inception, the bank was known to be a leader for acquiring latest technologies, tools and techniques for the automation of the banking operations. Later from the last two decades, due to inept planning of human resource development and being deficient in appropriate investments in technology upgrading, the bank was left behind other peer banks for effective use of information technology in modern banking operations. Introduction of new human resource and procurement of the latest equipment were not producing the required results, milestones were delayed regularly. The major cause of these problems was confrontation and the lack of co-operation between old and new employees that had been hired with high salaries for the completion of new projects. This case primarily focuses on the areas of project human resource management and project communications management. It identifies the importance of maintaining the harmony between old and new employees for the smooth execution of a project, it also highlights the need for proper communication and a human resources plan.
Case Ernst, H; Dubiel, A Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 309-039-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2009 Geo location: India Industry: High-tech, energy and technology infrastructure Size: Over 320,000 employees and US$173 billion revenue Timing: 2000-2008 Topics: Corporate strategy; Emerging markets; General Electric; Global research and development (R&D) network; India; Innovation; International business; New product development; Research and development; Technology Abstract: In 2000, General Electric (GE) opened the John F Welch Technology Centre (JFWTC), its first research and development (R&D) site outside the USA, in Bangalore, India. In the last eight years it has grown from just under 300 employees to 3,800 researchers and engineers, making it GE’s largest multidisciplinary R&D centre abroad. This extraordinary facility can be described as a ‘mini GE' because it mirrors the business structure of GE itself. It is a true innovation hub for developing new products for worldwide markets. What's more, the site has a competitive advantage in the light of increasingly important so-called emerging markets. The case describes the story behind the establishment of the JFWTC. Furthermore, it shows in detail a number of factors critical for the successful set up and day-to-day management of such an R&D site. These are, among other things, top management support, human resource management as well as a good local and international network. Thus, the case brings up several very up to date issues concerning global R&D management and new product development in an international setting. How should a company establish R&D operations in an emerging market? How should it integrate such a new site into its existing international R&D networ Source: ecch
Case Noureen, A — Air University Ahmad, T — Air University Distributor: ecch (www.ecch.com) Reference: 409-030-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: Education Size: 1,300 employees Timing: 2007 Topics: Training and development; Training transfer; Change management; Employee resistance; Decision making; Education Abstract: This case is about a private educational institution that has decided to develop its human resource through the effective use of training programmes. Employees were not familiar with the idea of change so they were reluctant to transfer gained skills and knowledge to the workplace. The major reason was that they linked training transfer with the reward system which was not in place at that time. This case primarily focuses on the dynamics of the change initiative taken up by the top management. The problems that have been highlighted are the importance of familiarising the employees with the change process and their involvement in the decision making process. It also emphasises on taking significant preliminary measures before taking any action for successful implementation of the change process.
Case Author(s): Meister D; Bell C Publication Date: 3/7/2005 Industry: Miscellaneous Retail Abstract: The general manager of BookMart, a major online book, movie and CD store was struggling to manage a serious breach of the company’s information systems, which jeopardized both the company‘s reputation and its ability to provide service to itscustomers. He must develop an immediate plan to address the security breach internally; how to communicate the situation to customers and the media and develop a long term plan that will minimize the risk against possible future attacks. Thesupplement A Hacker Attack: An e-Commerce Nightmare, product 9B05E003 looks at the general manager's short and long term plans. Ivey Number: 9B05E002 Geographic Location: Canada Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Information Systems; Security Systems; Crisis Management; E-Commerce
Case Author(s): Meister D; Bell C Publication Date: 3/7/2005 Industry: Miscellaneous Retail Abstract: BookMart has a breach in the company’s information systems. In this supplement to A Hacker Attack: An e-Commerce Nightmare, product 9B05E002, the general manager has develop immediate and long term plans to deal with the situation. Ivey Number: 9B05E003 Geographic Location: Canada Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Information Systems; Security Systems; Crisis Management; E-Commerce
Case Clark S. Kincaid, A frustrated customer lashes out at female members of a restaurant management team. In a strongly worded letter a customer abrasively challenges management, suggesting that men are more competent managers than women. The challenge confronted by senior members of management is how to respond to the complaint, keeping in mind the organization’s values and guiding principles. This case provides opportunities to discuss issues such as measuring or evaluating the value of an employee, the elements of service recovery, and/or the understanding and of corporate culture, norms, and work rules. This case is best suited for undergraduate students, challenging them to address the core issue of the case and not to become distracted with the inflammatory remarks in the letter.
Case Author(s): Moriguchi, Chiaki; Lane, David Publication Date: 03/05/1999 Revision Date: 01/14/2000 Product Type: Case (Library) Product Description: Through their competitive battle, Coca-Cola and PepsiCo have created stable and highly profitable duopoly in the U.S. soft drink industry. As the domestic industry matured and the cola wars moved to international markets, Coke and Pepsi tried to redesign their competitive strategies as well as the vertical structure of their corporations. Teaching Purpose: 1) How the industry structure evolves as a result of competitive interactions of firms, and 2) How the vertical structure of the firm changes in response to the economic conditions. May be used with: (9-702-442) Cola Wars Continue: Coke vs. Pepsi in the Twenty-First Century; (9-794-055) Cola Wars Continue: Coke vs. Pepsi in the 1990s. HBS Number: 9-799-117 Geographic Setting: United States and global Industry Setting: beverages Company Size: Fortune 500 Subjects: Beverages; Competition; Corporate strategy; International business; Vertical integration Academic Discipline: Competitive strategy
16. Heineken Author(s): Shamsie, Jamal; Eisner, Alan B. Case Number: DLE5016 Publication Date: 2009 Revision Date: N/A Event Year Start: 1998 Event Year End: 2009 Geographic Setting: International Industry Setting: Beer Courses: Business; Management and Organization; Strategic Management Course Sequence: International Strategy; Business-level Strategy Subjects: Business Policy; Asset Analysis; Industry Analysis; International Marketing; Portfolio Management Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video; Excel Description: Heineken can lay claim to a brand that may be the closest thing to a global beer brand. But in the U.S., Heineken has lost its leading position among imported beers to Corona, the Mexican beer that is often served with a garnish of lime.
25. Heineken Author(s): Shamsie, Jamal Description: Heineken can lay claim to being the closest thing to a global beer brand. But in the U.S., Heineken has lost its leading position among imported beers to Corona, the Mexican beer that is often served with a garnish of lime. Publication Date: 2005 Revision Date: N/A Event Year Start: 1998 Event Year End: 2005 Geographic Setting: International Industry Setting: Beer Courses: Business/Management and Organization/Strategic Management Course Sequence: International Strategy; Business-level Strategy Subjects: Business Policy; Asset Analysis; Industry Analysis; International Marketing; Portfolio Management Supplements: Teaching Note; PowerPoint Notes Case Number: DLE3025
31. A Horror Show at the Cinemaplex? Author(s): Gove, Steve; Matherne, Brett P. Case Number: DLE5031 Publication Date: 2009 Revision Date: N/A Event Year Start: 2000 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Movie Courses: Business; Management and Organization; Strategic Management Course Sequence: External Environment; Strategy Concept Subjects: Business Policy; Competitive Strategy; Leadership; Innovation; Marketing Management Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Description: Movies remain as popular as ever, but opportunities for viewing outside the theater have greatly increased. While motion picture studios increased revenues through product licensing, DVD sales, and international expansion, the exhibitors-movie theaters-have seen their business decline.
Case Arif, J; Malik, S Publisher: Lahore University of Management Sciences (CRC) Distributor: ecch (www.ecch.com) Reference: 04-484-87-1 Language: English Category: Marketing Data source: Field research Product Year: 1987 Geo location: Pakistan Industry: Retail Size: Medium Timing: 1987 Topics: Product policy; Consumer behaviour; Retailing; Marketing Abstract: H Karim Buksh was a medium-sized firm in the retailing business. In September 1987, Karim Buksh, the Managing Director was confronted with important strategic decisions regarding pricing and refund policies of the company. Competitors were trying to undercut H Karim Buksh Limited in order to build their own clientele. While Karim Buksh felt there was no immediate threat to the store, he decided to review the pricing and refund policies and practices to ensure competitiveness as well as profitability.
Case Author(s): Tufano, Peter; Roy, Arijit; Ekins, Emily McClintock Publication Date: 01/23/2007 Revision Date: 10/21/2008 Product Type: Case (Field) HBS Number: 307091 Industry Setting: Financial services Gross Revenues: $4.9 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Competitive decision making; Corporate responsibility; Financial services; Laws & regulations; Strategy Academic Discipline: Finance Product Description: Mark Ernst, the Chairman, CEO and President of H&R Block, has to decide how to respond to a competitive threat posed by a competitor’s refund lending product. Block is the largest U.S. tax preparation firm, which competes not only on its tax preparation services, but also through the provision of related financial services. A rival offers a pre-season refund lending product that has drawn away Block customers. Ernst feels that the product as structured is not good for Block, its customers, or the industry. As an added complication, Block is facing an imminent suit brought by Eliot Spitzer about one of its saving products. May be used with: (205013) H&R Block and “Everyday Financial Services”.
Case Author(s): Tufano, Peter; Roy, Arijit; McClintock, Emily Publication Date: 01/23/2007 Revision Date: 09/05/2007 Product Type: Case (Field) HBS Number: 9-307-091 Industry Setting: Financial services Gross Revenues: $4.9 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Competitive decision making; Corporate responsibility; Financial services; Laws & regulations; Strategy Academic Discipline: Finance Product Description: Mark Ernst, the Chairman, CEO and President of H&R Block, has to decide how to respond to a competitive threat posed by a competitor’s refund lending product. Block is the largest U.S. tax preparation firm, which competes not only on its tax preparation services, but also through the provision of related financial services. A rival offers a pre-season refund lending product that has drawn away Block customers. Ernst feels that the product as structured is not good for Block, its customers, or the industry. As an added complication, Block is facing an imminent suit brought by Eliot Spitzer about one of its saving products. May be used with: (9-205-013) H&R Block and “Everyday Financial Services”.
Case Author(s): Tufano, Peter; Roy, Arijit; Ekins, Emily McClintock Publication Date: 01/23/2007 Revision Date: 10/21/2008 Product Type: Case (Field) HBS Number: 307091 Industry Setting: Financial services Gross Revenues: $4.9 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Competitive decision making; Corporate responsibility; Financial services; Laws & regulations; Strategy Academic Discipline: Finance Product Description: Mark Ernst, the Chairman, CEO and President of H&R Block, has to decide how to respond to a competitive threat posed by a competitor’s refund lending product. Block is the largest U.S. tax preparation firm, which competes not only on its tax preparation services, but also through the provision of related financial services. A rival offers a pre-season refund lending product that has drawn away Block customers. Ernst feels that the product as structured is not good for Block, its customers, or the industry. As an added complication, Block is facing an imminent suit brought by Eliot Spitzer about one of its saving products. May be used with: (205013) H&R Block and “Everyday Financial Services”.
Case Author(s): Tufano, Peter; Schneider, Daniel Publication Date: 07/01/2004 Revision Date: 01/22/2007 Product Type: Case (Field) HBS Number: 9-205-013 Geographic Setting: Kansas City, MO Industry Setting: Financial services Company Size: large Number of Employees: 12,000 Gross Revenues: $3.7 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Brands; Economic development; Financial institutions; Financial services; Market entry; Strategy formulation; Tax accounting Academic Discipline: Finance Product Description: H&R Block, the U.S. market leader in tax preparation services, must decide whether to offer financial services to its low-income clients. H&R Block is facing increased competition from branded and nonbranded tax preparers, and the number of returns prepared by the company has declined in recent years. The CEO, Mark Ernst, considers a proposal for Block to differentiate itself from these competitors by offering its low-income clients a range of financial services, including check cashing, money transfer, and savings products. Ernst must decide whether this new suite of services would be profitable for the company and determine its impact on Block’s brand and how the company and the marketplace would receive it.
Case Author(s): Stephen Hummel; Kenneth Harling Publication Date: 11/10/2008 Product Type: Case (Field) Teaching Note: 8B08M82 Ivey ID: 9B08M082 Geographic Setting: Canada Industry Setting: Wholesale Trade - Durable Goods Size: Medium Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Competition; Tariffs; Managing Industry Change; Strategy Development Major Disciplines: Entrepreneurship; General Management; International Product Description: This case deals with H&R, a company that distributes sewing equipment in Toronto, Ontario, Canada. Its future is in jeopardy because of fundamental changes in the global sewing industries stemming from changes in trade restrictions. The consequence is that Canadian sewing activities are in decline as activities in low-cost foreign countries grow rapidly. As Canadian activities decline, H&R’s performance has been suffering. But the management of the family-owned company has had trouble seeing the challenge it faces because it has been highly successful for two generations. The case asks what the new CEO and third generation owner should do to save the company.
Case Author(s): Rangan, V. Kasturi; Bell, Marie Publication Date: 02/05/2002 Revision Date: 12/17/2003 Product Type: Color Case HBS Number: 502053 Geographic Setting: Texas Industry Setting: Grocery stores; Retail industry Number of Employees: 33,000 Gross Revenues: $9 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Brands; Competition; Customer service; Supermarkets Academic Discipline: Marketing Supplementary Materials: Teaching Note, (503006), 8p, by V. Kasturi Rangan Product Description: H-E-B is a $9 billion grocery chain located in Southwest Texas. This case focuses on H-E-B’s private label strategy, a product category that accounts for 19% of H-E-B‘s sales and one that earns gross margins 50% higher than national brands. A leader in its markets, H-E-B is faced with increasing competition, especially from Wal-Mart, which has aggressively entered the Texas markets with a series of “supercenters.” Although the case specifically focuses on H-E-B's Own Brands (private label), it more broadly raises important strategic questions regarding H-E-B's ability to compete effectively in this new market environment. Includes color exhibits.
Case Author(s): Rangan, V. Kasturi; Bell, Marie Publication Date: 02/05/2002 Revision Date: 12/17/2003 Product Type: Color Case Product Description: H-E-B is a $9 billion grocery chain located in Southwest Texas. This case focuses on H-E-B’s private label strategy, a product category that accounts for 19% of H-E-B‘s sales and one that earns gross margins 50% higher than national brands. A leader in its markets, H-E-B is faced with increasing competition, especially from Wal-Mart, which has aggressively entered the Texas markets with a series of “supercenters.” Although the case specifically focuses on H-E-B's Own Brands (private label), it more broadly raises important strategic questions regarding H-E-B's ability to compete effectively in this new market environment. Includes color exhibits. HBS Number: 9-502-053 Geographic Setting: Texas Industry Setting: grocery retailing Number of Employees: 33,000 Gross Revenues: $9 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Brands; Competition; Customer service; Retailing; Supermarkets Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-503-006), 8p, by V. Kasturi Rangan
Case Author(s): Weiss, Elliott N. Darden ID: UVA-OM-0834 Published: 9/25/1996 Copyright Year: 1996 Subject Area: Operations Management Keywords: manufacturing capacity; process analysis Teaching Note: UVA-OM-0834TN Abstract: This brief problem can be used to cover the concepts discussed in UVA-OM-0833, “Process Performance Measures.” Calculations required include capacity, bottlenecks, utilization, the effects of setup reduction, and batch size.
Case Author(s): Weiss, Elliott N. Darden ID: UVA-OM-0834 Published: 9/25/1996 Copyright Year: 1996 Subject Area: Operations Management Keywords: manufacturing capacity; process analysis Teaching Note: UVA-OM-0834TN Abstract: This brief problem can be used to cover the concepts discussed in UVA-OM-0833, “Process Performance Measures.” Calculations required include capacity, bottlenecks, utilization, the effects of setup reduction, and batch size.
Case "Raymond M. Kinnunen; James F. Molloy, Jr.; Roger M. Atherton" This case focuses on the issues facing a small, family-owned hardware store and industrial equipment supplier. The case contains information on the industry and provides information on three generations of the Chasen family. Students are challenged to evaluate the isuues facing a company, owned by two and operated by three generations simultaneously. Identifying and evaluating short- and long-term strategies provides a paltform for discussion of marketing- and policy-related issues, as well as discussions of problems unique to small business. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Small Business Management, Family Business, Succession Planning, Strategic Management
Case Author(s): McFarlan, F. Warren Publication Date: 08/22/1995 Revision Date: 07/25/1997 Product Type: Case (Field) Product Description: Describes the industry context that has resulted in the development of efficient consumer response (ECR) within the grocery industry and its adoption by H.E. Butt Grocery Co. May be used with: (9-198-016) H.E. Butt Grocery Co.: A Leader in ECR Implementation (B) (Abridged); (9-300-106) H.E. Butt Grocery Co.: The New Digital Strategy (A). HBS Number: 9-196-061 Geographic Setting: San Antonio, TX Industry Setting: retail food Gross Revenues: $3.2 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Data processing; Information technology; Organizational change; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-396-084), 4p, by F. Warren McFarlan; Teaching Note, (5-399-073), 6p, by F. Warren McFarlan
Teaching Note Author(s): McFarlan, F. Warren Publication Date: 10/25/1995 Product Type: Teaching Note Product Description: Teaching Note for (9-196-061). Must be used with: (9-196-061) H.E. Butt Grocery Co.: A Leader in ECR Implementation (A) (Abridged). HBS Number: 5-396-084 >Academic Discipline: Management of information systems
Case Author(s): McFarlan, F. Warren; Dailey, Melissa Publication Date: 04/14/2000 Revision Date: 11/20/2003 Product Type: Case (Field) Product Description: Shows how the company’s IT priorities have moved from primary supply chain restructuring to e-commerce. Shows the new organization structure created by the company. Students must decide whether this new structure will work. Teaching Purpose: To highlight the challenges and options of transformation in the world of e-commerce. May be used with: (9-196-061) H.E. Butt Grocery Co.: A Leader in ECR Implementation (A) (Abridged); (9-198-016) H.E. Butt Grocery Co.: A Leader in ECR Implementation (B) (Abridged). HBS Number: 9-300-106 Geographic Setting: Texas Industry Setting: grocery Gross Revenues: $7 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-301-125), 2p, by F. Warren McFarlan; Teaching Note, (5-302-027), 7p, by F. Warren McFarlan
Teaching Note For use with 9-300-106 HBS Number: 5-302-027 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets
Teaching Note For use with 9-301-125 HBS Number: 5-302-027 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets
Case Author(s): Quelch, John A.; Teopaco, John L. Publication Date: 09/04/1985 Revision Date: 09/01/1987 Product Type: Case (Field) Product Description: The Heinz Ketchup product manager must decide whether or not to launch a new plastic bottle and, if so, what marketing program and support to place behind it. HBS Number: 9-586-035 Geographic Setting: United States Industry Setting: packaged foods Company Size: Fortune 500 Gross Revenues: $3.7 billion sales Event Year Start: 1983 Event Year End: 1983 Subjects: Consumer marketing; Market research; Packaging; Product lines; Product management Academic Discipline: Marketing Supplementary Materials: Case Video, (9-886-527), 4 min, by John A. Quelch; Teaching Note, (5-587-132), 13p, by John A. Quelch
Case Author(s): Quelch, John A.; Teopaco, John L. Publication Date: 09/18/1985 Product Type: Case (Field) Product Description: The Heinz Ketchup product manager discovers she does not have sufficient finished inventory and production capacity to meet trade demand for a new plastic bottle ketchup. Alternatives include cancelling promotion events and putting the trade on allocation. HBS Number: 9-586-036 Geographic Setting: United States Industry Setting: packaged foods Company Size: Fortune 500 Gross Revenues: $3.7 billion sales Event Year Start: 1984 Event Year End: 1984 Subjects: Consumer marketing; Distribution; Marketing management; Packaging; Product lines; Product management Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-595-023), 8p, by John A. Quelch
Case Goodpaster, Kenneth E.; Post, Richard J. Relates the April 1979 discovery of improper income transferal practices used at the H.J. Heinz Co. Background data on the company is presented, along with a detailed description of the organizational practices, the management incentive system, and the corporate ethical policy then in use. Also contains an organization chart and financial data for the 1972-78 fiscal years. HBS Number: 9-382-034 Type: Case (Library) Publication Date: 10/1/1981 Revision Date: 4/1/1984 Geographic Setting: Pittsburgh, PA Industry Setting: prepared foods Gross Revenues: $2 billion sales Event Year Start: 1972 Event Year End: 1981 Subjects: Accounting procedures; Corporate responsibility; Ethics; Executive compensation; Food; Government agencies; Incentives; Organizational structure Supplementary Materials: Teaching Note, (5-382-063), 7p, by Kenneth E. Goodpaster; Teaching Note, (5-390-045), 16p, by Kenneth E. Goodpaster, Thomas R. Piper, Charles A. Nichols III
Case Goodpaster, Kenneth E.; Post, Richard J. Summarizes the investigation conducted by outside legal and accounting firms under the Heinz audit committee. Improper practices were found at three of the five Heinz domestic divisions and at a number of foreign operations. Presents restated financial data for the period, filed by Heinz with the SEC. Summarizes the committee’s assessment of contributing factors and its conclusions. HBS Number: 9-382-035 Type: Case (Library) Publication Date: 10/1/1981 Revision Date: 4/1/1984 Geographic Setting: Pittsburgh, PA Industry Setting: prepared foods Gross Revenues: $2 billion sales Event Year Start: 1972 Event Year End: 1981 Subjects: Accounting procedures; Corporate responsibility; Ethics; Executive compensation; Food; Government agencies; Incentives; Organizational structure Supplementary Materials: Teaching Note, (5-382-063), 7p, by Kenneth E. Goodpaster; Teaching Note, (5-390-045), 16p, by Kenneth E. Goodpaster, Thomas R. Piper, Charles A. Nichols III
Case Author(s): Goodpaster, Kenneth E.; Post, Richard J. Publication Date: 10/01/1981 Revision Date: 04/01/1984 Product Type: Case (Library) Product Description: Presents a condensation of the audit committee’s recommendations for organizational and policy changes to help prevent a recurrence of improper income transferal practices used at the H.J. Heinz Co. HBS Number: 9-382-036 Geographic Setting: Pittsburgh, PAIndustry Setting: prepared foodsGross Revenues: $2 billion sales Event Year Start: 1972Event Year End: 1981 Subjects: Accounting procedures; Corporate responsibility; Ethics; Executive compensation; Food; Government agencies; Incentives; Organizational structure Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Library), (9-382-037), 2p, by Kenneth E. Goodpaster, Richard J. Post; Teaching Note, (5-382-063), 7p, by Kenneth E. Goodpaster; Teaching Note, (5-390-045), 16p, by Kenneth E. Goodpaster, Thomas R. Piper, Charles A. Nichols III
Case Author(s): Goodpaster, Kenneth E.; Post, Richard J. Publication Date: 10/01/1981 Revision Date: 04/01/1984 Product Type: Supplement (Library) Product Description: Supplements the (C) case. Must be used with: (9-382-036) H.J. Heinz Co.: The Administration of Policy (C). HBS Number: 9-382-037 Subjects: Accounting procedures; Corporate responsibility; Ethics; Executive compensation; Food; Government agencies; Incentives; Organizational structure Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-382-063), 7p, by Kenneth E. Goodpaster; Teaching Note, (5-390-045), 16p, by Kenneth E. Goodpaster, Thomas R. Piper, Charles A. Nichols III
Case A: The Administration of Policy Richard J. Post, Kenneth E. GoodpastorRelates the April 1979 discovery of improper income transferal practices used at the H.J. Heinz Co. Background data is presented, along with a detailed description of the organizational practices, the management incentive system, and the corporate ethical policy then in use. Source: Harvard Business School. Copyright 1981. Courses: Business Ethics; Organizational Behavior Topics:
Case B: The Administration of Policy Richard J. Post, Kenneth E. GoodpastorThis case summarizes the investigation conducted by outside legal and accounting firms under the Heinz audit committee. Presents restated financial data for the period filed by Heinz with the SEC and summarizes the committee’s assessment of contributing factors and its conclusions. Source: Harvard Business School. Copyright 1981. Courses: Business Ethics; Organizational Behavior Topics:
Case Haywood-Farmer JS; Stapleton M; Vanden Hoven F The producer of a stage show society needs to use network planning as part of project management to ensure that 10 performances are scheduled well over the next four months. Students will have to construct a network diagram, identify the criticalpath, and address questions regarding activity crashing. What is particularly unique is that they will have to create a list from the data presented to them at a meeting with the assistant producer. (NOTE: This case has two teaching notes: Number8A95D15 addresses class discussion and Number 5A95D15 uses a Microsoft Project solution file, which is available with this version of the teaching note, product 7A95D015.) Ivey Number: 9A95D015 Publication Date: 4/8/1995 Revision Date: 2/5/2001 Geographic Setting: Canada Industry Setting: Non-Profit Organizations Company Size: Small organization Event Year Start: 1993 Subjects: Arts Administration, Critical Path, Services, Project Management Functional Area: Production/Operations Management
Case Carnevale Maffe, C A Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 305-326-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: Italy Industry: Telecommunications Size: Large Topics: Entry strategies; Mobile telecommunication; Media convergence; Competitive strategy Abstract: The case describes one of the largest financial bets in recent business history: the launch of 3G Universal Mobile Telecommunications Systems (UMTS) wireless services in Europe, by Hutchison Whampoa Ltd, a challenger to the incumbent national champions in mobile telecommunications. The case can be used to discuss the use of long-term strategies combined with short-terms tactics in entry moves within an oligopolistic industry, where the traditional boundaries between media and telecommunications are being blurred both by technological innovation and by choices offered by challengers. For more advanced students, the case serves the purpose of discussing the set of specific competitive strategies available when addressing markets with demand-side increasing returns, positive network externalities and based on the central role of the economics of information.
Case Author(s): Wei-Skillern, Jane; Herman, Kerry Publication Date: 10/03/2006 Revision Date: 05/16/2007 Product Type: Case (Field) HBS Number: 9-307-001 Geographic Setting: Egypt Event Year Start: 2006 Event Year End: 2006 Subjects: Entrepreneurship; Housing; Innovation; Networks; Nongovernmental organizations; Social enterprise Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-307-707), 11 min, by Jane Wei-Skillern, Kerry Herman; Case Video, DVD, (9-307-706), 11 min, by Jane Wei-Skillern, Kerry Herman Product Description: Habitat for Humanity — Egypt (HFHE), has grown in just seven years to become one of the most successful Habitat programs worldwide. The organization is at a crossroads as it attempts to reach the ambitious goal of serving 10% of the 20 million Egyptians living in poverty by 2023, while at the same time developing the local NGO capacity to serve the remaining 90%. Since its establishment in 1989, HFHE has worked in close partnership with CEOSS, a 50-yr-old NGO, and through other local, community-based organizations. This network approach diverges form the traditional Habitat model of building houses through HFH’s own affiliate organizations, but enables HFHE to begin building immediately rather than wait several years to become sufficiently established to operate as an independent entity. Yousry Makar, HFHE‘s national director, faces several key issues. How can he ensure that as HFHE's partnership network grows, his own office and staff can sustain the network? To what extent should he seek to address the needs of the “poorest of the poor,” who cannot even repay loans and therefore do not qualify as Habitat beneficiaries? How can Makar continue to innovate to achieve the greatest mission impact while maintain funding and support for HFHE?
Case Cook, Joel W.; Dyer, Robert F. This well-known nonprofit organization is growing so fast that its organizational structure is bogged down and many local HFHI chapters are struggling to get the support they need to function effectively. Challenges students to pinpoint problems and propose solutions where most organization members are “volunteers.” Publication Date: 1998 Geographic Setting: U.S. Industry Setting: Non-Profit Event Year Start: 1976 Event Year End: 1997 Courses: Business Policy Course Sequence: Implementation Subjects: Business Policy; Implementation Supplementary Material: Teaching Note
Case Author(s): Loveman, Gary; Slavitt, Andrew Publication Date: 09/13/1993 Revision Date: 01/05/1994 Product Type: Case (Field) Product Description: Habitat for Humanity, a not-for-profit, volunteer-based home builder, is coping with years of rapid growth and success. They now face a series of options to continue their successful course and must make corresponding organizational adjustments. Teaching objectives involve applying lessons learned in the Service Management course to this unique organization: specifically, can they think of themselves as a customer-focused organization and maintain their mission and culture, what are their best options for strategic growth, and how do they mobilize human resources and a headquarters organization at a grassroots nonprofit? HBS Number: 9-694-038 Geographic Setting: Georgia Industry Setting: nonprofit Gross Revenues: $110 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Nonprofit organizations; Service management; Social enterprise; Social services Academic Discipline: Service management Supplementary Materials: Teaching Note, (5-395-146), 26p, by Gary Loveman, Jamie O’Connell
Case Author(s): Segel, Arthur I.; Retsinas, Nicolas P.; Hioe, Nelson Publication Date: 11/29/2006 Revision Date: 01/19/2007 Product Type: Case (Field) HBS Number: 9-207-016 Geographic Setting: Africa Industry Setting: Housing industry Event Year Start: 2006 Event Year End: 2006 Subjects: Emerging markets; Real estate; Social enterprise Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-207-014), 9p, by Arthur I. Segel, Nicolas P. Retsinas Product Description: In March 2006, Larry English, Director of Program Design and Innovation for Habitat for Humanity International Africa and the Middle East, was reflecting on a large development project in Durbin that had stalled. Notwithstanding global attention led by former President Jimmy Carter, the local capacity to carry out the project was limited. English wondered whether partnerships with private, for-profit real estate companies were plausible, and whether they could be carried out without undermining the mission of Habitat to focus on the very poor.
Case Author(s): Quelch, John A.; Laidler, Nathalie Publication Date: 06/30/2003 Revision Date: 10/27/2003 Product Type: Case (Field) Product Description: Habitat for Humanity underwent a brand valuation study and found that its brand was worth $1.8 billion, equivalent to Starbucks. Senior management review the issues facing the organization; students are afforded insights into what drives brand value for a major nonprofit and what is critical for building and protecting brand value. Teaching Purpose: To examine brand valuation of nonprofits. HBS Number: 9-503-101 Geographic Setting: Global Industry Setting: nonprofit Gross Revenues: $162 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Brand management; Brands; International marketing; Marketing strategy; Nonprofit organizations Academic Discipline: Marketing Supplementary Materials: Video, (9-505-703), 5 min, by John Quelch
Case Author(s): June Cotte; Remi Trudel Publication Date: 5/11/2009 Product Type: Case (Field) Ivey ID: 9B09A007 Geographic Setting: Canada Industry Setting: Non-Profit Organizations; Furniture, Home and Equipment Stores Size: Small Year of Event: 2009 Level of Difficulty: 2 - Intro/Undergraduate Subjects: Marketing channels; Retailing; Non-Profit organization Major Disciplines: Marketing Product Description: In early 2009, the executive director of the Habitat for Humanity London (HFHL), located in London, Ontario, was faced with the responsibility of determining how to increase revenue for the non-profit organization. The organization provided safe, decent and affordable housing to those in need, and the board of directors had pledged to build 12 units in 2012. Funding generally came from the organization’s ReStore; however, revenues had begun to level off in the preceding years. The executive director was evaluating several options of generating additional revenue. After examining HFHL‘s statement of cash flows and 10 years of ReStore earnings, the executive director had identified three options to increase revenues: relocation of the ReStore to increase efficiencies and increase inventory; increasing their salvage operation; and/or launching an automobile sale program. Or was there a better way to generate revenue that she hadn't yet considered?
Case Temlett, S; Denga, B Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 808-039-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2008 Geo location: Johannesburg, South Africa Industry: Office rental Size: Small Timing: 2007 Topics: Entrepreneurship; Business growth; Service industry; Innovation; Strategy Abstract: Walking around a potential new building space of over 2,000m2 in July 2006, Hein Koen and Andre Sharpe, joint founders of Habitaz, a provider of integrated virtual workspace infrastructure and related services, noted that they had achieved great success since the start of the business two years ago. They were, however, faced with the urgent challenge of making the right strategic decisions regarding the future growth and financing of the business. As they pondered their options, the directors hoped that they would end up making choices that could catapult the company to even greater levels of achievement.
Case Velamuri, R — Lagos Business School Akinnukawe, E — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 407-077-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2007 Geo location: Lagos, Nigeria Industry: Banking, financial services Size: Small to medium-scale enterprise (SME) Timing: 1994-2006 Topics: Human resource management; Leadership; Ethics; Values; Small and medium scale enterprise (SME); Community bank; Lagos, Nigeria; Vision; Growth and diversification; Financial institution; Christian; Change strategies; Customers; Competitors; External environment Abstract: Haggai Community Bank Limited is a fully licensed faith-based organisation operating in Nigeria. The future appears very bright for the bank: its diversification plans and an opportunity to participate in the government’s newly-developed micro-finance scheme are a sure indication of a growth spurt. The case discusses the challenges and opportunities faced by the management of the bank, especially the chief executive officer in restoring the organisation to its original focus as conceived by the promoters of the bank. It also underscores the importance of people management through leadership and human resource management (HRM) systems in propelling and sustaining organisational growth. Participants have an opportunity to assess the adequacy of the bank‘s newly-established HRM systems for the achievement of its twin objectives of enduring growth through diversification as well as the preservation of organisational values. This case is a multi-dimensional case that could be useful in teaching leadership, human resource management, ethics, and customer-centricity. The teaching objectives are to: (1) identify and evaluate the leadership qualities and styles that have a lasting impact on a Source: ecch
Case Author(s): Clyman, Dana R.; Frey, Sherwood C. Jr. Darden ID: UVA-QA-0604 Published: 12/16/2002 Revised: 2/23/2005 Copyright Year: 2002 Subject Area: Quantitative Analysis Keywords: recruiting Abstract: His position in the game of recruiting for Chris Carter, a principal at Haggerty Associates in Washington, DC seems dismal, with four rejects and two outstanding offers. Calls from several senior project directors have increased the pressure. This case focuses on Carter’s thoughts before an appointment with a MBA student to discuss one of the offers still in play. Carter knows that his company‘s offer is low. But he also knows there is nothing he can do about it.
Case Author(s): Clyman, Dana R.; Frey, Sherwood C. Jr. Darden ID: UVA-QA-0604 Published: 12/16/2002 Revised: 2/23/2005 Copyright Year: 2002 Subject Area: Quantitative Analysis Keywords: recruiting Abstract: His position in the game of recruiting for Chris Carter, a principal at Haggerty Associates in Washington, DC seems dismal, with four rejects and two outstanding offers. Calls from several senior project directors have increased the pressure. This case focuses on Carter’s thoughts before an appointment with a MBA student to discuss one of the offers still in play. Carter knows that his company‘s offer is low. But he also knows there is nothing he can do about it.
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Revision Date: 05/15/2008 Product Type: Case (Field) HBS Number: 308075 Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Supplementary Materials: Supplement, (308076), 2p, by Lynn Sharp Paine; Supplement, (308077), 7p, by Lynn Sharp Paine Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Revision Date: 01/17/2008 Product Type: Case (Field) HBS Number: 9-308-075 Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Supplementary Materials: Supplement, (9-308-076), 2p, by Lynn Sharp Paine; Supplement, (9-308-077), 7p, by Lynn Sharp Paine Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Revision Date: 01/17/2008 Product Type: Case (Field) HBS Number: 9-308-075 Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Supplementary Materials: Supplement, (9-308-076), 2p, by Lynn Sharp Paine; Supplement, (9-308-077), 7p, by Lynn Sharp Paine Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Revision Date: 01/17/2008 Product Type: Case (Field) HBS Number: 9-308-075 Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Supplementary Materials: Supplement, (9-308-076), 2p, by Lynn Sharp Paine; Supplement, (9-308-077), 7p, by Lynn Sharp Paine Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Revision Date: 05/15/2008 Product Type: Case (Field) HBS Number: 308075 Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Supplementary Materials: Supplement, (308076), 2p, by Lynn Sharp Paine; Supplement, (308077), 7p, by Lynn Sharp Paine Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Revision Date: 05/14/2008 Product Type: Supplement HBS Number: 308076 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (308075) Haier Hefei Electronics Co. (A); (308077) Haier Hefei Electronics Co. (C).
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Product Type: Supplement HBS Number: 9-308-076 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-308-075) Haier Hefei Electronics Co. (A); (9-308-077) Haier Hefei Electronics Co. (C).
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Revision Date: 05/14/2008 Product Type: Supplement HBS Number: 308077 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (308075) Haier Hefei Electronics Co. (A); (308076) Haier Hefei Electronics Co. (B).
Case Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Product Type: Supplement HBS Number: 9-308-077 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-308-075) Haier Hefei Electronics Co. (A); (9-308-076) Haier Hefei Electronics Co. (B).
Case Author(s): Ghemawat, Pankaj; Hout, Thomas M. Publication Date: 02/15/2005 Revision Date: 02/05/2009 Product Type: Case (Library) HBS Number: 705475 Geographic Setting: China Industry Setting: Appliance industry Number of Employees: 35,000 Gross Revenues: $10 billion Event Year Start: 2003 Event Year End: 2004 Subjects: Appliances; Brands; Cost analysis; Globalization; Logistics; Market entry; Plant location Academic Discipline: Competitive strategy Product Description: Haier, the first Chinese consumer durable brand in the United States, succeeded in the compact refrigerator, freezer, and air conditioner markets and then built a U.S. factory to enter the full-size market. Issues include the value of a local entrepreneur to the Asian manufacturer entering the United States; brand building and price positioning; the sourcing location decision trade-off between production costs and logistics costs; the role of change in the U.S. appliance distribution channels; global and regional competitive analysis; the response of U.S. competitors to the global sourcing evolution; and the time horizons of Chinese company management.
Case Author(s): Ghemawat, Pankaj; Hout, Thomas M. Publication Date: 02/15/2005 Revision Date: 11/20/2006 Product Type: Case (Library) HBS Number: 9-705-475 Geographic Setting: China Industry Setting: Appliance industry Number of Employees: 35,000 Gross Revenues: $10 billion Event Year Start: 2003 Event Year End: 2004 Subjects: Appliances; Brands; Cost analysis; Globalization; Logistics; Market entry; Plant location Academic Discipline: Competitive strategy Product Description: Haier, the first Chinese consumer durable brand in the United States, succeeded in the compact refrigerator, freezer, and air conditioner markets and then built a U.S. factory to enter the full-size market. Issues include the value of a local entrepreneur to the Asian manufacturer entering the United States; brand building and price positioning; the sourcing location decision trade-off between production costs and logistics costs; the role of change in the U.S. appliance distribution channels; global and regional competitive analysis; the response of U.S. competitors to the global sourcing evolution; and the time horizons of Chinese company management.
Case Author(s): Palepu, Krishna; Khanna, Tarun; Vargas, Ingrid Publication Date: 10/17/2005 Revision Date: 08/25/2006 Product Type: Case (Field) HBS Number: 9-706-401 Geographic Setting: China Industry Setting: Appliance industry Number of Employees: 30,000 Gross Revenues: $12 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Brands; Competition; Expansion; Global economy; International operations; Strategy Academic Discipline: Competitive strategy Product Description: In 2005, Haier, China’s leading appliance manufacturer, had over $12 billion in worldwide sales and was the third-ranked global appliance brand behind Whirlpool and GE. Describes Haier‘s rise from a defunct refrigerator factory in China's Qingdao province to an international player with nearly $4 billion in overseas sales. Haier had followed a nontraditional expansion strategy of entering the developed markets of Europe and the United States as a niche player before venturing into neighboring Asian markets. Facing intense competition and price wars in the domestic market, in 2005 Haier was redoubling its efforts to build a globally recognized brand. Could Haier complete with the likes of Whirlpool and GE in their home market? Could Haier successfully defend against Chinese and multinational challengers in China while building a brand overseas?
Case Erskine JA; Davies S A junior associate in a large law firm has been offered a promotion - an excellent opportunity but one that will require an even stronger commitment to her job. She must make her decision in a short period of time, and must consider timecommitments, sacrifices, balancing work and home lives, and the stress placed on her marriage. In addition, she must consider how to manage the unrealistic expectations of her superiors. Ivey Number: 9B00D010 Publication Date: 6/7/2000 Revision Date: 19/12/2001 Geographic Setting: Canada Industry Setting: Legal Services Company Size: Small organization Event Year Start: 2000 Subjects: Family-Work Interaction, Personal Values, Career Planning, Professional Firms Functional Area: Production/Operations Management
(Pulled per Anne Stevens) Case Author(s): Scott, Thomas; Short, Marc; Fairchild, Gregory B.; Darden ID: UVA-ENT-0035 Published: 7/7/2004 Copyright Year: 2004 Subject Area: Entrepreneurship and Innovation Keywords: Private equity retailing discount retailing negotiation family business Abstract: This case involves the decision-making process of single price discount store Dollar Tree in considering taking on Saunders Karp, a private equity firm, as an investor and partner. The case requires students to perform a cursory valuation analysis, negotiate with counterparts from the Saunders Karp team, and make recommendation.
Case Author(s): Hamilton, Stewart Publication Date: 01/01/2001 Revision Date: 02/21/2003 Product Type: Case (Field) Publisher: IMD — International Institute for Management Development Product Description: Hajdu-Bet, the largest private poultry producer and distributor in Hungary, was seeking to expand and had approached the investment committee of a major venture capital company. The company had recently raised a fund to invest in opportunities in the former central and eastern European countries and was keen to find suitable candidates. Though Hajdu-Bet showed promise, the company was not prepared to compromise on the standards required of any new investment and decided to carry out a detailed assessment of Hajdu-Bet. As the members of the investment committee considered the results of the various investigations, they had to decide whether to proceed with the investment and, if so, on what terms and conditions. Alternatively, they could demand additional information, conscious that a further delay might lose them the opportunity. HBS Number: IMD094 Geographic Setting: Central Europe, HungaryIndustry Setting: food, poultryGross Revenues: $200 million revenues Event Year Start: 1996Event Year End: 1999 Subjects: Accounting; Emerging markets; Europe; Expansion; Food; Investments; Venture capital Academic Discipline: Finance Supplementary Materials: Teaching Note, (IMD095), 13p, by Stewart Hamilton, Inna Francis
Case Meyer, Kathleen; Wattenberg, Laura Hal Rosenbluth joined his family’s 100-year-old travel agency just as the industry was on the brink of transformation by airline deregulation and computer technology. Excited by the potential of the new travel environment, Rosenbluth m HBS Number: 9-996-043 Type: Case (Field) Publication Date: 3/1/1996 Geographic Setting: Philadelphia, PA Number of Employees: 3,500 Gross Revenues: $30 million revenues Event Year Start: 1974 Event Year End: 1995 Subjects: Corporate culture; Customer service; Deregulation; Ethics; Leadership; Management philosophy; Social enterprise Supplementary Materials: Supplement (Field), (9-996-044), 2p, by Kathleen Meyer, Laura Wattenberg; Teaching Note, (5-996-045), 4p, by Kathleen Meyer, Laura Wattenberg; Case Video, (9-996-546), 5 min, by Kathleen Meyer, Laura Wattenberg Publisher: Publisher:Business Enterprise Trust
Case Author(s): Martinez-Jerez, F. Asis; de Albornoz , Rosario M. Publication Date: 11/02/2004 Revision Date: 06/08/2006 Product Type: Case (Field) Product Description: Florentino Perez, the president of Real Madrid, a leading European soccer team, is preparing for a press conference in which he will be asked about his plans for the coming season. Economic success and some sports mishaps during the prior season represent the scenario in which planning decisions are made. HBS Number: 9-105-013 Geographic Setting: Spain Industry Setting: Soccer Number of Employees: 400 Gross Revenues: $260 million eurodollars revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Budgeting; Market analysis; Sports; Strategic planning; Strategy implementation; Systems analysis Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-106-072), 26p, by F. Asis Martinez-Jerez
Case Author(s): Godes, David B. Publication Date: 06/08/2005 Revision Date: 11/30/2005 Product Type: Case (Field) Product Description: Highlights how word-of-mouth is crucial in the acquisition of new customers. Specifically, it shows the existence of both internal (to the firm) and external markets for customer leads. HBS Number: 9-505-005 Geographic Setting: Boston, MA Industry Setting: Legal services Number of Employees: 1,000 Gross Revenues: $300 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Professional services; Sales compensation; Sales management; Social networks; Word-of-mouth Academic Discipline: Marketing Supplementary Materials: Supplement (Field), (9-505-070), 4p, by David B. Godes
Case Author(s): Godes, David B. Publication Date: 06/08/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-505-005) Hale and Dorr (A). HBS Number: 9-505-070 Subjects: Customer relationship management; Professional services; Sales compensation; Sales management; Social networks; Word-of-mouth Academic Discipline: Marketing
Case Author(s): McNichols, Maureen; Tayan, Brian Publication Date: 05/18/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: A187 Geographic Setting: United States Industry Setting: Petroleum industry Subjects: Accounting; Disclosure; Finance Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (A187TN), 6p, by Maureen McNichols, Brian Tayan Product Description: In July 2002, a legal watchdog group, Judicial Watch, announced that it was suing Halliburton Company for overstating revenues during the period 1998 to 2001. The group’s contention was that Halliburton used fraudulent accounting practices to boost revenues and hide a deteriorating financial position from investors. Specifically, the lawsuit centered around the way the company recognized claims recoveries on long-term construction projects. Prior to 1998, the company‘s policy was to book cost overrun expenses as soon as they occurred, but not to book claims recoveries as revenue until the repayment amount was agreed to with the client. In 1998, the company changed policies to begin estimating future recoveries and recognizing them in the same period that overrun expenses were realized. The company, which had been suffering from a recent slowdown in business and large litigation losses from asbestos lawsuits, claimed that its accounting practices were permitted under generally accepted accounting principals (GAAP). Judicial Watch, however, claimed the accounting policy inflated revenues over the four-year period by as much as $534 million. This case focuses on the accounting issues and disclosure policy of the company during the 1998 to 2001 period. Readers of the case are asked to assess whether the company's policies and decisions were appropriate in the relevant areas of accounting and disclosure.
Article Author(s): Chow, Linda H. Publication Date: 01/15/2007 Product Type: Balanced Scorecard Report Article HBS Number: B0701B Subjects: Balanced scorecard; Champions; Executives; Implementation; Leadership; Organizational architecture; Strategy execution; Transformations Academic Discipline: Organizational behavior & leadership Product Description: It’s axiomatic: a successful scorecard-led strategy transformation requires the unwavering support of top leaders. But once the transformation is accomplished, what happens when the champion-in-chief leaves the organization? Has the organization paved the way to institutionalizing its disciplined strategy execution process? BSR invited a handful of executives from BSC Hall of Fame organizations to answer these questions.
Case Author(s): Shapiro, Roy D. Publication Date: 12/10/1982 Revision Date: 05/02/2006 Product Type: Case (Field) Product Description: Two competitors in the Northeast steel service center industry have made very different choices with regards to logistics and operating strategy. One distributes from a large central location; the other operates seven widely scattered warehouses. Students can diagnose and discuss the significant impacts of these choices, especially in an economic downturn. HBS Number: 9-683-062 Geographic Setting: East Coast Industry Setting: Steel industry Company Size: mid-size Gross Revenues: $80 million sales Event Year Start: 1982 Event Year End: 1982 Subjects: Centralization; Inventory management; Location of industry; Logistics; Transportation; Warehousing Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-600-031), 25p, by Roy D. Shapiro
Teaching Note For use with 9-683-062 HBS Number: 5-600-031 Subjects: Centralization; Inventory management; Location of industry; Logistics; Steel; Transportation; Warehousing
Case Author(s): Bruns, William J., Jr. Publication Date: 03/08/2007 Product Type: Case (Gen Exp) HBS Number: 9-107-060 Geographic Setting: Chicago, IL Industry Setting: Jewelry industry; Retail industry Gross Revenues: $10.7 million revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Accounting; Breakeven analysis; Cost analysis; Costs; Fixed costs; Marketing management; Retail stores Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-107-069), 9p, by William J. Bruns Jr. Product Description: A retail jeweler has relocated to a larger store and is experiencing losses for the first time. Sales and costs have increased along with the breakeven point. Changes in pricing and promotion must be explored. Alternative actions to return to profitability can be considered.
Case Brooks, M R — Dalhousie University Distributor: ecch (www.ecch.com) Reference: 399-169-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1999 Geo location: Canada Industry: Port Size: 250 employees Timing: 1996 Topics: Strategic planning; Business and government; Transportation management Abstract: Halterm, one of two container terminals located in Halifax, Canada, is in competition with another terminal in Halifax, and more broadly with terminals in New York, Norfolk and Montreal. The case focuses on a new CEO’s need to develop a strategic plan in the face of a significant threat of loss of business by key customers and the need for new capital investment arising from the significant shift to larger vessels. The case focuses in a tertiary demand infrastructure-based industrial service industry in a rapidly changing global business environment. Moreover, the company has two parents that are seeking a vision from a new CEO. It may therefore be used in strategy formulation courses, transportation management courses, or courses on business-government relations to explore the paths companies may take in securing government support to compete against politically-advantaged international competitors.
Case (Field) Author(s): Carol Prahinski; Ying Fan Ivey ID: 9B07D009 Publication Date: 6/4/2007 Revision Date: 5/23/2007 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Stakeholder Analysis; Sustainable Development; Capacity Analysis; Cost/Benefit Analysis Major Disciplines: Production and Operations Management Product Description: The operations manager at Halton Recycling was becoming increasingly dissatisfied with the inefficiency caused by its three-streamed recycling system. City Hall aimed to increase the current 35 per cent waste diversion rate to the provincial goal of 60 per cent within three years. The operations manager wondered if the single-stream operation would contribute to a cost reduction and an efficiency improvement, providing the company with significant competitive advantages by the time of the contract renewal later that year.
Case Huber, H — AUDENCIA Nantes Ecole de Management Distributor: ecch (www.ecch.com) Reference: 303-224-1 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 2003 Geo location: Switzerland Industry: Bottling machinery Size: 10,000 employees Timing: 2001-2002 Topics: Mergers and acquisitions; Firm repositioning; Investment allocation; Synergy effects; Post-merger integration; Post-merger risks Abstract: A Swiss conglomerate decides to abort its previous diversification strategy into unrelated businesses. The firm’s existing divisional structure as well as their profitability are shown. In a strategic turnaround, the company decides to concentrate on one business only: the filling and packaging of food and beverages. In order to implement this new direction for the company, a new CEO is appointed. The target industry is succinctly presented using notions of competitive analysis, with a segment promising high growth rates identified. The case continues to enumerate the series of acquisitions the company had planned or already undertaken to improve its competitive position within the packing sector, especially focusing on filling beverages using plastics containers. An overview of the acquisition process in general is given and in particular, the acquisition of a medium-sized filling specialist is highlighted. A technical note ‘Technical Note on Bottling with Plastics' (303-224-6) is available to accompany this case.
Teaching Note For use with 9-898-161 HBS Number: 5-801-140 Subjects: Acquisitions; California Research Center; Corporate culture; Entrepreneurship; Growth strategy; Investment banking; Professional services; Recruitment
Case DeLong, Thomas J.; Tempest, Nicole Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non HBS Number: 9-898-161 Type: Case (Field) Publication Date: 4/15/1998 Revision Date: 11/18/1999 Geographic Setting: San Francisco, CA Industry Setting: investment banking Number of Employees: 823 Gross Revenues: $346 million revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Acquisitions; California Research Center; Corporate culture; Entrepreneurship; Growth strategy; Investment banking; Professional services; Recruitment Supplementary Materials: Supplement (Field), (9-800-214), 4p, by Thomas J. DeLong, Nicole Tempest
Case DeLong, Thomas J.; Tempest, Nicole Supplements the (A) case. Must be used with: (9-898-161) Hambrecht & Quist. HBS Number: 9-800-214 Type: Supplement (Field) Publication Date: 1/13/2000 Revision Date: 2/14/2000 Subjects: Acquisitions; California Research Center; Corporate culture; Entrepreneurship; Growth strategy; Investment banking; Professional services; Recruitment
Teaching Note For use with 9-800-214 HBS Number: 5-801-140 Subjects: Acquisitions; California Research Center; Corporate culture; Entrepreneurship; Growth strategy; Investment banking; Professional services; Recruitment
Case Author(s): McCormick S; Grasby EMA Description: Hamburger Haven is a large fast food franchise with locations around the world. The vice-president and chief financial officer of the parent company must decide what to do with one of the company-owned restaurants. Although this restaurant wasunprofitable, he wondered whether the company would be worse off financially if it closed the restaurant and absorbed all on-going financial obligations. The vice-president must evaluate the situation before making a recommendation at the nextmeeting with the chief executive officer. Ivey Number: 9B03M045 Publication Date: 8/6/2003 Revision Date: 2/3/2004 Geographic Setting: United States Industry Setting: Eating and Drinking Places Company Size: Medium organization Event Year Start: 2002 Subjects: Strategic Planning; Return on Investment; Franchising; Cash Flow Level of Difficulty: Introductory Functional Area: General Management
Case Arnkil, R Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 305-329-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: Finland Industry: Public sector, local governments Topics: Local governments; Management; Network context; Network evolution; Managerial challenges Abstract: The case consists of two levels. First, the network level is dealt with; the International Cities of Tomorrow Network, operating from 1996 until 2003 and sponsored by the Bertelsmann Foundation of Germany. In the network there were cities from Europe, United States, Canada, New Zealand and Japan. This level provides a possibility to explore management in a learning network context. The case follows the different stages of the evolution of the network and points out the main learning lessons. The second level of the case is on the single local government level, exemplified by one of the network participants, the City of Hameenlinna, Finland. This level of the case provides a possibility to explore current management challenges on a more concrete and local context.
Case Simons, Robert L.; Davila, Antonio Provides a vehicle for students to evaluate risk management in the fast-paced mutual funds industry. A new risk manager has been hired to install new management controls and procedures. A series of decisions will determine how much business and franchise risk the business will assume. HBS Number: 9-198-089 Type: Case (Field) Publication Date: 4/15/1998 Revision Date: 11/3/1999 Geographic Setting: United States Subjects: Control systems; Financial services; Franchising; Mutual funds; Performance measurement; Risk management; Strategy implementation Supplementary Materials: Teaching Note, (5-199-059), 9p, by Robert L. Simons, Antonio Davila
Case Author(s): Malhotra, Deepak Publication Date: 01/03/2005 Product Type: Exercise Product Description: Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton. Must be used with: (9-905-053) Hamilton Real Estate: Confidential Role Information for the Executive VP of Pearl Investments (SELLER). HBS Number: 9-905-052 Industry Setting: real estate Subjects: Contracts; Ethics; Negotiations; Real estate Academic Discipline: General management
Case Author(s): Malhotra, Deepak Publication Date: 01/03/2005 Product Type: Exercise Product Description: Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton. Must be used with: (9-905-052) Hamilton Real Estate: Confidential Role Information for the CEO of Estate One (BUYER). HBS Number: 9-905-053 >Subjects: Contracts; Ethics; Negotiations; Real estate Academic Discipline: General management
Case John A Seeger, John H Friar, Raymond M KinnuenMargaret Hamilton has developed the ultimate tool for designing systems and software. HTI’s prospects are among the world‘s largest companies, but actual sales are small. For 7 years her company has “run lean,” with staff taking their pay in stocks instead of in cash. How can Hamilton capitalize on the opportunity she has worked so hard to earn? 1994 Source: North American Case Research Association, Case Research Journal, Fall 1994, Vol. 14, Issue 4. Courses: Accounting Information Systems; Entrepreneurship; Marketing Management Topics:
Case Sahlman, William A.; Klein, Norman The protagonists must decide whether to invest in an auto emissions testing company as the first investment in the leveraged buyout fund they recently formed. Issues of how to raise the needed equity capital and how to structure the acquisition are emphasized. HBS Number: 9-295-017 Type: Case (Field) Publication Date: 9/15/1994 Geographic Setting: United States Industry Setting: environmental testing Company Size: start-up Gross Revenues: $34 million revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Acquisitions; Automotive supplies; Entrepreneurial finance; Environmental protection; Leveraged buyouts; Venture capital
Case (Field) Author(s): John S. Haywood-Farmer; Amanda Clark Ivey ID: 9A94D018 Publication Date: 9/2/1994 Revision Date: 8/7/2002 Product Type: Case (Field) Teaching Note: 8A94D18 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Medium Year of Event: 1993 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Supplier Relations; Inventory Planning/Control; Manufacturing Strategy; Materials Management Major Disciplines: Production and Operations Management Product Description: The plant manager of Hammond Manufacturing’s Guelph, Ontario transformer plant was concerned about problems with the delivery of enclosures from a sister plant ten kilometres away. These problems reduced the company‘s ability to compete for business by delaying production and shipments to customers. Both plant managers wanted to reduce not only the frequency of late deliveries, stockouts, and backorders, but also the level of frustration between their two plants. Students have to identify the source of these problems and propose a reasonable course of action to deal with them.
Case Author(s): Mullins, David W., Jr. Publication Date: 04/01/1980 Revision Date: 12/03/1991 Product Type: Case (Gen Exp) HBS Number: 9-280-103 Geographic Setting: St. Louis, MO Industry Setting: Machine tool industry Company Size: small Gross Revenues: $20 million sales Event Year Start: 1980 Event Year End: 1980 Subjects: Budgeting; Commercial credit; Loan evaluation; Pro forma financial statements; Tools Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-292-052), 6p, by Thomas R. Piper Product Description: A bank lending officer must decide whether to extend and increase a loan to a small machine tool company. Case provides sufficient data for preparation of cash budgets and pro forma financial statements in order to analyze the lending officer’s problem. Other issues that can be addressed include the impact of stock repurchase, dividends, advanced payments by customers, as well as general sensitivity analysis.
Case Author(s): Mullins, David W., Jr. Publication Date: 04/01/1980 Revision Date: 12/03/1991 Product Type: Case (Gen Exp) HBS Number: 9-280-103 Geographic Setting: St. Louis, MO Industry Setting: Machine tool industry Company Size: small Gross Revenues: $20 million sales Event Year Start: 1980 Event Year End: 1980 Subjects: Budgeting; Commercial credit; Loan evaluation; Pro forma financial statements; Tools Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-292-052), 6p, by Thomas R. Piper Product Description: A bank lending officer must decide whether to extend and increase a loan to a small machine tool company. Case provides sufficient data for preparation of cash budgets and pro forma financial statements in order to analyze the lending officer’s problem. Other issues that can be addressed include the impact of stock repurchase, dividends, advanced payments by customers, as well as general sensitivity analysis.
Case Author(s): Mullins, David W., Jr. Publication Date: 04/01/1980 Revision Date: 12/03/1991 Product Type: Case (Gen Exp) HBS Number: 9-280-103 Geographic Setting: St. Louis, MO Industry Setting: Machine tool industry Company Size: small Gross Revenues: $20 million sales Event Year Start: 1980 Event Year End: 1980 Subjects: Budgeting; Commercial credit; Loan evaluation; Pro forma financial statements; Tools Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-292-052), 6p, by Thomas R. Piper Product Description: A bank lending officer must decide whether to extend and increase a loan to a small machine tool company. Case provides sufficient data for preparation of cash budgets and pro forma financial statements in order to analyze the lending officer’s problem. Other issues that can be addressed include the impact of stock repurchase, dividends, advanced payments by customers, as well as general sensitivity analysis.
Teaching Note For use with 9-280-103 HBS Number: 5-292-052 Subjects: Budgeting; Commercial credit; Loan evaluation; Pro forma financial statements; Securities markets; Tools
Case Author(s): Narayanan, V. G.; Raman, Ananth Publication Date: 03/01/1998 Revision Date: 08/30/2002 Product Type: Case (Field) HBS Number: 9-698-053 Geographic Setting: United States Industry Setting: Publishing industry Subjects: Distribution channels; Inventory management; Newspapers; Suppliers Academic Discipline: Operations management Product Description: Presents a series of problems that face a newspaper publisher, including inventory level, effort level, subsidy for unsold inventory, and commission for sales. Each problem is accompanied by one or more spreadsheets. Students must make various operational decisions. Learning Objective: Explores the relatinship among channel incentives, allocation of decision rights, and channel performance.
Case Author(s): Kennedy, Robert E.; Irwin, Brian P. Publication Date: 10/08/1999 Revision Date: 09/28/2000 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-799-084) The Han Young Labor Dispute (A). HBS Number: 9-700-018 Subjects: Automotive supplies; Business government relations; Emerging markets; International relations; Labor relations; Mexico; Trade agreements Academic Discipline: Business & government
Case Author(s): Kennedy, Robert E.; Irwin, Brian P. Publication Date: 10/25/1999 Revision Date: 09/28/2000 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-799-084) The Han Young Labor Dispute (A). HBS Number: 9-700-019 Subjects: Automotive supplies; Business government relations; Emerging markets; International relations; Labor relations; Mexico; Trade agreements Academic Discipline: Business & government
Case Author(s): Davis, John A.; Crane, Dwight B.; Mulderry, Kelly M. Publication Date: 09/24/2004 Revision Date: 06/02/2005 Product Type: Case (Field) Product Description: After inheriting the leadership of their family’s land and lumber companies, Matt and Kevin Hancock struggled with how to revise their internally focused governance system. HBS Number: 9-805-056 Geographic Setting: Casco, ME Industry Setting: land and lumber Event Year Start: 2001 Event Year End: 2001 Subjects: Board of directors; Corporate governance; Family owned businesses; Forest products Academic Discipline: Entrepreneurship Supplementary Materials: Supplement (Field), (9-805-096), 5p, by John A. Davis, Dwight B. Crane, Kelly M. Mulderry; Supplement (Field), (9-805-097), 7p, by John A. Davis, Dwight B. Crane, Kelly M. Mulderry
Case Author(s): Davis, John A.; Crane, Dwight B.; Mulderry, Kelly M. Publication Date: 01/14/2005 Revision Date: 06/02/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-805-056) Hancock Land Co. and Hancock Lumber Co. (A). HBS Number: 9-805-096 Subjects: Board of directors; Corporate governance; Family owned businesses; Forest products Academic Discipline: Entrepreneurship
Case Author(s): Davis, John A.; Crane, Dwight B.; Mulderry, Kelly M. Publication Date: 01/20/2005 Revision Date: 06/02/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-805-056) Hancock Land Co. and Hancock Lumber Co. (A). HBS Number: 9-805-097 Industry Setting: Forest products industry Subjects: Corporate governance; Family owned businesses Academic Discipline: Entrepreneurship
Case Lerpold, L — Stockholm School of Economics Barkema, H — Rotterdam School of Management, Erasmus University, ICCL Sjoman, A — Springtime AB Distributor: ecch (www.ecch.com) Reference: 308-412-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: India Industry: Aid / microfinance Size: 22,500 employees Timing: 2008 Topics: Microfinance; Aid industry; NGO; Organisational change; Innovation; Cross cultural management; Sustainability; India Abstract: Hand in Hand is a multinational NGO (non-governmental organisation) working with microfinance and poverty alleviation and is led by the former executive of ABB and Astra Zeneca, Percy Barnevik. The NGO has grown rapidly and over 304,000 women organised in 21,000 self-help groups have started or expanded some 185,000 micro enterprises and 800 medium sized enterprises in India since 1998. Hand in Hand’s model has recently been exported to Afghanistan and South Africa, a project in Brazil was to start in 2008, and discussions were taking place in China and Vietnam. The case study illustrates the strategic and organisational challenges faced by a rapidly growing organisation within the aid industry. The case also poses the cross-cultural challenges associated with transferring the model to other countries. Finally, the case draws on the economic and social sustainability issues discussed within the aid industry such as ‘mission drift'. This case gives participants the possibility of exploring: (1) the challenges and changes in the microfinance industry; (2) the challenges associated with a rapidly growing organisation in multiple cultural settings; and (3) economic and social sustainability.
Case Gary R. Wells, William E. Stratton Source: The Society for Case Research, Annual Advances 1997, Copyright 1998. Topics: Business and Society; Organizational Behavior
Case Todd E. Himstead, Andrew Libuser, N. Craig SmithIn December 1993, Wal-Mart CEO learned that the store was being sued for negligence as a result of a handgun sale to a mentally ill man who brutally murdered his parents. In the same month, there were also two fatal shootings on Wal-Mart properties. Wal-Mart had a history of refusing to sell “morally questionable products.” It also had a reputation for listening to its customers. Should Wal-Mart continue marketing handguns? Source: North American Case Research Association, Case Research Journal, Vol. 16, Issues 1 & 2, Winter/Spring 1996. Copyright 1997. Courses: Business and Society; Business Ethics; Marketing Topics:
Article Author(s): Susskind, Lawrence Publication Date: 04/01/2005 Product Type: Negotiation Article Product Description: Some business partnerships are more important than others. This is especially true in supply chains, where producers of key components can be irreplaceable. Such relationships require special care and handling. During negotiations with a highly valued partner, negotiators must balance the need to get the lowest price possible and the need to maintain and enhance the alliance. Even if your company is not deeply embedded in a supply chain, you probably face ongoing negotiations with partners whose trust you want to preserve for strategic reasons. Learn five ways in which you should adjust your standard negotiating tactics and strategies when bargaining with strategic partners. HBS Number: N0504A Subjects: Negotiations; Partnerships; Risk management; Strategic alliances; Strategic planning Academic Discipline: Negotiations
Case Author(s): Hammond, Janice; Dolan, Kevin Publication Date: 04/14/2005 Product Type: Case (Field) Product Description: Describes the organization and operations of the Handleman Co., an intermediary in the music industry that buys recorded music and resells it to mass retailers such as Wal-Mart. The company provides distribution, inventory management, retail merchandising, and category management to its retail customers. It differentiates itself by keeping track of trends in the music industry and ensuring that the trends in music popularity translate to the appropriate assortments in each retail store. Recounts the changes that Handleman has made in organizational structure, processes, and system to support its business. Describes the challenges facing the president of the entertainment division in light of increasing product proliferation, price pressure, the need for growth, and the advent of online music. HBS Number: 9-605-024 Number of Employees: 2,300 Gross Revenues: $1.2 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Business marketing; Demand analysis; Distribution; Entertainment industry; Inventory management; Retailing; Supply chain; Wholesaling Academic Discipline: Operations management
Article Author(s): Johnson, Lauren Keller Publication Date: 09/15/2003 Product Type: Balanced Scorecard Report Article Product Description: Handleman Co. distributes CDs to mass merchants worldwide as well as its own home-video label offerings. Aware of new pressures in the entertainment industry, CEO Stephen Strome decided to adopt the Balanced Scorecard to sharpen strategic focus throughout the organization. Read this interview with Strome to find out about his accelerated implementation plan. HBS Number: B0309C Subjects: Balanced scorecard; Distribution; Entertainment industry; Organizational management; Strategic planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy
Article Publication Date: 04/01/2000 Product Type: Harvard Management Communication Letter Article Product Description: Interpersonal conflicts are common in today’s team environment. HMCL offers some tips for recognizing and dealing with difficult personality types. HBS Number: C0004F Subjects: Conflict; Interpersonal relations; Personal strategy & style; Teams Academic Discipline: Organizational behavior & leadership
Article Publication Date: 02/01/1999 Product Type: Harvard Management Communication Letter Article Product Description: For many speakers, the most frightening part of the presentation is the question and answer period at the end. While some thrive on the improvisatory challenge, others fear the nightmare possibilities. The most important thing to remember is that presentations belong to their audiences. A successful Q&A session depends on good listening, a multi-level process which includes feedback, paraphrasing, clarification, empathy, and active listening. This article includes a sidebar entitled "Are you a good listener?" HBS Number: C9902C Subjects: Communication; Management communication; Personal strategy & style; Presentations Academic Discipline: Organizational behavior & leadership
Article Author(s): Krattenmaker, Tom; Bierck, Richard Publication Date: 03/01/2000 Product Type: Harvard Management Communication Letter Article Product Description: Sensitive media interviews are no place for an amateur. Successful interaction with journalists requires preparation, a good dose of caution and on-the-spot wiles, and possibly some coaching by a media relations professional. HMCL went to media relations professionals for guidelines on handling the difficult media interview. Includes a sidebar entitled "How to Handle a Media Crisis," which explores Coca-Cola’s mishandling of a recent media crisis. HBS Number: C0003E Subjects: Communication; Interviews; Media relations; Public opinion; Public relations; Publicity Academic Discipline: Organizational behavior & leadership
Case Henderson, J C — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 597-042-1 Language: English Category: Marketing Data source: Published sources Product Year: 1997 Geo location: South East Asia Industry: Tourism Size: Varied Timing: 1997 Topics: Destination marketing; International tourism; Responding to crises Abstract: The case describes the financial turmoil and environmental pollution which affected South East Asia in 1997 and the implications for tourism, especially for National Tourist Organisations. It summarises the decline in visitor arrivals and the response of the official agencies to the challenges created by the adverse circumstances, raising questions about the ability of such offices to cope with the demands made upon them and the effectiveness of their strategies. The focus is on Indonesia, Malaysia and Singapore as the countries most affected by the crisis. The material is suitable for students on undergraduate travel and tourism courses, affording an insight into the work of public sector tourism agencies and designed for seminar discussion on their roles and responsibilities, the relationship between tourism and the external environment and issues of destination marketing.
Article Author(s): Subramanian, Guhan Publication Date: 10/01/2005 Product Type: Negotiation Article Product Description: A threat often lurks in the background of negotiations between a potential buyer and seller: one or both parties might decide to shop around for a better deal. How can you protect your deal against unwanted interference from a third party? In other words, how should you negotiate exclusivity? Exclusivity is a fluid concept in negotiation, sometimes benefiting the buyer, sometimes the seller, and sometimes both buyer and seller. Typically, the party who has the less unique asset must worry more about a “deal jumper,” or third-party interloper. Negotiating for exclusivity can help ward off a deal jumper and, in many cases, can mark the difference between a deal and no deal. Learn the three ways to achieve exclusivity while your negotiations are underway. HBS Number: N0510C Subjects: Buy or make decisions; Competitive bidding; Negotiations; Strategic planning Academic Discipline: Negotiations
Case Author(s): Hart, Myra M.; Rotelli, Mary Teichert Publication Date: 10/13/2000 Revision Date: 11/02/2000 Product Type: Color Case HBS Number: 801112 Geographic Setting: Mountain View, CA Industry Setting: Software industry Company Size: start-up Number of Employees: 300 Event Year Start: 2000 Event Year End: 2000 Subjects: Entrepreneurial finance; Entrepreneurship; IPO; Valuation Academic Discipline: Entrepreneurship Product Description: Donna Dubinsky and Jeff Hawkins, founders of Palm Computing, have launched a new venture — Handspring. They are preparing for an IPO in the spring of 2000. When the markets begin to collapse and their investment bankers suggest a significantly lower price, they must decide among financing alternatives. Includes color exhibits.
Case Hart, Myra; Rotelli, Mary Teicher Donna Dubinsky and Jeff Hawkins, founders of Palm Computing, have launched a new venture — Handspring. They are preparing for an IPO in the spring of 2000. Then the markets begin to collapse and their investment bankers suggest a significantly lower price. HBS Number: 9-801-112 Type: Case (Field) Publication Date: 11/2/2000 Geographic Setting: Mountain View, CA Industry Setting: hand-held computer hardware/software Gross Revenues: startup Subjects: Computer industry, Entrepreneurial finance, Entrepreneurship, Finance, High technology, IPO, Manufacturing industry, Silicon Valley, Valuation.
Case Author(s): Glynn, John; Spitzer, Joshua Publication Date: 01/18/2005 Product Type: Case (Field) Publisher: Stanford University Product Description: Follows Jeff Hawkins, Donna Dubinsky, and, later, Ed Colligan from the founding of Palm, Inc., through the founding of Handspring, to the point that Handspring and Palm began considering a merger. Examines the conditions that drove the two rival companies toward a merger. In a relatively stagnant market for personal technology, Handspring lacked the financial resources to launch its next-generation product, the Treo 600; meanwhile, Palm’s market position was threatened by a lack of breakthrough product innovation and viable growth plans. From the date of its founding, Handspring nurtured a rivalry with its chief competitor, Palm, Inc. By early 2003, Palm, Inc. had stabilized its business, while Handspring found itself in a dire financial situation. Handspring pursued two financing alternatives: a PIPE and a merger with Palm — engendering two different operating states for the company. The board of directors and management team were fairly evenly split between the two deals, each of which involved uncertainty. HBS Number: E189 Geographic Setting: Silicon Valley Industry Setting: Consumer electronics Subjects: Entrepreneurship; Mergers & Acquisitions; Spinoffs; Valuation; Venture capital Academic Discipline: Finance Supplementary Materials: Teaching Note, (E189TN), 14p, by John Glynn, Joshua Spitzer
Case Melissa Schilling; Chad Beaupierre; Scott Bevier; Roberto Ekesi; Vicken Librarikian This case examines Handspring’s decision to phase out its Visor line of personal digital assistants, and focus all development instead on a new smartphone called the Treo. This was a significant decision for the company because a) smartphones required different areas of expertise than PDAs, b) the major cellular phone providers such as Nokia, Ericsson, Motorola, and Kyocera, were aggressively entering the smartphone market, meaning that Handspring would have a new range of big, highly efficient and well established competitors.aaThe decision meant that Handspring would have to develop new competencies, face new competitors, and write off some of the R&D investment it has put into its Springboard technology. Courses: Business Policy/Strategy; Technological Innovation Management Topics: Telecommunications; Competition; Computer industry; Industry analysis; New product development; Repositioning; Technology
Case Rao, B — Polytechnic Institute of New York University (NYU-Poly) Distributor: ecch (www.ecch.com) Reference: 501-016-1 Language: English Category: Marketing Data source: Published sources Product Year: 2001 Geo location: USA Industry: Handheld computers Size: 258 employees Timing: 1998-2001 Topics: High-tech marketing; Strategy; Handheld devices; Competition in the PDA (Personal Digital Assistant) marketplace; Differentiation; Product design; Implementation; Open-source Abstract: This case outlines the emergence of Handspring, Inc and its competitive differentiation strategy in the PDA (Personal Digital Assitant) market. It describes the strategic and marketing challenges faced by the company, and how it formulated a long-term strategy of product innovation. These issues are presented in the backdrop of changing technologies and user needs. The case also describes various competitive threats that the company might face. The primary objective is to help students understand how a coherent product and platform strategy can help a firm to differentiate itself in the marketplace. This case also illustrates how wider technological and industry influences can be viewed either as a threat or opportunity, depending on managerial vision and leadership, tangible and intangible firm resources, marketing and operational execution skills, and the ability to assess changing patterns in the marketplace. This case is primarily written for a graduate class in high-tech marketing and/or strategy.
Case Author(s): Holloway, Charles A.; Feldstein, Janet; Flanagan, Christopher S. Publication Date: 06/20/2001 Product Type: Case (Field) Publisher: Stanford University HBS Number: SM79 Geographic Setting: Mountain View, CA Industry Setting: handheld computing Number of Employees: 250 Gross Revenues: $370 million revenues Event Year Start: 1999 Event Year End: 2001 Subjects: Competitive advantage; Entrepreneurship; Growth strategy; Licensing; Partnerships; Personal computers Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (SM79T), 4p, by Charles A. Holloway, Janet Feldstein, Christopher S. Flanagan Product Description: Introduces Handspring, a manufacturer of handheld devices, and concentrates particularly on the company’s and founders‘ historical and forward-looking relationships. At the time of the case, Handspring is generating approximately $500 million annually in sales and is a leading brand of PDAs. The company founders are Donna Dubinsky, Ed Colligan, and Jeff Hawkins — the “legendary” team that developed Palm Computing's handheld PDA in 1992. The founders look back to their founding and the rationale for striking out on their own from Palm and the lessons learned and different paths followed in this second company founding. Focuses on the creation, valuation, and nurture of Handspring's myriad relationships, including supplier and manufacturer relationships, marketing agreements, and new business partnerships. Teaching Purpose: Introduces students to an experienced management team that has a different set of priorities and needs than a “typical” high-tech founding team of its era. The primary pedagogical purpose of the case — as illustrated through the first, third, and fourth study questions — is to reflect various relationships or partnerships that Handspring Source: Harvard
Teaching Note For use with SM79 HBS Number: SM79T Subjects: Competitive advantage; Entrepreneurship; Growth strategy; Licensing; Partnerships; Personal computers
Article Author(s): Martens, Martin L. Publication Date: 10/01/2005 Product Type: Harvard Business Review Article Product Description: Companies that retain their CEO founders when preparing for IPOs often come out ahead in the long run, says Martin L. Martens at Concordia University. HBS Number: F0510E Geographic Setting: North America Industry Setting: High technology Subjects: CEO; Entrepreneurs; Entrepreneurship; IPO Academic Discipline: Entrepreneurship
Case Author(s): Yu, Julie; McCauley, Marissa; Khan, Shamza Publication Date: 06/07/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Hang Seng Bank is the second-largest locally incorporated bank and the fifth-largest public company in Hong Kong. Due to growing consumer demand, peer pressure, and pressure to improve profits, Hang Seng launched e-banking in August 2000. This case provides a study of why Hang Seng accelerated its online banking strategies, critical issues in its implementation of strategies, and how Hang Seng is differentiating its online banking from that of other banks. Hang Seng has been serving customers throughout Hong Kong since 1933; it has been regarded as a reliable and traditional community bank. Discusses how e-banking is helping Hang Seng to strengthen its new image as a contemporary and progressive bank. The case also presents the issue of how to measure the profitability of online banking and/or technology investment. HBS Number: HKU193 Geographic Setting: Hong KongIndustry Setting: banking Event Year Start: 2000Event Year End: 2001 Subjects: Asia; Banking; Electronic commerce; Marketing strategy Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (HKU194), 11p, by Julie Yu, Marissa McCauley
Case Author(s): Burgelman, Robert A.; Vadasz, Les; Meza, Philip Publication Date: 11/10/2004 Product Type: Case (Field) Publisher: Stanford University Product Description: The fundamental change to telephony service that Voice over Internet Protocol (VoIP) portended affected a number of constituencies. Start-up companies, as well as large, established phone companies and cable television providers, offered VoIP calling plans that could substitute many of the phone services sold by the same or other established providers. These same providers might also benefit from VoIP by using it to enter new markets. Other companies that previously had nothing to do with telephony could become VoIP telephone service providers: For example, the necessary software codes to make VoIP calls were written into Microsoft’s XP operating system through its Instant Messaging feature. However, Internet Protocol communications represented a fundamental challenge to the complex web of federal and state regulations that governed telephony. Because VoIP telephony was not tied to physical telephony networks in specific geographic regions, it raised the question of whether federal or state regulators would have jurisdiction over VoIP services and how jurisdiction would be exercised. HBS Number: SM127 Subjects: Business government relations; Industry analysis; Regulation; Telecommunications; Telecommunications industry Academic Discipline: Management of information systems
Case Author(s): Leonard, Frank S. Publication Date: 03/01/1981 Revision Date: 02/05/1993 Product Type: Case (Gen Exp) HBS Number: 9-681-083 Number of Employees: 1,200 Event Year Start: 1980 Event Year End: 1980 Subjects: Industrial goods; Manufacturing; Product liability; Product planning & policy; Quality control Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-683-030), 5p, by W. Earl Sasser Jr. Product Description: Designed to introduce the systemic nature of product quality and the complexity of quality problems. Uses a new director, quality assurance, and the discovery of a quality problem. The new director has to decide if it is a real problem, what to do about it, and how to go about orienting an organization toward a better quality attitude.
Case Author(s): McKenney, James L.; Schiano, William T.; Clark, Theodore H. Publication Date: 05/26/1995 Product Type: Case (Field) Product Description: The merchandising manager of a supermarket chain leads an effort to reorganize the process of buying and delivering products from manufacturers to their warehouse for further distribution to stores. The company is an early mover in implementing efficient consumer response. Teaching Purpose: Poses the organizational and system decisions facing managers as they move to be more effective competitors in the supermarket industry. HBS Number: 9-195-127 Geographic Setting: MaineIndustry Setting: groceryGross Revenues: $2 billion revenues Event Year Start: 1994Event Year End: 1994 Subjects: Information systems; Logistics; Reorganization; Supermarkets; Suppliers Academic Discipline: Management of information systems
Case Wheelwright, Steven C. Describes a situation faced by a recently promoted vice president of manufacturing. After many months of overtime and late deliveries, the new manager faces a downturn in demand for one of his plants. The question is how fast he should react, if at all, and how he should implement his plan. HBS Number: 9-695-053 Type: Case (Field) Publication Date: 3/7/1995 Geographic Setting: Ohio Industry Setting: electric machinery, equipment Company Size: mid-size Gross Revenues: $100 million sales Event Year Start: 1975 Event Year End: 1975 Subjects: Capacity analysis; Forecasting; Machinery; Operations management
Case Rarick, C A — Barry University Distributor: ecch (www.ecch.com) Reference: 403-057-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2003 Geo location: USA Industry: Software Size: 75 employees Timing: 2002 Topics: Cross-cultural management; Germany; Expatriates Abstract: Two German expatriates are assigned to a newly formed strategic alliance with a company in the United States. They experience difficulty with American culture and the culture of the organisation. Although they achieve some success in their assignment, the two men leave the company a year early and return to Germany. The case explores possible areas of conflict between German and American culture.
Case Yoshino, Michael Y.; Knoop, Carin-Isabel Dr. Hans Fritz is 37 years old when he arrives in Bangkok on March 1, 1998 to assume his position as general manager of Novartis Thailand. Novartis is the world’s largest pharmaceutical company. He had lobbied to transition from a staff position to this line management assignment. He encounters an organization in chaos, a demoralized staff, and a market in crisis. The case describes his first month in this new position. His most important task at this stage is to set priorities when everything needs to be done at once. He has to decide whom to trust on his team, and what to do in the short, medium, and long term. Teaching Purpose: Describes the general manager‘s dilemma. Students are asked to evaluate the situation he encounters and advise him on how to proceed. HBS Number: 9-399-123 Type: Case (Field) Publication Date: 3/17/99 Geographic Setting: Thailand Industry Setting: pharmaceuticals Company Size: large Number of Employees: 87,000 Gross Revenues: $21.5 billion revenues Event Year Start: 1998 Event Year End: 1999 Subjects: International business; Management of change; Management of crises; Managers; Mergers; Pharmaceuticals; Southeast Asia Supplementary Materials: Supplement (Field), (9-399-124), 3p, by Michael Y. Yoshino, Carin-Isabel Knoop
Case Author(s): Yoshino, Michael Y.; Knoop, Carin-Isabel Publication Date: 03/17/1999 Revision Date: 01/22/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-399-123) Hans Fritz at Novartis Thailand (A): The First Month. HBS Number: 9-399-124 Subjects: Global Research Group; International business; Management of change; Management of crises; Managers; Mergers; Pharmaceuticals; Southeast Asia Academic Discipline: General management
Case Author(s): Yoshino, Michael Y.; Knoop, Carin-Isabel Publication Date: 10/04/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-399-123) Hans Fritz at Novartis Thailand (A): The First Month. HBS Number: 9-301-054 Subjects: Global Research Group; International business; Management of change; Management of crises; Managers; Mergers; Pharmaceuticals; Southeast Asia Academic Discipline: General management
Case Author(s): Yoshino, Michael Y.; Knoop, Carin-Isabel Publication Date: 10/04/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-399-123) Hans Fritz at Novartis Thailand (A): The First Month. HBS Number: 9-301-055 Subjects: Global Research Group; International business; Management of change; Management of crises; Managers; Mergers; Pharmaceuticals; Southeast Asia Academic Discipline: General management
Case Author(s): Jones, Gareth; Atzberger, Alexander Publication Date: 05/27/2005 Revision Date: 07/08/2009 Product Type: Case (Library) HBS Number: 805138 Geographic Setting: Switzerland Industry Setting: Watch industry Event Year Start: 1881 Event Year End: 1961 Subjects: Brand management; Business history; Competitive advantage; Consumer marketing; Entrepreneurship; International business; Luxury brands & goods; Quality management Academic Discipline: Entrepreneurship Product Description: Explores the creation of the Rolex watch by Hans Wilsdorf. Provides a case study of how one of the world’s leading luxury brands was created and, more generally, provides a vehicle for exploring the competitive advantage of Switzerland in watchmaking (and other industries). Although Switzerland was a traditional watchmaking center, Wilsdorf — who was neither a watchmaker nor Swiss — created this successful brand through his emphasis on quality and reliability, combined with celebrity marketing.
Case Author(s): Jones, Gareth; Atzberger, Alexander Publication Date: 05/27/2005 Revision Date: 05/16/2006 Product Type: Case (Library) Product Description: Explores the creation of the Rolex watch by Hans Wilsdorf. Provides a case study of how one of the world’s leading luxury brands was created and, more generally, provides a vehicle for exploring the competitive advantage of Switzerland in watchmaking (and other industries). Although Switzerland was a traditional watchmaking center, Wilsdorf — who was neither a watchmaker nor Swiss — created this successful brand through his emphasis on quality and reliability, combined with celebrity marketing. HBS Number: 9-805-138 Geographic Setting: Switzerland Industry Setting: Watch industry Event Year Start: 1881 Event Year End: 1961 Subjects: Brand management; Business history; Competitive advantage; Consumer marketing; Entrepreneurship; International business; Luxury brands & goods; Quality management Academic Discipline: Entrepreneurship
Case Author(s): Wu, George; Holle, Arnold Publication Date: 12/14/1994 Revision Date: 09/10/2007 Product Type: Supplement (Field) HBS Number: 9-895-007 Geographic Setting: Europe, Eastern Industry Setting: Building materials industries Subjects: Contracts; Negotiations; Privatization Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-895-008), 34p, by George Wu Product Description: Provides private information for students assuming the role of Hans-Hugo Miebach in a simulated negotiation of the sale of Cementownia Odra. Must be used with: (9-895-004) Cementownia Odra (A).
Teaching Note For use with 9-895-007 HBS Number: 5-895-008 Subjects: Building materials industry; Contracts; Eastern Europe; Negotiations; Privatization
Case Bick, G; Mitchell, C Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 503-092-1 Language: English Category: Marketing Data source: Field research Product Year: 2003 Geo location: Johannesburg, South Africa Industry: Brewing Size: 6,500 employees in South Africa, more than 31,000 internationally Timing: 2001 Topics: Positioning and repositioning; Consumer behaviour; Market segmentation; Target markets; Branding strategies; Marketing strategy Abstract: South African Breweries (SAB) launched its first light beer in South Africa, Hansa Pilsener, at the end of 1975. While sales of Hansa were initially brisk, the brand’s subsequent performance was disappointing, and despite repeated changes of emphasis in the market positioning of the brand, Hansa struggled to find its appropriate target market. In the mid-1980s the situation changed, however, and sales started to increase. By the end of 1990, Hansa Pilsener had gained a sizeable market share, and subsequently grew to become the second largest brand within the SAB portfolio. The challenge facing the Hansa brand team in the year 2001, was to come up with a creatively relevant campaign for the brand. In the past Hansa Pilsener had been positioned as a different choice, and as a niche brand for particular tastes and particular target markets. But as the brand had grown, so it had become increasingly difficult to maintain that position. How should the team reposition Hansa Pilsener and move it forward?
Case Author(s): Barnes, Louis B. Publication Date: 10/31/1997 Revision Date: 03/23/1998 Product Type: Case (Field) Product Description: The top management of a prestigious German bank is trying to understand why it has failed to develop the next generation of management. Teaching Purpose: To expose students to the importance of "letting go" as part of subordinates’ developmental experiences. HBS Number: 9-898-009 Geographic Setting: GermanyIndustry Setting:Number of Employees: 4,000 Event Year Start: 1997Event Year End: 1997 Subjects: Banking; Germany; Human behavior; Leadership; Management development; Management performance; Organizational behavior; Performance effectiveness Academic Discipline: Organizational behavior & leadership
Case Leenders, M R; Mauffette-Leenders, L A; Karjalainen, K; Kemppainen, K Publisher: Helsinki School of Economics Distributor: ecch (www.ecch.com) Reference: 305-522-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Finland, European Union Industry: Logistics Size: Large Timing: 2005 Topics: Logistics; Procurement; Savings potential; Intermediary; Tendering process; Government; Finland; Service portfolio Abstract: Mrs Kirsti Lehtovaara-Kolu, Chief Executive Officer (CEO) of Hansel, the Government?s collective procurement unit located in Helsinki, Finland, was revisiting the figures identifying the savings potential in governmental purchasing. The following day she was to present their analysis to the Council of State Procurement in the Ministry of Finance. She was concerned whether Hansel could actually achieve the savings of 400 million euros per year, as anticipated. The case has been written for an intermediate course in purchasing and supply management, but could be used also in any strategic management course. This case gives students a chance to develop their analytical and presentation skills on a decision that can be considered either as a straightforward cost analysis problem or a more comprehensive analysis of the business concept of the procurement organisation. It is expected that the recommendation relies on both qualitative and quantitative analysis and takes into account the constraints set by the national and European Union legislation on procurement. The immediate issue is whether to present an implementation plan for the estimated savings of 400 million euros per year to the expert body of governmental procurement in the upcoming meeting? If not, should CEO Lehtovaara-Kolu promise lower or higher savings potential? The other issues in the case are related to: Source: ecch
Case Stockport, G — The University of Western Australia Distributor: ecch (www.ecch.com) Reference: 300-167-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2000 Geo location: South Africa, global Industry: Cricket Timing: 1969-2000 Topics: Business ethics; Sports ethics; Values; Moral; Reasoned thinking; Hansie Cronje Abstract: This case is both topical and globally recognised and it has caused a major upheaval in cricketing and sporting circles. It can be used to explore sporting ethics and how they can be translated into the business world. The case focuses upon the ethical dilemmas Cronje faced, the choices and trade-offs he made, and how he could have redeemed himself. Through the use of the case, managers and students will be able to develop their own ethical framework that they can use in their future ethical decision-making.
Case Bruns, William J., Jr.; Hertenstein, Julie H. Hanson Industries produces and sells an award-winning design ski boot. Describes the company history from founding through July 1978, the product, production processes, marketing strategy, and background information for related cases on budgeting and finance. May be used with: (9-179-077) Hanson Industries (B); (9-279-066) Hanson Industries (C). HBS Number: 9-179-076 Type: Case (Field) Publication Date: 11/1/1978 Revision Date: 6/4/1985 Geographic Setting: Boulder, CO Industry Setting: ski equipment Company Size: small Gross Revenues: $9.8 million sales Event Year Start: 1970 Event Year End: 1978 Subjects: Budgeting; Financing; Marketing strategy; Production processes; Recreational equipment; Strategic planning Supplementary Materials: Teaching Note, (5-180-164), 16p, by William J. Bruns Jr., Julie H. Hertenstein
Teaching Note For use with 9-179-076 HBS Number: 5-180-164 Subjects: Budgeting; Financing; Marketing strategy; Production processes; Recreational equipment; Strategic planning
Case Bruns, William J., Jr.; Hertenstein, Julie H. Provides a complete description of the processes used in preparing a budget (annual operating plan). Starting with basic product line decisions, management prepares a budget that integrates production and marketing within constraints of financial feasibility. The budget is the basis for internal control of operations and for negotiations with banks for seasonal financing. May be used with: (9-179-076) Hanson Industries (A); (9-279-066) Hanson Industries (C). HBS Number: 9-179-077 Type: Case (Field) Publication Date: 11/1/1978 Revision Date: 6/12/1985 Geographic Setting: Boulder, CO Industry Setting: ski equipment Company Size: small Gross Revenues: $9.8 million sales Event Year Start: 1977 Event Year End: 1978 Subjects: Budgeting; Control systems; Financial analysis; Marketing strategy; Production planning; Recreational equipment; Short term financing Supplementary Materials: Teaching Note, (5-180-164), 16p, by William J. Bruns Jr., Julie H. Hertenstein
Teaching Note For use with 9-179-077 HBS Number: 5-180-164 Subjects: Budgeting; Control systems; Financial analysis; Marketing strategy; Production planning; Recreational equipment; Short term financing
Case Hayes, Samuel L., III The management of Hanson is examining its near-term cash needs and the possible longer-term generation of earnings and cash. May be used with: (9-179-076) Hanson Industries (A); (9-179-077) Hanson Industries (B). HBS Number: 9-279-066 Type: Case (Field) Publication Date: 1/1/1979 Revision Date: 4/17/1986 Geographic Setting: Colorado Industry Setting: ski equipment Company Size: small Gross Revenues: $9.8 million sales Event Year Start: 1978 Event Year End: 1978 Subjects: Capital budgeting; Cash flow; Forecasting; Long term financing; Recreational equipment
Case Anthony, Robert N.; Lavoie, Robert L. Centers on pricing, contribution to overhead, cost system. HBS Number: 9-156-004 Type: Case (Library) Publication Date: 4/1/1956 Revision Date: 9/1/1982 Geographic Setting: Unspecified Subjects: Control systems; Cost systems; Merchandising; Pricing strategy
Case Author(s): Bruns, William J., Jr.; Hertenstein, Julie H. Publication Date: 08/14/1986 Revision Date: 09/13/2004 Product Type: Case (Field) Product Description: At the end of the budget cycle, the manager must test whether plans are feasible given financing arrangements and constraints. Cash needs are great due to seasonality. Needed loans must be calculated at five separate dates, and financial position projected. This is a rewritten version of Hanson Industries (B) and (C). HBS Number: 9-187-038 Geographic Setting: ColoradoIndustry Setting: leisure products (ski boots)Company Size: smallGross Revenues: $10 million sales Event Year Start: 1986Event Year End: 1986 Subjects: Accounting policies; Accounting procedures; Budgeting; Cash flow; Financial planning; Recreational equipment; Short term financing Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-191-031), 9p, by William J. Bruns Jr.
Teaching Note For use with 9-187-038 HBS Number: 5-191-031 Subjects: Accounting policies; Accounting procedures; Budgeting; Cash flow; Financial planning; Recreational equipment; Short term financing
Case Kenny, B — University of Huddersfield Lea, E C — University of Huddersfield Distributor: ecch (www.ecch.com) Reference: 382-053-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1982 Geo location: UK Industry: Conglomerate Size: u450 million market capitalisation Timing: 1981 Topics: Acquisitions and mergers; Corporate strategy; Policy; Strategy Abstract: The Hanson case was designed to focus attention on a successful company and the factors relating to that achievement. Hanson is noted for its acquisitions and the case incorporates the takeover of the Berec Group (Ever Ready Batteries) as well as examining the performance of Hanson in the USA and UK. The case is suitable for final year business undergraduates and postgraduates.
Case Bridgnell CJ; Mimick RH This case is an introductory exercise in financial analysis. A complete financial analysis, including ratios and a statement of changes in financial position, is required. Ivey Number: 9A86K012 Publication Date: 1/1/1986 Revision Date: 31/10/2000 Geographic Setting: Canada Industry Setting: General Merchandise Stores Company Size: Medium organization Event Year Start: 1985 Subjects: Financial Analysis Functional Area: Finance
Case Haywood-Farmer JS The owner and manager of the Texas Longhorn Cafe of Mississauga, Ontario, was trying to decide how to deal with an irate customer. Earlier that day she had made an elaborate birthday cake and delivered it to the restaurant in preparation for theparty to celebrate her husband’s 40th birthday. Inadvertently, the restaurant staff had already served it to another group. Now the customer was loudly berating the restaurant. The case is intended for a relatively short discussion concerningrecovery from service failures. Ivey Number: 9A94D003 Publication Date: 9/2/1994 Revision Date: 10/1/2000 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Medium organization Subjects: Contingency Planning, Crisis Management, Services, Management Style Functional Area: Production/Operations Management
Case Paine, Lynn Sharp; Coxe, Dale O. Presents three scenarios involving behavior that could arguably be called sexual harassment. The first scenario is set in a medical supply company in an unnamed emerging market region. The second is set in a New York-based securities f HBS Number: 9-398-001 Type: Case (Gen Exp) Publication Date: 8/12/1997 Revision Date: 12/10/1997 Geographic Setting: United States Industry Setting: medical supplies, securities Event Year Start: 1994 Event Year End: 1996 Subjects: Corporate culture; Discrimination; Ethics; Leadership; Organizational problems; Sexual harassment; Women
Case Author(s): Uyterhoeven, Hugo E.R. Publication Date: 04/03/1992 Revision Date: 04/16/1996 Product Type: Case (Field) Product Description: The board and management of General Cinema has to determine whether the acquisition of Harcourt Brace Jovanovich (HBJ), and thereby entering the publishing business, makes strategic sense. The case describes HBJ’s involvement in several segments of the publishing industry: college, elementary and high school, testing, medical, scientific/technical, legal, trade, and international. Case information and exhibits rely primarily on consultant reports. For each segment the consultants have identified key trends and key success factors, as well as HBJ‘s competitive position and performance. Increased industry concentration and technological changes receive special attention. Teaching Purpose: To focus on industry definition and boundaries and competitive scope; to predict industry evolution in terms of increased concentration and technological change; and to identify industry attractiveness and evaluate HBJ's competitive position. HBS Number: 9-392-045 Geographic Setting: United StatesIndustry Setting: publishingCompany Size: Fortune 500Number of Employees: 6,400Gross Revenues: $1.3 billion revenues Event Year Start: 1990Event Year End: 1991 Subjects: Acquisitions; Competition; Industry analysis; Industry structure; Publishing industry; Strategy formulation; Technological change Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-395-205), 9p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-392-045 HBS Number: 5-395-205 Subjects: Acquisitions; Competition; Industry analysis; Industry structure; Publishing industry; Strategy formulation; Technological change
Are Great Leaders in Control of Their Companies? An Evidence-Based Approach to Leadership Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2568BC Subjects: Change management; Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Organizational architecture; Organizational behavior; Power & influence Academic Discipline: General management Product Description: This chapter explores the half-truth that leaders are in control and that they ought to be, provides a more nuanced view of leadership, and offers some useful guidelines for those who occupy leadership roles in organizations. May be used with: (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.
Change or Die? An Evidence-Based Approach to Change Management Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2567BC Subjects: Change management; Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Organizational architecture; Organizational behavior; Resistance Academic Discipline: General management Product Description: This chapter examines the faulty evidence and logic behind the mantra “change or die,” the related half-truth that change is difficult and takes a long time, and describes what organizations can do to speed change. May be used with: (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.
Do Financial Incentives Drive Company Performance? An Evidence-Based Approach to Motivation and Rewards Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2565BC Subjects: Compensation; Competitive decision making; Evidence based risk management; Management philosophy; Motivation; Organizational behavior; Performance management; Work force management Academic Discipline: General management Product Description: This chapter examines one of the most deeply held half-truths in the business world, that financial incentives drive company performance, and tackles several deeply held, widely shared, and intertwined beliefs and assumptions about what motivates people in the workplace. May be used with: (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.
Do the Best Organizations Have the Best People? An Evidence-Based Approach to Talent Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2695BC Subjects: Competitive decision making; Evidence based risk management; Leadership; Leadership development; Management philosophy; Organizational behavior; Performance management; Work force management Academic Discipline: General management Product Description: This chapter shows why the idea that the best organizations have the best people is a half-truth that lives on despite evidence that indicates that natural talent is overrated, especially for sustaining organizational performance. May be used with: (2561BC) Why Every Company Needs Evidence-Based Management; (2562BC) How to Practice Evidence-Based Management; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management.
How to Practice Evidence-Based Management Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2562BC Subjects: Analysis; Change management; Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Management techniques; Organizational behavior Academic Discipline: General management Product Description: This chapter illustrates how and why so many of the current standards for judging business ideas and management practices are flawed and offers some alternative ways of approaching the marketplace for ideas that are more consistent with the fundamentals of logical reasoning and the scientific method. May be used with: (2561BC) Why Every Company Needs Evidence-Based Management; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.
Is Work Fundamentally Different from the Rest of Life and Should It Be? An Evidence-Based Approach to Work-Life Balance Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2563BC Subjects: Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Management techniques; Organizational behavior; Work life balance; Workplace design Academic Discipline: General management Product Description: This chapter examines what is perhaps the most basic half-truth — that work is a separate domain from the rest of life, and should be treated differently — and provides some evidence-based insights to support greater incorporation of human needs and preferences into work and organization design. May be used with: (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.
Profiting from Evidence-Based Management Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2570BC Subjects: Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Management techniques; Organizational behavior Academic Discipline: General management Product Description: Implementing evidence-based management is an uphill battle. However, as this chapter suggests, if you are willing to recognize your company’s blind spots and problems and take responsibility for finding and following the best data and logic, implementing an evidence-based approach can bolster management practice and organizational performance. May be used with: (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.
Strategy Is Destiny? An Evidence-Based Approach to Strategy Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2566BC Subjects: Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Organizational behavior; Strategic planning; Strategy; Strategy implementation Academic Discipline: General management Product Description: This chapter questions whether and when strategy is destiny and makes an evidence-based case that excessive faith in strategic decision making is hazardous to an organization’s health. May be used with: (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.
Why Every Company Needs Evidence-Based Management Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2561BC Subjects: Analysis; Change management; Competitive advantage; Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Organizational behavior Academic Discipline: General management Product Description: Across industries, failure to find and follow the best logic and evidence leads to relying on conventional wisdom that is frequently incorrect or incomplete, and therefore, potentially hazardous to organizational health. This chapter introduces the ideas behind evidence-based management, and shows how managers and their companies can profit by turning this management technique into a way of thinking. May be used with: (2562BC) How to Practice Evidence-Based Management; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.
Article Author(s): Sirkin, Harold L.; Keenan, Perry; Jackson, Alan Publication Date: 10/01/2005 Product Type: Harvard Business Review Article HBS Number: R0510G Geographic Setting: Australia; Melanesia; New Zealand Industry Setting: Banking industry; Beverage industry; Biotechnology industry; Hospital industry; Manufacturing industries; Telecommunications industry Subjects: Change management; Leadership; Organizational change; Project evaluation; Project management; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with “soft” issues, such as culture and motivation but, say the authors, focusing on these issues alone won’t bring about change. Companies also need to consider the hard factors — like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success vs. failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trou Source: Harvard
Article Author(s): Sirkin, Harold L.; Keenan, Perry; Jackson, Alan Publication Date: 10/01/2005 Product Type: Harvard Business Review Article HBS Number: 1916 Subjects: Change management; Leadership; Organizational change; Project evaluation; Project management; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with “soft” issues, such as culture and motivation but, say the authors, focusing on these issues alone won’t bring about change. Companies also need to consider the hard factors — like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success vs. failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no Source: Harvard
Article Author(s): Peace, William H. Publication Date: 12/01/2001 Product Type: Harvard Business Review Article Product Description: Soft management does not mean weak management, says William Peace in this 1991 article. It means candor, openness, and vulnerability, but it also means hard choices and responsible follow-up. It means taking the heat for difficult decisions and giving unhappy subordinates chances to unburden themselves at your expense. In the early 1980s, when William Peace had to lay off 15 people at Westinghouse’s threatened Synthetic Fuels Division, he insisted on meeting them in person, explaining the reasons for the layoff and giving them a chance to object, criticize, and vent their anger. In doing so, he also reassured the remaining employees that the division would not be closed immediately. His action so eased the emotional blow for those laid off that when the division got the chance to rehire some of them a few months later, every single one came back, including those who had found other jobs. Peace was emulating the general manager of another struggling Westinghouse division who had delivered a series of informational presentations to a hostile contingent of workers. The upshot of the meetings was greater credibility for the general manager, a big improvement in labor-management relations, and increased productivity and profits. HBS Number: R0111G Subjects: Communication; HBR Classics; Interpersonal relations; Labor relations; Leadership; Management styles Academic Discipline: Organizational behavior & leadership
Article Author(s): Peace, William H. Publication Date: 12/01/2001 Product Type: HBR OnPoint Article HBS Number: 830X Subjects: Communication; HBR Classics; Interpersonal relations; Labor relations; Leadership; Management styles Academic Discipline: Organizational behavior & leadership Product Description: This is an enhanced edition of the HBR reprint R0111G, republished in December 2001, after its original publication in 1999 as reprint 91609. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Soft management does not mean weak management, says William Peace in this 1991 article. It means candor, openness, and vulnerability, but it also means hard choices and responsible follow-up. It means taking the heat for difficult decisions and giving unhappy subordinates chances to unburden themselves at your expense. In the early 1980s, when William Peace had to lay off 15 people at Westinghouse’s threatened Synthetic Fuels Division, he insisted on meeting them in person, explaining the reasons for the layoff and giving them a chance to object, criticize, and vent their anger. In doing so, he also reassured the remaining employees that the division would not be closed immediately. His action so eased the emotional blow for those laid off that when the division got the chance to rehire some of them a few months later, every single one came back, including those who had found other jobs. Peace was emulating the general manager of another struggling Westinghouse division who had delivered a series of informational presentations to a hostile contingent of workers. The upshot of the meetings was greater credibility for the general manager, a big improvement in labor-management relations Source: Harvard
Article Author(s): Stalk, George, Jr.; Lachenauer, Rob Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Product Description: The winners in business play hardball, and they don’t apologize for it. They single-mindedly pursue competitive advantage and the benefits it offers: a leading market share, great margins, and rapid growth. They pick their shots, seek out competitive encounters, set the pace of innovation, and test the edges of the possible. Softball players, by contrast, may look good, but they aren‘t intensely serious about winning. They don't accept that you must sometimes hurt your rivals, and risk being hurt, to get what you want. Softball players don't play to win; they play to play. That approach may reflect the recent focus of management science, which itself has gone soft. Indeed, the discourse around soft issues such as leadership, corporate culture, knowledge management, talent management, and employee empowerment has encouraged the making of softball players. Although there are countless ways to play hardball, a handful of classic strategies are effective in generating competitive advantage. Best employed in bursts of ruthless intensity, these strategies are: Devastate rivals' profit sanctuaries, plagiarize with pride, deceive the competition, unleash massive and overwhelming force, and raise competitors' costs. But hardball isn't only about the moves you make. It's also about the attitude you bring to them. The playbook won't do you any good if you feel squeamish about using it. HBS Number: R0404C Subjects: Competition; Competitive advantage; Competitive decision making; Corporate strategy; Strategic planning; Strategy implementation Academic Discipline: Competitive strategy
Article Author(s): Stalk, George, Jr.; Lachenauer, Rob Publication Date: 04/01/2004 Product Type: HBR OnPoint Article HBS Number: 6549 Subjects: Competition; Competitive advantage; Competitive decision making; Corporate strategy; Strategic planning; Strategy implementation Academic Discipline: Competitive strategy Product Description: This is an enhanced edition of HBR article R0404C, originally published in April 2004. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. The winners in business play hardball, and they don’t apologize for it. They single-mindedly pursue competitive advantage and the benefits it offers: a leading market share, great margins, and rapid growth. They pick their shots, seek out competitive encounters, set the pace of innovation, and test the edges of the possible. Softball players, by contrast, may look good, but they aren‘t intensely serious about winning. They don't accept that you must sometimes hurt your rivals, and risk being hurt, to get what you want. Softball players don't play to win; they play to play. That approach may reflect the recent focus of management science, which itself has gone soft. Indeed, the discourse around soft issues such as leadership, corporate culture, knowledge management, talent management, and employee empowerment has encouraged the making of softball players. Although there are countless ways to play hardball, a handful of classic strategies are effective in generating competitive advantage. Best employed in bursts of ruthless intensity, these strategies are: Devastate rivals' profit sanctuaries, plagiarize with pride, deceive the competition, unleash massive and overwhelming force, and raise competitors' costs. But hardball isn't only about the moves you make. It's also about the attitude you bring to them. The playbook won't do you an Source: Harvard
Article Author(s): Kramer, Roderick M. Publication Date: 10/01/2003 Product Type: HBR OnPoint Article HBS Number: 5062 Subjects: Human behavior; Leadership; Management styles; Personality; Psychology Academic Discipline: Organizational behavior & leadership Product Description: This is an enhanced edition of HBR article R0310C, originally published in October 2003. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. The past decade may well be remembered as the era of the high-flying, aggressive leader. Corner-office titans like Kenneth Lay, Dennis Kozlowski, and Bernard Ebbers graced the covers of business magazines. Then scandal set in, and the stars fell to earth. In this article, social psychologist Roderick M. Kramer asks an important question: Why do so many leaders — not just in business, but also in politics, religion, and the media — display remarkable adeptness and ability while courting power, only to engage in even more remarkable bouts of folly once that power has been secured? Kramer, who has spent most of his career researching how leaders get to the top, says that the systems through which we select our leaders force executives to sacrifice the attitudes and behaviors that are essential to their survival once they have reached the top. Society has learned to consider risk taking and rule breaking as markers of good leadership. As a result, leaders come to believe that normal limits don’t apply to them and that they are entitled to any spoils they can seize. The leaders who do remain grounded exhibit five common psychological and behavioral habits: They simplify their lives, remaining humble and “awfully ordinary.” They shine a light on their weaknesses instead of trying to cover them up. They float trial balloons to uncover the truth and prepare for the unexpecte Source: Harvard
Article Author(s): O’Brien, Anne Lim Publication Date: 10/01/2005 Product Type: Harvard Business Review Article Product Description: If your new COO will eventually succeed your CEO, says consultant Anne Lim O‘Brien, be clear about which role you're seeking to fill. HBS Number: F0510K Subjects: CEO; COO; Hiring; Leadership; Management development; Succession planning Academic Discipline: Organizational behavior & leadership
Case Author(s): Ward, John; Mansinghka, Suren; Tran, Elyssa; Sambamurthy, Bhaskar Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL249 Geographic Setting: Hong Kong Industry Setting: Hotel industry Subjects: Conflict resolution; Entrepreneurship; Family businesses; Growth strategy; Strategy; Succession management Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (KEL250), 12p, by John Ward, Suren Mansinghka, Elyssa Tran, Bhaskar Sambamurthy Product Description: A second-generation, multi-billion-dollar Asian family business, run for decades by six brothers, faces issues of ownership, family employment, management, leadership, governance, and succession as it transitions to the third generation of siblings and cousins.
Case Author(s): Frey, Sherwood C. Jr.; Clyman, Dana R.; Uppal, Hasmeeth S. Darden ID: UVA-QA-0472 Published: 9/4/1995 Revised: 9/1/2002 Copyright Year: 1995 Subject Area: Quantitative Analysis Keywords: decision theory; International Teaching Note: UVA-QA-0472TN Abstract: Harimann International, a small producer of finished textiles, receives a large, unexpected order at the beginning of the off-season. Unfortunately, none of the available embroiderers (subcontractors) can commit to finishing the goods in time for internal processing (bleaching, cutting, sewing, washing, and packing) to be completed in time to guarantee the shipping date. This case offers a rich context for analyzing problem solving under uncertain conditions and exploring risk-reduction opportunities.
Case Author(s): Frey, Sherwood C. Jr.; Clyman, Dana R.; Uppal, Hasmeeth S. Darden ID: UVA-QA-0472 Published: 9/4/1995 Revised: 9/1/2002 Copyright Year: 1995 Subject Area: Quantitative Analysis Keywords: decision theory; International Teaching Note: UVA-QA-0472TN Abstract: Harimann International, a small producer of finished textiles, receives a large, unexpected order at the beginning of the off-season. Unfortunately, none of the available embroiderers (subcontractors) can commit to finishing the goods in time for internal processing (bleaching, cutting, sewing, washing, and packing) to be completed in time to guarantee the shipping date. This case offers a rich context for analyzing problem solving under uncertain conditions and exploring risk-reduction opportunities.
Case Killing JP This case presents Harlequin in 1979 at the peak of its success. The company is looking at diversification, trying to use its ever increasing cash flow. Specific issues are the type of diversification (if any) the company should engage in, andwhether it should set up its own sales force in the U.S. The general issue is one of accurately identifying Harlequin’s capabilities. This case should be used, although it is not strictly necessary, with the “Harlequin Enterprises Limited - 1984”case 9A87M003. Ivey Number: 9A87M002 Publication Date: 1/1/1987 Revision Date: 5/4/2001 Geographic Setting: Canada/USA Industry Setting: Printing, Publishing & Allied Industries Company Size: Medium organization Event Year Start: 1979 Subjects: Corporate Strategy, Diversification Functional Area: General Management
Case Killing JP This case should be used following the Harlequin Enterprises - 1979 case 9A87M002. It documents Harlequin’s dramatic fall in market share and profitability, and poses the question of whether Harlequin should purchase Silhouette, its main rival. Ivey Number: 9A87M003 Publication Date: 1/1/1987 Revision Date: 27/04/1999 Geographic Setting: Canada/USA Industry Setting: Printing, Publishing & Allied Industries Company Size: Medium organization Event Year Start: 1984 Subjects: Acquisitions, Competition Functional Area: General Management
Case Author(s): Rod E. White; Ariff Kachra Ivey ID: 9A97M007 Publication Date: 1/30/1998 Revision Date: 11/18/2002 Product Type: Case Teaching Note: 8A87M02 Geographic Setting: USA Industry Setting: Printing, Publishing & Allied Industries Size: Large Year of Event: 1984 Subjects: Acquisitions; Competition Major Disciplines: General Management Product Description: David Galloway, president of Harlequin Enterprises, was examining the company’s first quarter results. Sales were ten per cent lower than they had been in the first quarter, and operating profits were down by twenty per cent. There was no doubt in Galloway‘s mind that the major cause of Harlequin's profit decline was Silhouette, a direct competitor in romantic fiction products. The case documents Harlequin's dramatic fall in market share and profitability, and poses the question of whether Harlequin should purchase Silhouette.
Case Author(s): White RE; Crossan MM; Mitchell W; Mark K Publication Date: 6/14/2005 Product Type: Case Ivey ID: 9B05M037 Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Size: Large organization Year of Event: 1993 Level of Difficulty: Undergraduate/MBA Subjects: Product Design/Development; Strategy Development Functional Area: General Management Product Description: Harlequin Enterprises is a well-known publisher of series romantic fiction. The company is facing threats to its leading position as the world’s largest romance publisher. While Harlequin was the dominant and very profitable producer of series ofromance novels, research indicated that many customers were reading as many single-title romance and women‘s fiction as series romances. Facing a steady loss of share, Harlequin convened a task force to study the possibility of re-launching a singletitle women's fiction program. Students must analyze the organization's capabilities and resources as it considers the launch of this new business line.
Case Author(s): White RE; Crossan MM; Mark K Description: Harlequin Enterprises is a well-known publisher of series romantic fiction and is facing threats to its leading position as the world’s largest romance publisher. This threat comes from the growing popularity of single title women‘s fiction novels. While Harlequin was the dominant and very profitable producer of series of romance novels, research indicated that many customers were reading as many single-title romance and women's fiction books as series romances. Facing a steady loss of sharein a growing total women's fiction market, Harlequin convened a task force to study the possibility of re-launching a single title women's fiction program. (A video is available, product 7B03M007, that features four senior managers discussing thechallenges the company faced.) Ivey Number: 9B03M007 Publication Date: 5/28/2003 Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Company Size: Large organization Event Year Start: 1993 Subjects: Product Design/Development; Strategy Development Level of Difficulty: Undergraduate/MBA
Case Author(s): Arnold, David J. Publication Date: 09/18/1998 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-594-017) Harlequin Romances—Poland (A). HBS Number: 9-599-022 Geographic Setting:Industry Setting: Subjects: Consumer marketing; Direct marketing; Eastern Europe; International marketing; Marketing mixes; Publishing industry Academic Discipline: Marketing
Case Author(s): Quelch, John A.; Laidler, Nathalie Publication Date: 07/22/1993 Revision Date: 06/05/2000 Product Type: Case (Field) Product Description: Harlequin Enterprises, the world’s leading publisher of series romances, has been particularly successful in Poland. The case explores some of the challenges/opportunities of doing business in Eastern Europe and the marketing mix elements for success. Teaching Purpose: Demonstrates the importance of the marketing mix elements in building a brand in Eastern Europe and the importance of local leadership. HBS Number: 9-594-017 Geographic Setting: Poland Industry Setting: publishing Event Year Start: 1992 Event Year End: 1992 Subjects: Consumer marketing; Direct marketing; Eastern Europe; International marketing; Marketing mixes; Publishing industry Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-595-068), 11p, by John A. Quelch; Supplement (Field), (9-599-022), 3p, by David J. Arnold
Teaching Note For use with 9-594-017 HBS Number: 5-595-068 Subjects: Consumer marketing; Direct marketing; Eastern Europe; International marketing; Marketing mixes; Publishing industry
Article Teerlink, Rich When Rich Teerlink, now retired chairman and CEO of Harley-Davidson, became president and COO of its motorcycle division in 1987, the hard work of saving the company was already done. The company had just survived seven arduous years o HBS Number: R00411 Type: Harvard Business Review Article Publication Date: 7/1/2000 Subjects: Employee empowerment; Leadership; Management of change; Motorcycles; Participatory management
Case Gamble, John E. & Sch?fer, Roger This case explores the appeal of Harley-Davidson’s outlaw image and quality touring and custom motorcycles with baby boomers in the U.S., Asia, and Europe, and its success competing in the heavyweight segment of the motorcycle industry in various international markets. It illustrates cross-country differences in buyer preferences and market conditions, strategy options for entering and competing in international markets, and multi-country versus global competition. The case also provides an opportunity to critique the offensive and defensive strategies that Harley-Davidson has used in building market share in the U.S. and in international markets. Publication Date: 2004 Geographic Setting: International Industry Setting: Motorcycles Event Year Start: 1903 Event Year End: 2003 Courses: Business Policy; International Course Sequence: Business Strategy/International Subjects: Business Policy; International Supplements: Teaching Note/Video
Case John E. Gamble, Roger Schäfer, both of University of South Alabama Description: This case explores the appeal of Harley-Davidson’s outlaw image and quality touring and custom motorcycles with baby boomers in the U.S., Asia, and Europe, and its success competing in the heavyweight segment of the motorcycle industry in various international markets. It illustrates cross-country differences in buyer preferences and market conditions, strategy options for entering and competing in international markets, and multi-country versus global competition. The case also provides an opportunity to critique the offensive and defensive strategies that Harley-Davidson has used in building market share in the U.S. and in international markets. Accompanying video available. Publication Date: 2007 Geographic Setting: Global Industry Setting: Motorcycle Event Year Start: 1903 Event Year End: 2004 Courses: Business Policy; International; Marketing Course Sequence: Business Strategy; International Subjects: Business Policy; Industry Analysis; International; Market Analysis Supplements: Teaching Note; Video
Case Author(s): Gamble, John E. & Schafer, Roger Publication Date: 2006 Case Description: This freshly updated and popular case explores the appeal of Harley-Davidson’s outlaw image and quality touring and custom motorcycles with baby boomers in the U.S., Asia, and Europe, and its success competing in the heavyweight segment of the motorcycle industry in various international markets. It illustrates cross-country differences in buyer preferences and market conditions, strategy options for entering and competing in international markets, and multi-country versus global competition. The case also provides an opportunity to critique the offensive and defensive strategies that Harley-Davidson has used in building market share in the U.S. and in international markets. Geographic Setting: International Industry Setting: Motorcycles Courses: Business Policy/International/Marketing Course Sequence: Business Strategy/International Event Year Start: 1903 Event Year End: 2004 Subjects: Business Policy; International Business Supplements: Teaching Note/Video Source: Thompson-Gamble-Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition
Case Author(s): George Athanassakos; Reyer Barel; Saj Karsan Publication Date: 9/18/2008 Product Type: Case (Library) Ivey ID: 9B08N021 Geographic Setting: United States Industry Setting: Transportation Equipment Size: Medium Level of Difficulty: 4 - Undergraduate/MBA Subjects: Entry Price Determination; Competitive Advantage; Valuation Major Disciplines: Entrepreneurship; Finance Product Description: The founders of BarKar, an investment company, are considering whether to invest in Harley-Davidson Inc. BarKar is a value-oriented investment company in Vancouver, B.C., Canada that specializes in identifying and investing in companies trading at more than a one-third discount to their intrinsic value. In order to reach a decision, the founders have to look at the financials and carry out a strategic analysis to determine the intrinsic value of this stock.
Case Author(s): Austin, Robert D.; Sole, Deborah; Cottelee Publication Date: 07/23/1999 Revision Date: 01/22/2003 Product Type: Case (Field) Product Description: Describes Harley-Davidson’s decision process for defining and selecting an enterprise-wide procurement software package and the institutional changes introduced as part of this process. Tells the story of Harley-Davidson‘s approach in developing integrated business processes and information systems to meet the needs of a visionary procurement strategy. Central to this activity was the evaluation and selection of an enterprise software package and implementation partner to support the strategy. Describes managerial reasoning and tactics to introduce significant organizational change into a setting where team-based responsibility and a culture of autonomy are prominent. Teaching Purpose: Discussion of processes for and effects of introducing enterprise-wide IT systems. May be used with: (9-699-022) Cisco Systems, Inc.: Implementing ERP. HBS Number: 9-600-006 Geographic Setting: United States Industry Setting: motorcycles Number of Employees: 6,000 Gross Revenues: $2 billion revenues Event Year Start: 1996 Event Year End: 1999 Subjects: Information technology; Organizational change; Software; Teams Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-603-047), 8p, by Robert D. Austin
Case Schoenberg, R — Cambridge Judge Business School Distributor: ecch (www.ecch.com) Reference: 303-072-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2003 Geo location: Global Industry: Automotive, transport Timing: 1981-2001 Topics: Strategy formulation; Strategic choice; Business turnaround; Growth; Strategic innovation; Motorcycle; Automotive Abstract: This case study describes the turnaround and sustained growth of Harley- Davidson, the American motorcycle manufacturer, since it was the subject of a management buy-out in 1981. The case details the initial turnaround actions of the management buy-out team - both operational and marketing - before describing the measures taken to sustain the resulting growth throughout the 1990s. The case provides a useful vehicle to explore a variety of strategy formulation issues, ranging from business turnaround, to strategic innovation, to the sustainability of a growth strategy.
Case Townsend, S; Beder, L Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 507-184-1 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: South Africa Industry: Motor retail Size: Medium Timing: 2007 Topics: Marketing; Strategy; Below-the-line marketing Abstract: Since 1996, when international motorcycle manufacturer Harley-Davidson first established a presence in South Africa, the company had grown from only one dealership to seven independent dealerships in 2007. Expansion into the female market had been highly successful. However, the expansion of the black market remained a huge challenge to Harley in South Africa. Mishka Moller, Marketing Manager of four South African Harley dealerships, believed that the slight increase in the number of black Harley owners over the past two years did not nearly reflect the potential that was inherent among the so-called ’Black Diamonds‘. What would Harley South Africa have to do to market the Harley lifestyle to this potential customer base?
Case Author(s): Kester, W. Carl; Morley, Julia Publication Date: 03/10/1992 Revision Date: 12/15/1992 Product Type: Case (Library) Product Description: After an LBO and near bankruptcy in the early 1980s, Harley-Davidson makes an astonishing recovery, going public in 1986. Its listing on the New York Stock Exchange in 1987 provides the occasion of an equity analyst to publish a research report in which she must issue a buy, sell, or hold recommendation for Harley’s stock. Complicating her analysis is the fact that Harley still faces vigorous Japanese competition and, therefore, has a significant operating exposure to the yen/dollar exchange rate. Stimulates discussion about operating exposure to real exchange rate changes. HBS Number: 9-292-082 Geographic Setting: United StatesIndustry Setting: motorcyclesCompany Size: Fortune 500Gross Revenues: $300 million revenues Event Year Start: 1987Event Year End: 1987 Subjects: Foreign exchange rates; International business; International finance; Motorcycles; Valuation Academic Discipline: Finance
Case Author(s): Miller, Gregory S.; Cohen, Jacob Publication Date: 09/09/2004 Revision Date: 09/28/2006 Product Type: Case (Library) HBS Number: 9-105-027 Geographic Setting: Milwaukee, WI Industry Setting: Manufacturing industries Number of Employees: 8,800 Gross Revenues: $4.6 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Accounting; Accounting policies; Accounts receivable; Business models; Communication strategy; Disclosure; Earnings; Financial reporting; Financing; Manufacturing; Price earnings ratio Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-107-022), 11p, by Gregory S. Miller Product Description: Harley-Davidson manufactures and sells motorcycles. It also provides financing for retail purchases and dealer stock. Although Harley’s performance has been very strong, analysts and the press have questioned its use of a special-purpose entity to sell securities collateralized by its financing activities. Harley‘s management must decide how to balance the street's suspicion of this activity with its strategy of providing a “whole motorcycle experience” and the high level of profits created by the current arrangement.
Case James A. Wolff, Douglas D. BakerThis case focuses on Harley-Davidson as it faces constant change in the world motorcycle industry. Many questions surface concerning the state of the industry and whether Harley can sustain its success over the long term. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1980. Courses: Operations Management; Organizational Behavior Topics:
Case Author(s): Buzzell, Robert D. Publication Date: 09/08/1983 Product Type: Case (Library) Product Description: Incorporates material on AMF, Harley-Davidson’s parent company. This information is designed to permit analysis of Harley-Davidson in the context of AMF‘s corporate strategy and overall business portfolio. A rewritten version of two earlier cases. May be used with: (9-578-210) Note on the Motorcycle Industry — 1975. HBS Number: 9-584-032 Geographic Setting: MultinationalIndustry Setting: motorcyclesCompany Size: Fortune 500 Event Year Start: 1976Event Year End: 1976 Subjects: Competition; Corporate strategy; Market structure; Marketing planning; Motorcycles Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-585-175), 6p, by Robert D. Buzzell
Case Author(s): Nolan, Richard L.; Kotha, Suresh Publication Date: 03/14/2006 Revision Date: 04/05/2007 Product Type: Case (Library) HBS Number: 906410 Industry Setting: Motorcycle Number of Employees: 9,500 Gross Revenues: $5 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Brands; Innovation; Lean manufacturing; Strategy; Transformations Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (906412), 14p, by Richard L. Nolan, Suresh Kotha Product Description: Harley-Davidson Co. exemplifies a remarkable management-led business transformation of a long standing manufacturing company. The company successfully met global competition and continues to innovate to maintain its market position.
Case Author(s): Nolan, Richard L.; Kotha, Suresh Publication Date: 03/14/2006 Revision Date: 04/05/2007 Product Type: Case (Library) HBS Number: 9-906-410 Industry Setting: Motorcycle Number of Employees: 9,500 Gross Revenues: $5 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Brands; Innovation; Lean manufacturing; Strategy; Transformations Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-906-412), 14p, by Richard L. Nolan, Suresh Kotha Product Description: Harley-Davidson Co. exemplifies a remarkable management-led business transformation of a long standing manufacturing company. The company successfully met global competition and continues to innovate to maintain its market position.
Case Author(s): Whiston, William B. Publication Date: 12/01/1970 Revision Date: 09/29/2006 Product Type: Case (Gen Exp) HBS Number: 9-171-248 Subjects: Budgeting; Managerial economics; Production scheduling; Regression analysis; Sales forecasting Academic Discipline: Negotiations Product Description: Prediction and shipment has been a scheduling and budgetary problem. Multiple regression is suggested as a solution. Evaluation of regression coefficients leads to better understanding of trend, seasonality, and promotion effectiveness.
Case Author(s): Corbin E; Punnett B Publication Date: 4/11/2005 Product Type: Case Ivey ID: 9B04C053 Geographic Setting: Barbados Industry Setting: Banking Size: Large organization Year of Event: 2001 Level of Difficulty: Undergraduate/MBA Subjects: Benefits Policy; Change Management; Compensation; Consolidations and Mergers Functional Area: Human Resource Management Product Description: The merger of the Caribbean holdings of Barclays Bank Plc. and the Canadian Imperial Bank of Commerce (CIBC) is going ahead, and the reality of integration of very diverse systems and procedures has to be faced. The case deals with understanding thecurrent situation in terms of existing policies and designing policies that would be acceptable to employees from both banks in the organization - FirstCaribbean International Bank - which would be created by the merger. A critical aspect of themerger is the harmonization of compensation and benefits that must be resolved as a matter of priority.This case may be taught on a stand alone basis, or in combination with any of five additional Cross-Enterprise cases that deal with various functional issues associated with the eventual merger: General Management - CIBC and Barclays: Should TheirOperations be Merged, product 9B04M067, Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032, Accounting and Finance: CIBC Barclays: Accounting for Their Merger, product 9B04B022,Marketing and Branding - FirstCaribbean International Bank: The Marketing and Branding Challenges of a Start-up, product 9B05A012, and technical note - Note on Banking in the Caribbean, product 9B05M015.
Case Author(s): Viceira, Luis M. Publication Date: 10/26/2000 Revision Date: 11/01/2000 Product Type: Case (Field) Product Description: On August 11, 1998, United States’ Amoco Corp. (NYSE: AR) and the British Petroleum Co. (BP), p.l.c. (NYSE: BP), announced the BPC merger with Amoco. This deal was the largest industrial merger to date, and created the world‘s third-largest oil company, BP (NYSE: BP). This case focuses on the issues surrounding the integration of the employee-defined contribution plans at Amoco and the U.S. subsidiary of BP. One of them was that the pre-merger plans had very different investment structures. While Amoco had offered its employees only low-cost index funds, BP America had relied on actively managed mutual funds. The new plan, which would have more than 40,000 participants and $7 billion in assets, would have to either choose one of these approaches, or try to integrate them into one single structure. Teaching Purpose: To provide students with ample opportunities to discuss issues such as market efficiency, active versus passive (indexed) asset management, mutual fund performance evaluation, the design of private pension plans, and the mutual fund industry. HBS Number: 9-201-052 Geographic Setting: Chicago, ILIndustry Setting: pension fund Event Year Start: 1999Event Year End: 1999 Subjects: Capital markets; Efficient markets; Financial planning; Investments; Mutual funds; Pension funds; Pension plans; Performance measurement; Petroleum Academic Discipline: Finance
Case Probst, G — University of Geneva Eppler, M J — University of Geneva Distributor: ecch (www.ecch.com) Reference: 498-051-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 1998 Geo location: Basel, Switzerland Industry: Life sciences Size: 87,000 employees Timing: 1997-1998 Topics: Knowledge management; Incentives; Yellow pages; Tools of knowledge management; Intranet; IT; Corporate incentives; Lotus; notes Abstract: The NOVARTIS case is a one session illustration of the use of a specific knowledge sharing tool, the yellow pages. The case examines the early stages of the introduction of yellow pages in a recently merged life sciences multinational corporation. The yellow pages were introduced in the context of a more global knowledge management program, with the main aim of sharing information and know-how across the different sectors of the company. The yellow pages allow people to know who detains what expertise, in order to request assistance or information. The case brings out the difficulties met in the implementation of the tool and is designed to encourage the reader to think about the value of the tool and recommend suitable solutions to the problems met.
Case Author(s): Bryan, Lowell L.; Matson, Eric; Weiss, Leigh Publication Date: 11/04/2007 Product Type: Case Publisher: The McKinsey Quarterly HBS Number: MK0004 Subjects: Communication in organizations; Communication skills; Language; Management communication; Overtime; Work force; Work force management; Work force optimization; Cross functional teams; Centralized organizations; Corporate structure; Organizational structure; Virtual teams; Teamwork; Beliefs; Corporate culture; Culture; Organizational management; Matrix organization Academic Discipline: Organizational behavior & leadership Product Description: Most large corporations have dozens if not hundreds of informal networks, in which human nature, including self-interest, leads people to share ideas and collaborate. Informal networks are a powerful source of horizontal collaboration across thick silo walls, but as ad hoc structures their performance depends on serendipity and they can’t be managed. By creating formal networks, companies can harness the advantages of informal ones and give management much more control over networking across the organization. The steps needed to formalize a network include giving it a “leader”, focusing interactions in it on specific topics, and building an infrastructure that stimulates the ongoing exchange of ideas.
Article Author(s): Johnson, Lauren Keller Publication Date: 11/01/2006 Product Type: Harvard Management Update Article HBS Number: U0611B Subjects: Customer feedback; Customer relations; Customer service; Innovation; Market research; New product marketing; Organizational behavior; Value creation Academic Discipline: General management Product Description: In pursuing growth through innovation, companies should look at their customers as partners in creating and building value. Consumers today have near-instant access to all the information they need on virtually any product. Moreover, they are using this information to influence product development — as individuals and, more importantly, through user communities and review groups that wield increasing influence over the market’s perceptions. Here is advice about how to harness the burgeoning power of the consumer to help shape products and services.
Article Author(s): Johnson, Lauren Keller Publication Date: 03/01/2004 Product Type: Harvard Management Update Article Product Description: In the renewed pursuit of growth through innovation, companies should look at their customers as partners in creating and building value. Consumers today have near-instant access to all the information they need on virtually any product. Moreover, they are using this information to influence product development — as individuals and, more importantly, through user communities and review groups that wield increasing influence over the market’s perceptions. Organizations that can effectively harness the burgeoning power of the consumer to help shape their own products and services, argue C.K. Prahalad and Venkat Ramaswamy, authors of The Future of Competition, are the ones that will dominate. HBS Number: U0403A Subjects: Communication; Consumer behavior; Consumer education; Consumers; Customer relations; Innovation; Management philosophy; Organizational behavior Academic Discipline: Competitive strategy
Article Author(s): Cialdini, Robert Publication Date: 10/01/2001 Product Type: Harvard Business Review Article HBS Number: R0109D Subjects: Behavioral sciences; Leadership; Motivation; Psychology Academic Discipline: Organizational behavior & leadership Product Description: If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader’s essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, enlist peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it‘s worth the time to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and explicitly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it's self-evident. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data. By mastering these principles — and, the author stresses, using them judiciously and ethically — executives can learn the Source: Harvard
Article Author(s): Cialdini, Robert Publication Date: 10/01/2001 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of the HBR reprint R0108D, originally published in September 2001. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader’s essential tools. Over the past several decades, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. Fourth, individuals are more likely to keep promises they make voluntarily and explicitly. Fifth, studies show that people really do defer to experts. Finally, people want more of a commodity when it‘s scarce; it follows, then, that exclusive information is more persuasive than widely available data. HBS Number: 7915 Subjects: Behavioral sciences; Leadership; Motivation; Psychology Academic Discipline: Organizational behavior & leadership
Article Geisler, Eliezer The sum total of managerial experience in the corporate world is a combined powerhouse of thousands of years of battling in the trenches—winning and learning, losing and learning, always learning. Ignoring managerial experience reduce HBS Number: BH025 Type: Business Horizons Article Publication Date: 5/15/1999 Subjects: Employee training; Intellectual capital; Knowledge management; Management development; Mentors; Organizational learning Publisher: Publisher:Business Horizons/Indiana University
Case Author(s): Palepu, Krishna G. Publication Date: 11/27/1985 Revision Date: 08/21/1997 Product Type: Case (Library) Product Description: Presents an analysis of Harnischfeger’s quality of earnings, and the investment potential of the company‘s stock in light of the company's turnaround strategy. HBS Number: 9-186-160 Geographic Setting: Milwaukee, WI Industry Setting: machinery Company Size: Fortune 500 Gross Revenues: $399 million sales Event Year Start: 1984 Event Year End: 1984 Subjects: Financial reporting; Financial strategy; Securities analysis Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-187-152), 8p, by Krishna G. Palepu
Case Brandenburger, Adam; Stuart, Gus Harnischfeger, the market-share leader, is facing increasing competition in the portal crane industry. The key question facing the company is how to respond to the competitive threat without undermining the attractiveness of the industry. The case discusses a number of ways in which Harnischfeger can try to regain market-share without embarking on a price war. HBS Number: 9-391-130 Type: Case (Field) Publication Date: 4/11/1991 Revision Date: 11/8/1996 Geographic Setting: Milwaukee, WI Industry Setting: material handling Company Size: Fortune 500 Gross Revenues: $20 million sales Event Year Start: 1990 Event Year End: 1990 Subjects: Competition; Corporate strategy; Industry analysis; Machinery; Materials management
Case Author(s): McFarlan, F. Warren; Vargas, Ingrid Publication Date: 04/17/2003 Revision Date: 09/10/2003 Product Type: Case (Field) Product Description: Describes the thoughts of a new trustee prior to his first trustees meeting. Teaching Purpose: To explore the issues that could and should be in the mind of a first-time trustee and to improve understanding of nonprofit governance. May be used with: (9-303-115) Harold Morton and the Rivendell Board (B). HBS Number: 9-303-114 Geographic Setting: United StatesIndustry Setting: investment banking collegeNumber of Employees: 1,007 Event Year Start: 2003Event Year End: 2003 Subjects: Colleges & universities; Investment banking; Nonprofit organizations; Trustees Academic Discipline: General management
Case Author(s): McFarlan, F. Warren; Vargas, Ingrid Publication Date: 04/17/2003 Revision Date: 09/10/2003 Product Type: Case (Field) Product Description: Describes what happens as the trustee reflects on his first several years’ experience. Teaching Purpose: To improve understanding of nonprofit governance. May be used with: (9-303-114) Harold Morton and the Rivendell Board (A). HBS Number: 9-303-115 Geographic Setting: United StatesIndustry Setting: investment banking collegeNumber of Employees: 1,007 Event Year Start: 2003Event Year End: 2003 Subjects: Colleges & universities; Investment banking; Nonprofit organizations; Trustees Academic Discipline: General management
Case Corey, E. Raymond A company acquires the rights to a mineral with potential uses in the ceramic and paint industries. After many years, sales are still far below expectations and the company considers selling the whole operation to a potential customer. Rewritten version of an earlier case. HBS Number: 9-590-027 Type: Case (Field) Publication Date: 08/10/1989 Revision Date: 12/15/1998 Geographic Setting: United States Industry Setting: chemicals Company Size: large Gross Revenues: $945 million sales Event Year Start: 1983 Event Year End: 1983 Subjects: Chemicals; Industrial markets; Market segmentation; Marketing strategy; New product marketing; Purchasing Supplementary Materials: Supplement (Field), (9-590-028), 2p, by E. Raymond Corey; Teaching Note, (5-590-029), 9p, by E. Raymond Corey
Case Author(s): Corey, E. Raymond Publication Date: 08/10/1989 Revision Date: 07/20/1993 Product Type: Supplement (Field) Product Description: Provides additional quantitative exhibits, including a pro forma income statement and break-even calculations for the operation and makes assumptions about marketing strategy. A rewritten version of an earlier case. Must be used with: (9-590-027) Harper Chemical Co., Inc. HBS Number: 9-590-028 Subjects: Chemicals; Industrial markets; Market segmentation; Marketing strategy; New product marketing; Purchasing Academic Discipline: Marketing
Case Author(s): Lal, Rajiv; Carrolo, Patricia Martone Publication Date: 10/25/2001 Revision Date: 06/14/2004 Product Type: Case (Field) Product Description: Describes a situation facing Philip Satre, chairman and CEO of Harrah’s Entertainment, Inc. Satre was reading a May 2000 Wall Street Journal story that discussed the company‘s marketing success in targeting low rollers, the 100% growth in stock price and profits in the year to December 1999, and the revenue growth of 50%, which significantly outpaced the industry. The exciting articles aroused Satre's desire to know more about the activities of his then COO, Gary Loveman, and his team of "propeller heads" with respect to their database marketing efforts and the Total Reward Program. Satre was interested in two questions: He wanted to know how much these marketing efforts had contributed to Harrah's overall performance and whether these marketing results were a one-shot event or could be achieved year after year, especially as the competition introduced similar programs. Teaching Purpose: Assessing the short-term and long-term benefits of database marketing and loyalty programs. HBS Number: 9-502-011 Geographic Setting: Las Vegas, NE Industry Setting: casino Gross Revenues: $3 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Customer relations; Data bases; Entertainment industry; Loyalty; Service management Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-502-091), 10p, by Rajiv Lal
Teaching Note For use with 9-502-011 HBS Number: 5-502-091 Subjects: Customer relations; Data bases; Entertainment industry; Loyalty; Service management
Case Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineet Publication Date: 07/23/2002 Revision Date: 01/07/2003 Product Type: Case (Field) Product Description: Marilyn Winn, head of human resources at Harrah’s Entertainment, must make a recommendation to the company‘s president and CEO about whether the existing bonus payout program is effective at motivating employees or whether it should be revised and/or replaced. A recent downturn in economic conditions led Winn to wonder whether customer service payouts were the most efficient means by which to make Harrah's a service-driven and customer-driven company. Teaching Purpose: To teach students about the importance of aligning strategy and human capital practices. HBS Number: 9-403-008 Geographic Setting: Las VegasIndustry Setting: entertainment Event Year Start: 2002Event Year End: 2002 Subjects: Customer service; Employee compensation; Human resources management; Organizational behavior; Personnel policies; Service management Academic Discipline: Organizational behavior & leadership
Case Author(s): Delong, Thomas J.; Vijayaraghavan, Vineeta Publication Date: 07/23/2002 Revision Date: 01/07/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 403008 Geographic Setting: Nevada Event Year Start: 2002 Event Year End: 2002 Subjects: Organizational behavior; Human resources management; Compensation; Personnel policies; Service management; Customer service Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (403155), 24p, by Thomas J. Delong, Jaan Elias Product Description: Marilyn Winn, head of human resources at Harrah’s Entertainment, must make a recommendation to the company‘s president and CEO about whether the existing bonus payout program is effective at motivating employees or whether it should be revised and/or replaced. A recent downturn in economic conditions led Winn to wonder whether customer service payouts were the most efficient way to make Harrah's a service-driven and customer-driven company.
