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Alphabetically : I
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 ’IRISH BREEZE‘
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| 10 pp.
| Case
O’Cinneide, B — University of Limerick
Distributor: ecch (www.ecch.com) Reference: 399-118-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1999
Geo location: Ireland Industry: Manufacturing Size: 11 employees Timing: 1985-1993
Topics: Business start-up; Female entrepreneurship; New product development; Manufacturing, licensing; Channel management; Consumer behaviour; Marketing communications, promotion; Target marketing
Abstract: To compete against a world leader like Colgate Palmolive seemed to be an impossible dream in 1985, when Peggy Connolly initiated a feasibility study on entering the soap market. However, subsequent events showed that the apparent high risk venture had attractive growth potential, even in a small country like Ireland with a population, then of just 3.6 million. It is of interest that ‘Irish Breeze' had commenced, modestly, as a project under a state assisted 'Start your own Business' programme. Was the emergence of 'Irish Breeze' due to entrepreneurial flair and market insight, or was it merely due to serendipity (good luck)? The 'green' ecological lobby was just beginning to extend its market influence and the 'back to nature' motto was coming into vogue, so the brandname was timely and appropriate. It could be claimed that Peggy Connolly had the ability to scan the environment and correctly time the new venture's entry into the market, ie 'Timing is everything'. Although based on a simple concept, ie to produce a distinctive Irish soap, the case indicates the problems that were encountered in terms of production, pricing, promotion, distribution and, of course, funding a start-up enterprise from Peggy Connolly's home. The case provides insights into the obstacles faced and the resolutions found by a female entrepreneur who relied on self-confidence and conviction in the ne
Source: ecch
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| I Can, You Can, We All Can Kanban
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| 1 pp.
| Technical Note
Author(s): Pease, Henry; Ramdas, Kamalini; Weiss, Elliott N.
Darden ID: UVA-OM-1257
Published: 3/25/2008
Copyright Year: 2006
Subject Area: Operations Management
Keywords: operations management, Lean manufacturing, inventory management, just-in-time, inventory control, manufacturing operations
Abstract: This brief note describes the kanban system of inventory control. It discusses the rules for its use, techniques for calculating the number of cards, and the difference between push and pull systems.
Source: Darden
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| I Was Greedy, Too
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| 8 pp.
| Article
Author(s): Coutu, Diane L.
Publication Date: 02/01/2003
Product Type: Harvard Business Review Article
Product Description: Americans are outraged at the greediness of Wall Street analysts, dot-com entrepreneurs and, most of all, chief executive officers. How could Tyco’s Dennis Kozlowski use company funds to throw his wife a million-dollar birthday bash on an Italian island? How could Enron‘s Ken Lay sell thousands of shares of his company's once high-flying stock just before it crashed, leaving employees with nothing? Even America's most popular domestic guru, Martha Stewart, is suspected of having her hand in the cookie jar. To some extent, our outrage may be justified, writes HBR senior editor Diane Coutu. And yet, it's easy to forget that just a couple years ago these same people were lauded as heroes. It could easily be argued that it was public indulgence in corporate money lust that largely created the mess we're now in. It's time to take a hard look at greed, both in its general form and in its peculiarly American incarnation, says Coutu. If Federal Reserve Board Chairman Alan Greenspan was correct in telling Congress that "infectious greed" contaminated U.S. business, then we need to try to understand its causes—and how the average American may have contributed to it. Why did so many of us fall prey to greed? Can we be sure it won't happen again?
HBS Number: R0302B
Subjects: Business & society; Business philosophy; Corporate responsibility; Ethics; Human behavior; Psychology; Social issues
Academic Discipline: Social enterprise & ethics
Source: Harvard
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| I-Mode: NTT DoCoMo’s Wireless Data Service
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| 23 pp.
| Case
Author(s): Whang, Seungjin
Publication Date: 09/01/2001 Revision Date: 08/01/2007
Product Type: Case (Library)
Publisher: Stanford University
HBS Number: GS28
Geographic Setting: Japan Industry Setting: Telecommunications industry Number of Employees: 19,700 Gross Revenues: $38 billion revenues
Event Year Start: 1998 Event Year End: 2000
Subjects: Business models; Supply chain; Technological planning
Academic Discipline: Competitive strategy
Product Description: In 1992, Japan’s Nippon Telephone and Telegraph (NTT) spun off its wireless phone service, forming NTT DoCoMo. NTT DoCoMo introduced I-Mode, a wireless data service, in November 1998. At the time of introduction, this was a new, untested market. However, within 2 years, the service had been adopted by 18 million subscribers — 45% of the company‘s Japanese wireless voice customers. This case describes NTT DoCoMo's initial product and marketing strategy, its technology and competition, the company's business model, and future plans. Also describes the supply chain for the wireless data service business, from components, hardware manufacturing, carriers, service and software to end users. This discussion includes business models at each stage, as well as the implications of new technology development. Raises questions about the future direction of NTT DoCoMo and the wireless data industry.
Source: Harvard
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| i2 Technologies, Inc.
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| 21 pp.
| Case
Author(s): Raman, Ananth; Singh, Jasjit
Publication Date: 12/07/1998 Revision Date: 02/24/1999
Product Type: Case (Field)
Product Description: Describes the emergence and growth of i2 Technologies and the supply chain planning software industry. In December 1998, i2’s market capitalization was in excess of $2 billion; the supply chain planning software industry had annual sales of approximately $1 billion and was expected to grow at 57% annually. By describing i2‘s products and the process that the company followed to sell and implement its software at companies, the case provides students with the background needed to understand why i2 was successful. This understanding enables students to address issues like what i2 should do in the future, and whether new competition such as SAP poses a substantial threat to i2's future success.
HBS Number: 9-699-042
Geographic Setting: Texas Industry Setting: software Number of Employees: 2,000 Gross Revenues: $200 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Forecasting; Mathematical programming; Operations management; Operations research; Production planning; Software; Supply chain
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-601-143), 15p, by Ananth Raman
Source: Harvard
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| i2 TradeMatrix
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| 22 pp.
| Case
Author(s): McAfee, Andrew
Publication Date: 02/23/2001 Revision Date: 03/13/2003
Product Type: Case (Field)
HBS Number: 9-601-008
Geographic Setting: Texas and California Industry Setting: electronic commerce Number of Employees: 4,000 Gross Revenues: $571.1 million revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Business to business; Electronic commerce; Information technology; Internet; Mergers & acquisitions
Academic Discipline: Operations management
Product Description: i2 has recently acquired Aspect Development and is incorporating Aspect’s offerings into its TradeMatrix product for business-to-business ecommerce. TradeMatrix embeds i2‘s existing products for optimizing supply chain performance by applying advanced planning and scheduling (APS) algorithms. TradeMatrix also includes capabilities for collaborative product design and sourcing. Aspect was a leader in this field, having developed an extensive database of suppliers and techniques for searching it effectively. i2 and Aspect hope that their combined strengths will make TradeMatrix the platform of choice for communities of collaborating businesses. To do this, however, they must successfully merge their two companies and cultures. Teaching Purpose: To understand how i2 has come to dominate important facets of the large market for technology-assisted interbusiness collaboration, and to explore how this market is likely to evolve in the era of the Internet. i2 has, over the course of its history, migrated far from its roots as a vendor of APS solutions and has clearly outpaced its early competition to become a leading B2B vendor. i2 paid a high price for Aspect, and clearly feels that Aspect possesses critically important capabilities and, by extension, the requirements for successful B2B software. Also alludes to potential difficulties in merging the two corporatio
Source: Harvard
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| IAS 39 “Carve-Out”: How the European Union Hedged Its Exposure to the International Standard on Derivatives and Hedgin
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| 14 pp.
| Case
Author(s): Jagolinzer, Alan D.; Armstrong, Christopher
Publication Date: 05/01/2005 Revision Date: 02/07/2007
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: A191
Subjects: Accounting; Accounting procedures; Derivatives; EC single market; Financial reporting; Hedging; International business; International Financial Reporting Standards; Politics
Academic Discipline: Accounting & control
Product Description: International Accounting Standard (IAS) 39, Financial Instruments: Recognition and Measurement, has attracted considerable controversy throughout its development. Major European financial institutions and political agencies lobbied heavily against the development of certain provisions within the standard. Jacques Chirac, the president of France, suggested that the accounting treatment prescribed in IAS 39 threatens the stability of the European economic structure. Despite its efforts to accommodate constituents’ concerns, the International Accounting Standards board refused to fully concede to lobby pressure and implemented a compromise standard in March 2004. As a result, the European Union‘s Accounting Regulatory Committee voted to recommend that the European Commission only partially adopt IAS 39, effectively “carving-out” two provisions that were the focal point of debate. Explores the history of IAS 39, describes the IAS 39 prescribed accounting treatment for fair value and cash flow hedges, outlines heavily debated issues surrounding macro hedge accounting, and illustrates the impact of politics in the accounting standard setting process. Also explores the implications of the European Commission's “carve-out” on the viability of the International Accounting Standards board and the board's overriding goal of global harmonization of financial reporting standards.
Source: Harvard
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| IBCA, Ltd.
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| 28 pp.
| Case
Gaik Eng Lim
IBCA, Ltd. Was the third largest international rating agency in the world after Standard & Poors and Moody’s. In line with the globalization of capital markets, IBCA broadened its worldwide coverage by opening wholly-owned offices and establishing affiliates with rating agencies in Brazil, Chile, Indonesia, Malaysia, and other countries. In the long run, these emerging markets of Latin America and Asia would be increasingly important to IBCA‘s growth. The Managing Director of IBCA had to decide which region would provide better returns, given the firm's resources. The Managing Director also had to formulate a business strategy for meeting increasing competition from Standard & Poors and Moody's, as well as chart the future direction of IBCA.
Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 2
Subjects: Strategic Management, Globalization, Competitive Strategy, Corporate Strategy
Source: NACRA
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| IBM and Eclipse (A)
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| 19 pp.
| Case
Author(s): O’Mahony, Siobhan; Diaz, Fernando Cela; Mamas, Evan
Publication Date: 12/16/2005
Product Type: Case (Field)
HBS Number: 9-906-007
Geographic Setting: North America Number of Employees: 291,067 Gross Revenues: $81.7 million revenues
Event Year Start: 1998 Event Year End: 2001
Subjects: Collaboration; Industry standards; Open-source software; Open-source technologies; Organizational change; Product development; Technological planning; Vendors
Academic Discipline: Management of information systems
Supplementary Materials: Supplement (Field), (9-906-011), 7p, by Siobhan O‘Mahony, Fernando Cela Diaz, Evan Mamas
Product Description: IBM faces a collective action problem: It open sourced its $40 million application platform and has to convince other companies to contribute. Explores the events leading up to IBM's decision to make the Eclipse platform available as an Open Source project. In 1998, Lee Nackman, director of architecture for the application and integration middleware of the IBM Software Group, initiates the development of a software platform that would enable IBM products to offer better interoperability and a common look and feel. In the years that follow, Lee faces the challenge of getting the platform adopted within IBM and the need to manage carefully its evolution. The Eclipse platform works and gains momentum, but IBM would like to create an ecosystem of complementing applications developed by independent software vendors (ISVs). In 2001, IBM forms the Eclipse Consortium and makes the Eclipse platform available as Open Source software. Despite the popularity of the Eclipse platform, ISVs still hesitate to deliver complementing applications and to contribute actively back to the platform. Market analysts are not sure whether this project is truly open source. Lee and his colleagues are trying to decide whether the Open Sourc
Source: Harvard
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| IBM and Linux (A)
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| 19 pp.
| Case
Author(s): Baldwin, Carliss Y.; O’Mahony, Siobhan; Quinn, James
Publication Date: 06/26/2003
Product Type: Case (Library)
Product Description: In the fall of 1998, Dan Frye, member of IBM‘s emerging technologies and business team, is trying to decide whether to forge a strategic alliance with the Linux Development Community (LDC). Just two years earlier, IBM had its first exposure to an “open source” software program when it selected Apache as the web server program for the web site of the Atlanta Summer Olympic Games. Based on its success with Apache, and Frye's intuition that Linux could be a critical, strategic step in the new “network-centric'' computing environment, Frye and his colleagues are trying to decide whether an alliance between IBM and LDC would serve their interests—and, if so, how IBM could manage the alliance with a loosely affiliated group of software developers.
HBS Number: 9-903-083
Geographic Setting: New York Industry Setting: computers Number of Employees: 270,000 Gross Revenues: $78.5 billion
Event Year Start: 1998 Event Year End: 1998
Subjects: Competitive strategy; Computer industry; Corporate strategy; Finance; High technology; Manufacturing industry; Mergers & acquisitions; Organization; Organizational structure; Real options; Strategic alliances
Academic Discipline: Competitive strategy
Source: Harvard
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| IBM and Siemens: Revitalizing the Rolm Division (A)
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| 8 pp.
| Case
Nanda, Ashish; Davila, Antonio; Levenson, Georgia
Opens with a discussion of the evolution of the PBX industry in the 1970s and 1980s. Follows Rolm from an independent company to an IBM acquisition, and considers the problem it faced as an IBM division. Then switches to describing Siemens’ growing interest in the U.S. PBX market and ends with IBM and Siemens negotiating over Rolm‘s future. Teaching Purpose: Treats three important characteristics of restructuring joint ventures: 1) joint ventures as mechanisms for business transfer, 2) relevant tradeoffs to consider in deciding between joint venturing and direct sale, and 3) optimal life spans of such joint ventures.
HBS Number: 9-397-058 Type: Case (Library)
Publication Date: 1/13/97 Revision Date: 11/20/97
Geographic Setting: United States Industry Setting: PBX Number of Employees: 8,000 Gross Revenues: $300 million revenues
Event Year Start: 1984 Event Year End: 1988
Subjects: Business policy; Corporate strategy; Joint ventures; Restructuring; Strategy implementation
Supplementary Materials: Supplement (Library), (9-397-061), 2p, by Ashish Nanda, Antonio Davila, Georgia Levenson; Supplement (Library), (9-397-062), 2p, by Ashish Nanda, Antonio Davila, Georgia Levenson; Teaching Note, (5-397-060), 13p, by Ashish Nanda
Source: Harvard
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| IBM Canada: Global Services (A)
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| 17 pp.
| Case
Author(s): Tushman, Michael L.; Kiron, David; Smith, Wendy
Publication Date: 04/17/2003
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 403070
Geographic Setting: Canada Gross Revenue: $17 billion revenues
Event Year Start: 2000 Event Year End: 2001
Subjects: Organizational behavior; Innovation; Leadership; Teams; Organizational structure; Organizational culture; Information & technology
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (403078), 4p, by Michael L. Tushman, David Kiron, Wendy Smith; Supplement, (403079), 5p, by Michael L. Tushman, David Kiron, Wendy Smith
Product Description: IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous structure and senior team.
Source: Harvard
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| 17 pp.
| Case
Author(s): Tushman, Michael L.; Kiron, David; Smith, Wendy
Publication Date: 04/17/2003
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 403070
Geographic Setting: Canada Gross Revenue: $17 billion revenues
Event Year Start: 2000 Event Year End: 2001
Subjects: Organizational behavior; Innovation; Leadership; Teams; Organizational structure; Organizational culture; Information & technology
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (403078), 4p, by Michael L. Tushman, David Kiron, Wendy Smith; Supplement, (403079), 5p, by Michael L. Tushman, David Kiron, Wendy Smith
Product Description: IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous structure and senior team.
Source: Harvard
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| 17 pp.
| Case
Author(s): Tushman, Michael L.; Kiron, David; Smith, Wendy
Publication Date: 04/17/2003
Product Type: Case (Field)
Product Description: IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous structure and senior team. This case documents the cultural changes needed to implement innovations, better teamwork, and new organization. Teaching Purpose: Describes innovation in a services organization.
HBS Number: 9-403-070
Geographic Setting: CanadaIndustry Setting: information technologyGross Revenues: $17 billion revenues
Event Year Start: 2000Event Year End: 2001
Subjects: Canada; Corporate culture; Information services; Information technology; Innovation; Leadership; Organizational behavior; Organizational structure; Service organizations; Teams
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-403-078), 4p, by Michael L. Tushman, David Kiron, Wendy Smith; Supplement (Field), (9-403-079), 4p, by Michael L. Tushman, David Kiron, Wendy Smith
Source: Harvard
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| IBM Corp.: "Make It Your Business" (A)
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| 14 pp.
| Case
Simons, Robert L.; Weston, Hilary A.
In 1987, IBM changed its strategy in an attempt to become a market-driven company rather than a product-driven company. The case begins with a description of the new strategy and the reasons for the change and then describes the top-down sales planning and quota system in use under the old strategy. Concludes with a discussion of the reasons why the new strategy cannot be implemented without changing the sales planning and quota systems. The challenge for students is to design new systems to support IBM’s market-driven strategy.
HBS Number: 9-190-137 Type: Case (Field)
Publication Date: 3/20/1990 Revision Date: 6/17/1991
Geographic Setting: United States Industry Setting: computer technology
Company Size: Fortune 500 Gross Revenues: $60 billion revenues
Event Year Start: 1989 Event Year End: 1989
Subjects: Computer industry; Control systems; Goal setting; Incentives; Planning systems; Sales management; Strategy implementation
Supplementary Materials: Supplement (Field), (9-190-138), 2p, by Robert L. Simons, Hilary A. Weston; Teaching Note, (5-191-171), 23p, by Robert L. Simons
Source: Harvard
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| IBM Corp.: The Bubble-Memory Incident
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| 8 pp.
| Case
Author(s): Vancil, Richard F.; Bhambri, Arvind; Wilson, James
Publication Date: 10/01/1979 Revision Date: 01/13/1983
Product Type: Case (Field)
Product Description: Focuses on the role of IBM’s Corporate Management Committee (CMC) in resolving conflicts between the line and staff elements of IBM‘s organization. The issue for discussion is not a substantive technological question but a question of the proper role for the CMC in dealing with such questions. May be used with: (9-180-034) IBM Corp., Background Note.
HBS Number: 9-180-042
Geographic Setting: United States Industry Setting: computers Company Size: Fortune 500
Event Year Start: 1979 Event Year End: 1979
Subjects: Computer industry; Control systems; Organizational structure; Resource allocation; Technology
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Note), (9-483-128), 1p, by Vijay V. Sathe; Case Video, (9-880-504), 10 min, by Richard F. Vancil; Teaching Note, (5-182-230), 9p, by Richard F. Vancil
Source: Harvard
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| IBM Culture in Its Architecture
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| 21 pp.
| Case
Author(s): Kohn, A. Eugene; Herman, Kerry
Publication Date: 02/21/2007
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 207026
Geographic Setting: New York Number of Employees: 315,000 Gross Revenue: $60 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Design; Turnarounds
Academic Discipline: Organizational Behavior & leadership
Product Description: In 1992, Lou Gerstner was the CEO of IBM during a period where the firm was losing money and a turnaround was desperately needed. In a bold decision, Gerstner chose to build a new headquarters in Armonk, NY that had strict limits on expandability. His idea was to use the building — with its design and architecture — to change the culture of IBM. Justification to shareholders for a large capital expenditure when the firm was losing $5 billion by year and laying off nearly 25,000 employees was an extreme challenge for Gerstner. However, he was adamant in his vision, and wanted to create a culture with fluid, unobstructed communication between divisions. Gerstner also wanted to eliminate bloated overhangs within the organization on cost, personnel, and physical structure levels. The challenge to the architects was to articulate Gerstner’s ideas into form.
Source: Harvard
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| IBM in the 21st Century: The Coming of the Globally Integrated Enterprise
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| 20 pp.
| Case
Author(s): Kanter, Rosabeth Moss
Publication Date: 03/31/2008 Revision Date: 10/07/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 308105
Number of Employees: 385000 Gross Revenue: $99 billion
Event Year Start: 2005 Subjects: Innovation; Change management; Organizational change; IT management
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (310006), 11p, by Rosabeth Moss Kanter, Matthew Bird
Product Description: Members of IBM’s fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and Director of Research, the IVT5‘s focus was on “the global IBMer”-define and develop global leaders; make the “globally integrated enterprise” relevant to all employees through corporate citizenship initiatives reflective of the company's values; and help IBM compete globally by ensuring market access. The scope was all 170 countries in which IBM operated. As leaders who had risen to their positions as systems thinkers committed to innovation, the team knew it was necessary to stand back and look at the big picture-to see how IBM worked now and operate at its best in order to understand the gaps, dilemmas, and opportunities.
Source: Harvard
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| IBM Software Solutions (A)
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| 14 pp.
| Case
Author(s): Tushman, Michael L.; O’Reilly, Charles A.
Publication Date: 08/24/2001 Revision Date: 06/11/2002
Product Type: Case (Field)
Product Description: Executives and managers of key IBM software units struggle to make IBM a top player in the post-mainframe era. When one software unit introduces a visionary product with potential to create a new leadership position for the firm, the result is an epic conflict in the marketplace among market forces representing several different IBM units. Teaching Purpose: Demonstrates complexity of addressing strategic and organizational change and renewal in a large firm, and documents the kinds of behaviors that are necessary at the upper-middle and upper management levels for success.
HBS Number: 9-402-016
Geographic Setting: GlobalIndustry Setting: computersNumber of Employees: 100,000Gross Revenues: $100 billion revenues
Event Year Start: 1993Event Year End: 2000
Subjects: Computer industry; Electronic commerce; Entrepreneurship; Innovation; Internet; Leadership; Software; Technology
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-402-017), 8p, by Michael L. Tushman, Charles A. O‘Reilly III, Robert Chapman Wood
Source: Harvard
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| IBM Technology Group
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| 15 pp.
| Case
Author(s): McAfee, Andrew; Herman, Kerry
Publication Date: 06/19/2000 Revision Date: 03/13/2003
Product Type: Case (Field)
Product Description: Explores two main issues: How the IBM Technology Group was able to build a robust, scalable, and functional IT platform using packaged ERP software from SAP, and how the division should best leverage this capability going forward. Teaching Purpose: Used to teach about effective management of large IT projects and the strategies used to IT capabilities.
HBS Number: 9-600-010
Geographic Setting: Unspecified Industry Setting: high technology Number of Employees: 5,000 Gross Revenues: $17 billion revenues
Event Year Start: 1995 Event Year End: 1999
Subjects: Computer industry; ERP; Information technology; Internet; Organizational change
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-046), 18p, by Andrew McAfee, Sarah Macgregor
Source: Harvard
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| IBM’s Decade of Transformation: Turnaround to Growth
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| 31 pp.
| Case
Author(s): Applegate, Lynda M.; Collins, Elizabeth
Publication Date: 04/05/2005 Revision Date: 07/08/2009
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 805130
Geographic Setting: United States Number of Employees: 250,000 Gross Revenue: $89 billion revenues
Subjects: Organizational behavior; Entrepreneurship; Leadership; Change management; Alliances; New economy
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (807030), 22p, by Lynda M. Applegate, Robert D. Austin, Charles C. Heckscher, Boniface Michael, Elizabeth Collins; Case Teaching Note, (809082), 25p, by Lynda M. Applegate
Product Description: Describes IBM’s decade of transformation. Provides background on the company‘s history and the factors that led to its near death in the early 1990s and to its remarkable turnaround during Lou Gerstner's reign as CEO. A rewritten version of an earlier case.
Source: Harvard
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| 31 pp.
| Case
Author(s): Applegate, Lynda M.; Collins, Elizabeth
Publication Date: 04/05/2005 Revision Date: 07/08/2009
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 805130
Geographic Setting: United States Number of Employees: 250,000 Gross Revenue: $89 billion revenues
Subjects: Organizational behavior; Entrepreneurship; Leadership; Change management; Alliances; New economy
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (807030), 22p, by Lynda M. Applegate, Robert D. Austin, Charles C. Heckscher, Boniface Michael, Elizabeth Collins; Case Teaching Note, (809082), 25p, by Lynda M. Applegate
Product Description: Describes IBM’s decade of transformation. Provides background on the company‘s history and the factors that led to its near death in the early 1990s and to its remarkable turnaround during Lou Gerstner's reign as CEO. A rewritten version of an earlier case.
Source: Harvard
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| 31 pp.
| Case
Author(s): Applegate, Lynda M.; Collins, Elizabeth
Publication Date: 04/05/2005 Revision Date: 07/08/2009
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 805130
Geographic Setting: United States Number of Employees: 250,000 Gross Revenue: $89 billion revenues
Subjects: Organizational behavior; Entrepreneurship; Leadership; Change management; Alliances; New economy
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (807030), 22p, by Lynda M. Applegate, Robert D. Austin, Charles C. Heckscher, Boniface Michael, Elizabeth Collins; Case Teaching Note, (809082), 25p, by Lynda M. Applegate
Product Description: Describes IBM’s decade of transformation. Provides background on the company‘s history and the factors that led to its near death in the early 1990s and to its remarkable turnaround during Lou Gerstner's reign as CEO. A rewritten version of an earlier case.
Source: Harvard
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| 31 pp.
| Case
Author(s): Applegate, Lynda M.; Collins, Elizabeth
Publication Date: 04/05/2005 Revision Date: 07/08/2009
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 805130
Geographic Setting: United States Number of Employees: 250,000 Gross Revenue: $89 billion revenues
Subjects: Organizational behavior; Entrepreneurship; Leadership; Change management; Alliances; New economy
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (807030), 22p, by Lynda M. Applegate, Robert D. Austin, Charles C. Heckscher, Boniface Michael, Elizabeth Collins; Case Teaching Note, (809082), 25p, by Lynda M. Applegate
Product Description: Describes IBM’s decade of transformation. Provides background on the company‘s history and the factors that led to its near death in the early 1990s and to its remarkable turnaround during Lou Gerstner's reign as CEO. A rewritten version of an earlier case.
Source: Harvard
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| 31 pp.
| Case
Author(s): Applegate, Lynda M.; Collins, Elizabeth
Publication Date: 04/05/2005 Revision Date: 07/08/2009
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 805130
Geographic Setting: United States Number of Employees: 250,000 Gross Revenue: $89 billion revenues
Subjects: Organizational behavior; Entrepreneurship; Leadership; Change management; Alliances; New economy
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (807030), 22p, by Lynda M. Applegate, Robert D. Austin, Charles C. Heckscher, Boniface Michael, Elizabeth Collins; Case Teaching Note, (809082), 25p, by Lynda M. Applegate
Product Description: Describes IBM’s decade of transformation. Provides background on the company‘s history and the factors that led to its near death in the early 1990s and to its remarkable turnaround during Lou Gerstner's reign as CEO. A rewritten version of an earlier case.
Source: Harvard
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| IBM’s Dynamic Workplace
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| 22 pp.
| Case
Author(s): Kanter, Rosabeth Moss
Publication Date: 05/19/2008 Revision Date: 09/16/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 308107
Number of Employees: 385000 Gross Revenue: $99 billion
Event Year Start: 2005 Subjects: Innovation; Change management; Organizational change
Academic Discipline: Social enterprise & ethics
Product Description: IBM already competed for talent by being a best workplace. It was one of the first companies to provide paid vacations, health insurance, sick leave, job sharing, and domestic partner benefits. Its human resources portfolio included a full array of progressive policies and programs. There was increasing flexibility in how people were employed, including alumni. But in its quest to become a globally integrated enterprise, IBM needed to continue to develop new ways of working. The company’s response to the Asian Tsunami showed it at its best-values-driven, self-organizing, able to move at lightning speed connecting global and local resources. This was the kind of global leadership and citizenship the fifth Integration and Values Team (IVT5) was charged with enhancing. But how could IBM provide a tsunami-relief-like experience to everyone, without a disaster?
Source: Harvard
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| IBM’s Values and Corporate Citizenship
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| 16 pp.
| Case
Author(s): Kanter, Rosabeth Moss
Publication Date: 03/31/2008 Revision Date: 09/16/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 308106
Number of Employees: 385000 Gross Revenue: $99 billion
Event Year Start: 2005 Subjects: Innovation; Change management; Organizational change; IT management
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (310007), 12p, by Rosabeth Moss Kanter, Matthew Bird
Product Description: IBM’s transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong culture and a commitment to fairness and social responsibility. As IBM entered its second century, it was appropriate to take a fresh look at its values while remaining unwavering in ethics, integrity, and-to use the twenty-first century word-the highest standards of corporate citizenship. All of this could be done with strategic use of IBM technology and innovation. Yet IBMers in a variety of businesses and geographies also wanted the company to do even more. Members of the fifth Integration and Values Team (IVT5) pondered this and other global citizenship possibilities, reviewing how people were developed and worked as the transition to the GIE was underway.
Source: Harvard
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| IBM-Fujitsu Dispute
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| 13 pp.
| Case
Author(s): Badaracco, Joseph L., Jr.; Barkan, Ilyse
Publication Date: 03/30/1990 Revision Date: 10/19/1994
Product Type: Case (Library)
Product Description: Describes a dispute between IBM and Fujitsu over allegations that Fujitsu stole proprietary IBM software for controlling mainframe computers. Also describes a novel arbitration agreement intended to resolve the dispute, an overview of intellectual property law in the United States and Japan, and background on the question of whether Japan is a peculiarly imitation society. The main teaching objective is to show students the differing approach to intellectual property law in the two countries and the problems these create for trade and for company management.
HBS Number: 9-390-168
Geographic Setting: United States & Japan Industry Setting: computers Company Size: Fortune 500 Gross Revenues: $60 billion revenues
Event Year Start: 1983 Event Year End: 1988
Subjects: Computer industry; Ethics; International business; International trade
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Library), (9-391-149), 1p, by Joseph L. Badaracco Jr., Ilyse Barkan; Teaching Note, (5-391-148), 13p, by Joseph L. Badaracco Jr.
Source: Harvard
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| IBM: The Corporate Service Corps
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| 22 pp.
| Case
Author(s): Marquis, Christopher; Kanter, Rosabeth Moss
Publication Date: 03/27/2009 Revision Date: 07/12/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 409106
Number of Employees: 380,000 Gross Revenue: ~$100 billion
Event Year Start: 2008 Event Year End: 2009
Subjects: Developing countries; Globalization; Economic development; Innovation; Leadership; Partnerships; Social responsibility
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Case Teaching Note, (410131), 12p, by Christopher Marquis, Alison Comings, Bobbi Thomason
Product Description: Describes the conception, development and implementation of the Corporate Services Corps (CSC), an international community service assignment for high-potential IBM employees. The year 2008 was the pilot year of the CSC program, and 100 of IBM’s best global employees were deployed to work for local partners, frequently non-governmental organizations (NGOs), in locations such as Ghana, Tanzania, Romania, Philippines and Vietnam. The case provides data for students to assess the first year of operation and recommend what changes IBM should make to the program moving forward. Also considered is how the CSC fits into IBM‘s broader corporate citizenship portfolio and IBM's globalization strategy.
Source: Harvard
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| IBP and the U.S. Meat Industry
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| 22 pp.
| Case
Collis, David J.; Donohue, Nancy
IBP, the largest U.S. beef and pork processor, is facing deteriorating earnings and undertakes a fundamental strategic review in 1990. Having grown from its founding in 1961 to its current position as a low cost, innovative producer of boxed beef, and more recently pork, IBP’s competitors have pursued very different corporate strategies that appear to be more successful. IBP must reevaluate its own corporate strategy and decide whether its distinctive competence is still relevant, and where it should be active in the three dimensions of product, geography, and vertical integration.
HBS Number: 9-391-006 Type: Case (Library)
Publication Date: 3/5/1991 Revision Date: 4/4/1995
Geographic Setting: United States Industry Setting: meat
Company Size: large Gross Revenues: $7 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Agribusiness; Business policy; Corporate strategy; Diversification; Organizational change; Strategy formulation
Supplementary Materials: Teaching Note, (5-391-268), 19p, by David J. Collis
Source: Harvard
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| IBX (NORTHERN EUROPE): EXPANDING B2B E-PURCHASING FROM INDIRECT TO DIRECT GOODS AND SERVICES
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| 27 pp.
| Case
Enders, A — University of Erlangen-Nuernberg
Endara, F — University of Erlangen-Nuernberg
Hungenberg, H — University of Erlangen-Nuernberg
Jelassi, T — ENPC School of International Management
Distributor: ecch (www.ecch.com) Reference: 606-047-1 Language: English
Category: Production and Operations Management Data source: Field research
Product Year: 2006
Geo location: Scandinavia Industry: B2B (business to business) Size: >100 employees Timing: 1999-2006
Topics: Supply chain; eBusiness; B-to-B (business to business); Governance; Sourcing; Procurement
Abstract: This case study discusses the key success factors that helped IBX survive the dotcom crash and position itself as one of the most successful B2B (business to business) platforms in Europe. It starts with a brief description of B2B e-commerce, its evolution over time, and the business outlook in this sector. The case then describes the history of IBX and the importance of forging business and technological alliances. The company’s business model is reviewed, emphasising: (1) its on-demand solutions portfolio (for sourcing, procurement, payment and supplier network modules); and (2) the subscription-based revenue model in terms of its advantages, customers‘ acceptance, and the impact of IBX financial viability. The case also illustrates the 'anchoring' marketing strategy used by IBX to build its brand and discusses how contract compliance reduced maverick buying. It then assesses the success factors such as contract compliance, process transparency and system interoperability that helped IBX achieve a leading position in the B2B market. The case concludes by presenting the challenges that IBX currently faces following its move into the (direct) vertical platforms market. It highlights the governance problem raised by such a move and the IBX strategy to meet the new challe
Source: ecch
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| Icarian (A): Evaluating a New Business Model
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| 27 pp.
| Case
Author(s): Barnett, William P.; Jesse, David; Withere
Publication Date: 08/02/2000
Product Type: Case (Field)
Publisher: Stanford University
Product Description: A small enterprise software start-up faces its first major set of growth challenges. The company is confronted with turning the product concept into a viable product, building the organization and management team, the search for the right customers, and scalability constraints. This case covers the early history of the firm, including developing the product vision, creating an organization, obtaining venture capital funding, and getting the initial product to market. Ultimately, the company is forced to reevaluate its entire business model and make radical decisions that could affect the entire organization. Teaching Purpose: To study the challenges involved in founding a company, building an organization, and bringing a product to market. In addition, presents an example of a firm reevaluating its business model in light of market reaction to the product and external trends and determining whether to change its fundamental direction.
HBS Number: E85A
Geographic Setting: Sunnyvale, CAIndustry Setting: computer softwareCompany Size: start-upNumber of Employees: 180Gross Revenues: $10 million revenues
Subjects: Corporate strategy; Entrepreneurial management; Growth management; Growth strategy; Management of change; Silicon Valley; Software
Academic Discipline: Entrepreneurship
Source: Harvard
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| Ice-Fili
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| 30 pp.
| Case
Author(s): Rukstad, Michael G.; Mattu, Sasha; Petinova, Asya
Publication Date: 05/02/2003 Revision Date: 09/01/2005
Product Type: Case (Field)
HBS Number: 9-703-516
Geographic Setting: Russia Industry Setting: Food industry Gross Revenues: $25 million revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Business policy; Competition; Corporate strategy; Emerging markets; Five forces; Industry analysis; Strategy formulation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-704-437), 27p, by Michael G. Rukstad, John R. Wells
Product Description: Designed as an overview of all aspects of the strategy process: industry analysis, positioning, dynamics and sustainability, and scope issues of corporate strategy, including vertical integration, horizontal diversification, and location issues. Ice-Fili is the largest ice cream producer in Russia in 2002, but is facing strong competition from Nestle despite its success over other multinational competitors. Contains detailed exhibits, allowing deeper analyses.
Source: Harvard
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| Ice-Fili (Abridged)
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| 21 pp.
| Case
Author(s): Rukstad, Michael G.; Wells, John; Yin, Pai-Ling
Publication Date: 11/05/2004 Revision Date: 01/22/2007
Product Type: Case (Field)
HBS Number: 9-705-441
Geographic Setting: Russia Industry Setting: Food industry Gross Revenues: $25 million revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Business policy; Competition; Corporate strategy; Emerging markets; Five forces; Industry analysis; Strategy formulation
Academic Discipline: Competitive strategy
Product Description: Designed as an overview of all aspects of the strategy process: industry analysis, positioning, dynamics and sustainability, and scope issues of corporate strategy, including vertical integration, horizontal diversification, and location issues. Ice-Fili is the largest ice cream producer in Russia in 2002, but is facing strong competition from Nestle despite its success over other multinational competitors. Contains detailed exhibits, allowing deeper analyses. A rewritten version of an earlier case.
Source: Harvard
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| Icebreaker: The China Entry Decision
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| 20 pp.
| Case
Author(s): Heath, Dan; Lassiter, Joseph B., III
Publication Date: 05/02/2006 Revision Date: 06/16/2006
Product Type: Color Case
HBS Number: 806195
Geographic Setting: China; New Zealand Industry Setting: Apparel industry Number of Employees: 50 Gross Revenues: $50 million revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Brands; Consumer marketing; Distribution; Entrepreneurial finance; Market entry; New product marketing; Product development
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (807037), 16p, by Joseph B. Lassiter III
Product Description: Jeremy Moon, CEO of Icebreaker, maker of merino-fiber activewear, thinks about the strengths and weaknesses of staying focused on his rapidly expanding U.S. and European markets vs. broadening his attack to include China. If he enters China, should he continue his current strategy of pushing the technical merits of the merino fabric, or should he go the inherently subjective fashion route, given that the technical apparel market in China is virtually nonexistent.
Source: Harvard
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| ICI-Nobel’s Explosives Co.
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| 19 pp.
| Case
Author(s): Collins, Robert S.; Gibbs, Michael L.; von Spreckelsen, Henning
Publication Date: 01/01/1995 Revision Date: 03/20/2003
Product Type: Case (Field)
Publisher: IMD - International Institute for Management Development
Product Description: John Clark, business manager of Nobel’s Explosives explosives and accessories business, must decide whether to recommend the implementation of a new technology, developed by ICI Explosives Australia, for supplying explosives in bulk to the quarrying industry in the United Kingdom. Faced with declining demand in traditional markets, overcapacity in the industry, fierce price competition, and low customer loyalty, the new technology represents an opportunity to differentiate a commodity product offering through service enhancement. However, an assessment must be made of the impact of the new technology on supply chain management within the business, the appropriateness of the current material planning and control system, as well as the need to re-engineer the order-to-delivery process.
HBS Number: IMD028
Geographic Setting: United KingdomIndustry Setting: chemical
Event Year Start: 1990Event Year End: 1990
Subjects: Chemical industry; Commodities; Commodity markets; Just in time; Mining; Reengineering; Services; Supply chain; United Kingdom
Academic Discipline: Operations management
Source: Harvard
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| ICICI (A)
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| 27 pp.
| Case
Author(s): Anand, Bharat N.; Nohria, Nitin; Pegg, John
Publication Date: 02/22/2001 Revision Date: 03/31/2003
Product Type: Case (Field)
Product Description: ICICI was the first Indian company to be listed on the New York Stock Exchange. This case is set in 1998, when the company had to decide whether to enter the retail credit segment of the Indian financial market. Although the retail credit sector presents attractive growth opportunities, ICICI lacked many of the capabilities needed to succeed in this space, and would have to compete against a host of established domestic and foreign banks. Describes how ICICI, under the visionary leadership of K.V. Kamath, has transformed itself from a development financial institution into a commercially competitive organization, against all odds. Teaching Purpose: Examines the horizontal diversification decision of a financial services institution that aims to become a universal bank. Can be used to analyze how an entrant might position itself to compete against powerful incumbents, the strategic transformation of a major financial services institution, and strategic choices faced by companies in emerging markets.
HBS Number: 9-701-064
Geographic Setting: Mumbai, IndiaIndustry Setting: financial servicesNumber of Employees: 2,000Gross Revenues: $1 billion revenues
Event Year Start: 1998Event Year End: 1998
Subjects: Banking; Corporate strategy; Diversification; Emerging markets; Financial services; India
Academic Discipline: Competitive strategy
Source: Harvard
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| IDD Connection Between a Reform-in-Progress China and a Deregulated Hong Kong
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| 18 pp.
| Case
Author(s): Wong, Ka-fu; Lam, Pun-lee; Yiu, Alexandra
Publication Date: 07/22/2004
Product Type: Case (Field)
Publisher: University of Hong Kong
Product Description: Investigates the issues and difficulties of an IDD connection when there is policy asymmetry between two regions/countries and highlights the importance of interconnection decisions. Cites as an example the unilateral sudden increase in interconnection charges by China Telecom in November 2002. Describes the response of Hong Kong’s IDD operators and the regulatory authority. Looks at the Hong Kong Telecom — the monopoly -- era, when technical innovators found ways to offer new services that undercut or bypassed monopolistic arrangements. This kind of innovation and entrepreneurship is possible, however, only when there are also liberal arrangements on the foreign side of the circuit. Identifies the reasons for the failure of the accounting rate system. The findings provide a factual base for policy discussions on interconnection decisions.
HBS Number: HKU338
Geographic Setting: Hong Kong; China Industry Setting: Telecommunications industry; Telecommunications industry
Event Year Start: 2002 Event Year End: 2002
Subjects: Cross cultural relations; Deregulation; International business; Policy implementation; Telecommunications
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (HKU339), 6p, by Ka-fu Wong, Pun-lee Lam, Alexandra Yiu
Source: Harvard
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| Idea Village (A)
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| 16 pp.
| Case
Author(s): Lassiter, Joseph B., III; Heath, Dan
Publication Date: 07/06/2005 Revision Date: 04/13/2006
Product Type: Case (Field)
Product Description: Andy Khubani, the CEO of Idea Village, a company that markets to consumers via direct-response TV ads, must decide whether to launch a campaign touting a hair removal product for women. Explains the direct-response industry and contrasts its methodology with traditional consumer goods marketing.
HBS Number: 9-806-005
Geographic Setting: New Jersey Number of Employees: 15 Gross Revenues: $25 million revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Advertising; Consumer goods; Consumer marketing; Direct marketing; Distribution channels; Entrepreneurs; Market segmentation; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-806-008), 4p, by Joseph B. Lassiter III, Dan Heath; Supplement (Field), (9-806-009), 2p, by Joseph B. Lassiter III, Dan Heath
Source: Harvard
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| IDEAAS and PSA: Replication in the Amazon
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| 24 pp.
| Case
Author(s): Aubry, Rick; Hartigan, Pamela; Arippol, Patrick
Publication Date: 08/10/2007
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: E264
Geographic Setting: Brazil Industry Setting: Energy
Subjects: Alternative energy; Energy policy; Energy resources; Fund raising; International business; Nonprofit sector; Nonprofits; Strategic alliances
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (E264TN), 7p, by Rick Aubry, Pamela Hartigan, Patrick Arippol
Product Description: Describes two social ventures’ experience of collaborating with each other through a replication project funded by Lemelson and the Schwab Foundations. Each venture served different purposes: IDEAAS installed and operated alternative solar energy equipment in locations without access to Brazil‘s electricity grid, and Saude & Alegria educated populations in the Brazilian Amazon jungle on matters of health, environment conservation, and self-sustainable wealth generation. The replication project entailed having Saude & Alegria help IDEAAS expand its service offering from the south of Brazil into the Amazon region. After describing the organizations, the replication project, and its results, highlights the core success factors that possibly led to the project's ultimate outcomes, allowing students to take positions and debate the critical success factors enabling the successful collaboration between social ventures.
Source: Harvard
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| IDEAL FITTINGS LIMITED (A)
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| 20 pp.
| Case
Iroegbunam, O — Lagos Business School
Distributor: ecch (www.ecch.com) Reference: 106-056-1 Language: English
Category: Finance, Accounting and Control Data source: Field research
Product Year: 2006
Geo location: Nigeria, West Africa Industry: Building materials Size: Small and medium-sized enterprises (SMEs) Timing: March 2004
Topics: Accounting and control; Financial statements; Entrepreneurship; Small business accounting
Abstract: This is the first of a two-case series (106-056-1 and 106-057-1). Most business start-ups often commence operations without establishing clearly defined accounting and control systems / structures. It has been found that small business owners in particular have a limited understanding of the importance of maintaining proper accounting records and controls. This case gives an insight into the development of the financial records and accounting system of a typical small business, from inception. The company, Ideal Fittings Ltd (IFL), has been in operation for fifteen months. The business owners want to confirm that the accounting records they have been keeping and the reporting system of the company are adequate and capture all the business transactions, thereby providing accurate financial information. The key learning points the case illustrates are: (1) the outcome of keeping incomplete records; (2) the identification and recording of the business transactions of the company (as a separate entity from the owner); and (3) the reconstruction of complete financial statements from incomplete records. By illustrating that for the same company, different accountants can produce a financial statement showing differing figures, the case highlights the usefulness of having a basic understanding of all the issues involved in the recording of business transactions. Also, the case presents the opportunity to discuss the need for in
Source: ecch
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| IDEAL FITTINGS LIMITED (B)
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| 8 pp.
| Case
Iroegbunam, O — Lagos Business School
Distributor: ecch (www.ecch.com) Reference: 106-057-1 Language: English
Category: Finance, Accounting and Control Data source: Field research
Product Year: 2006
Geo location: Nigeria, West Africa Industry: Building materials Size: Small and medium-sized enterprises (SMEs) Timing: March 2004
Topics: Accounting and control; Financial statements; Entrepreneurship; Small business accounting
Abstract: This is the second of a two-case series (106-056-1 and 106-057-1). This case, a follow-on to Ideal Fittings (A) seeks to illustrate how information can be derived from the financial records of a business and how the information can be used to plan, manage and monitor business performance. It also introduces students to the basic framework of financial analysis. After two full years of operation, the market has changed significantly since Ideal Fittings Ltd (IFL) commenced operations. Even though the financial statements showed a profit, giving the perception of satisfactory performance, the business owners were concerned about competition and felt that in order to effectively set goals and plan for the future they needed to understand the financial information and define performance indices for the business. While the main objective of the (A) case was to introduce students to company financial statements, the general objective of this case, is to introduce students to some concepts and financial analysis tools that will help students to interpret the financial statements and other operating data of a business. These tools include financial ratios, trend analyses etc. This case also provides an opportunity to point out the advantages and usefulness of financial records in the management of resources and other aspects of business eg pricing of products, financial planning etc (appraise the financial condition, efficiency, and
Source: ecch
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| Ideas as Art: A Conversation with James G. March
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| 12 pp.
| Article
Author(s): March, James G.; Coutu, Diane L.
Publication Date: 10/01/2006
Product Type: Harvard Business Review Article
HBS Number: R0610E
Subjects: Behavioral economics; Ideas; Leadership; Learning; Organizational learning; Thinking
Academic Discipline: Organizational behavior & leadership
Product Description: Three years ago, consultants Laurence Prusak and Thomas H. Davenport asked prominent management thinkers to name their gurus and reported the results in HBR. James G. March appeared on more lists than any other person except Peter Drucker. A professor emeritus in management, sociology, political science, and education at Stanford University, March has taught courses in subjects as diverse as organizational psychology, behavioral economics, leadership, rules for killing people, friendship, computer simulation, and statistics. He is perhaps best known for his pioneering contributions to organization and management theory. March’s accomplishments in that field, and in many others, have conferred on him an almost unprecedented reputation as a rigorous scholar and a deep source of wisdom. As University of Chicago professor John Padgett wrote in the journal Contemporary Sociology, “March‘s influence, unlike that of any of his peers, is not limited to any possible subset of the social science disciplines; it is pervasive.” March approaches thought aesthetically; he cares that ideas have “some form of elegance or grace or surprise.” His poetic sensibility can be felt in the metaphors he has created over the years — the “garbage can theory” of organizational choice, for instance, and the “hot-stove effect” in learning. In this edited interview with HBR senior editor Diane Coutu, March shares his thinking on aesthetics, leadership, the role of folly, and the irrelevance of relevance when it comes to the pursuit of ideas. He also comments on the fundamental di
Source: Harvard
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| Identify the Nonprofit
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| 4 pp.
| Case
Author(s): Herzlinger, Regina E.; Hilgenkamp, Ramona K.
Publication Date: 04/20/1995 Revision Date: 12/05/2006
Product Type: Case (Library)
HBS Number: 9-195-215
Subjects: Control systems; Financial analysis; Financial ratios; Management accounting; Nonprofit accounting; Social enterprise
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (5-197-012), 7p, by Regina E. Herzlinger, Ramona K. Hilgenkamp
Product Description: This case presents financial statements and selected ratios for seven unidentified nonprofit organizations and asks that each set of financial information be matched with one of the following nonprofit entities: a public television station, a suburban hospital, a metropolitan art museum, a health insurer, a municipal government, a social service organization, and a private college. May be used with: (94404) Effective Oversight: A Guide for Nonprofit Directors.
Source: Harvard
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| IDENTIFYING AND COPING WITH BALANCE SHEET DIFFERENCES: A COMPARATIVE ANALYSIS OF US, CHINESE AND FRENCH OIL AND GAS FIRMS USING
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| 14 pp.
| Case
Ding, Y; Entwistle, G; Stolowy, H
Publisher: China Europe International Business School
Distributor: ecch (www.ecch.com) Reference: 107-025-1 Language: English
Category: Finance, Accounting and Control Data source: Field research
Product Year: 2007
Version Date: March 27 2007
Geo location: US, China, France Industry: Oil and gas Size: Multinational Timing: 2005
Topics: Accounting; Financial statement analysis; International comparison; Balance sheet; Oil and gas industry; USA; China; France
Abstract: In a globalised business world it is often necessary to compare companies across national boundaries. This comparison often includes an examination of financial statements. While the process of internationalisation - or harmonisation - of accounting standards continues to progress, there still remain differences in how accounting information is reported between companies located in different countries, especially with regard to the format used to present the balance sheet. It is consequently important that students be able to both identify these differences, and have a method for coping with them. Using three oil and gas firms from three different countries: Exxon in the United States, Sinopec in China, and Total from France, this paper provides a setting for students to identify differences in balance sheet formats across countries. The paper then introduces a standardising model, the ’Statement of Financial Structure‘, which enables students to cope with these differences. In working with this Statement, the concept of working capital is also reinforced for students. Financial analysis skills are also developed, as is the importance of understanding the local business environment in order to interpret the numbers and ratios within the proper context.
Source: ecch
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| Identifying and Realizing Investments in Eastern Europe (A)
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| 23 pp.
| Case
Author(s): Goldberg, Ray A.; Kennedy, Robert E.; Stro
Publication Date: 03/15/2001 Revision Date: 06/02/2001
Product Type: Case (Field)
Product Description: Relates a Greek milling firm’s efforts to invest in Eastern Europe. Explores the firm‘s search strategy, its due diligence process after a potential investment is identified, and considers how to structure its bid. Teaching Purpose: Allows a discussion of how foreign firms add value following foreign direct investment, of venture capital in emerging markets, and of business-government relations. A rewritten version of an earlier case.
HBS Number: 9-701-086
Geographic Setting: Greece/RomaniaIndustry Setting: milling/foodNumber of Employees: 1,300Gross Revenues: $17 million revenues
Event Year Start: 1995Event Year End: 1997
Subjects: Acquisitions; Agribusiness; Eastern Europe; Emerging markets; Food processing industry; Foreign investment; Global Research Group; Political risk; Privatization; Venture capital
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (9-701-087), 5p, by Robert E. Kennedy, Ray A. Goldberg, Laure Mougeot Stroock
Source: Harvard
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| IDENTIFYING BEST PRACTICE: METROPOLITAN AND HIV/AIDS
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| 17 pp.
| Case
Sprague, C; Thomas, A
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 401-024-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Field research
Product Year: 2001
Geo location: South Africa Industry: Insurance Size: Large Timing: 2001
Topics: HIV/AIDS in the workplace; AIDS management; Insurance industry; Best practice; South Africa
Abstract: Nur Samuels, AIDS Research and Information Consultant in Metropolitan’s AIDS Research Division, was one of the founders of the Western Cape AIDS Business Forum.The forum was composed of representatives from a number of companies, such as British Petroleum and South African Breweries, in which organisations identified HIV/AIDS as a strategic issue to be addressed.The primary objective of the forum was to share experiences and insights regarding the management of the epidemic, effective problem solving, and to report the information back to each company. The forum was established from a growing desire experienced within South African companies to implement AIDS programmes that were effective in building capabilities, processes and practices concerning HIV/AIDS management. Because management was resistant to confronting the issue of HIV/AIDS, both successes and failures were rarely recorded in the public domain. Organisations had only recently acknowledged the impact of AIDS on business. Samuels recognised a desperate need for the documentation of ‘best practice' with regard to managing HIV/AIDS in the workplace. Metropolitan was one of the early leaders in taking action against the epidemic in South Africa.The company carried out a range of internal and external HIV/AIDS initiatives, as well as offering products and services. Nevertheless, Samuels saw several weaknesses in her company's response. In order
Source: ecch
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| Identifying Hong Kong Firms During the Asian Financial Crisis
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| 10 pp.
| Case
Chan, Su Han; Wang, Ko; Ho, Mary
Covers managerial strategy and its link to financial performance of 12 unidentified companies within 6 dominant industries in Hong Kong. The companies are divided into pairs according to their industry characteristics. Set in the 1997-
HBS Number: HKU087 Type: Case (Library)
Publication Date: 1/1/2000
Geographic Setting: Hong Kong Industry Setting: hotels, property, utilities
Event Year Start: 1997 Event Year End: 1998
Subjects: Asia; Business conditions; Financial analysis; Financial ratios; Performance measurement
Supplementary Materials: Teaching Note, (HKU088), 11p, by Su Han Chan, Ko Wang, Mary Ho
Publisher: University of Hong Kong
(Sales restricted to North America.)
Source: Harvard
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| Identifying Venture Opportunities
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| 16 pp.
| Case
Author(s): Rohan, Dennis; Hornblower, Jocelyn
Publication Date: 11/18/2008
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: E323
Subjects: Corporate ventures; Entrepreneurship; Start-ups; Teams
Academic Discipline: Entrepreneurship
Product Description: This note explores the idea identification stage of becoming an entrepreneur. It covers common sources of inspiration for ideas, such as career, education, hobbies and interests. It discusses the importance of team creation, execution and passion. It emphasizes 4 different categories of trends that create opportunities for new businesses to emerge, illustrated with examples. Finally, the note covers testing the basic viability of an idea, including the customer, product, competition, industry, timing, and risk and reward relationship.
Source: Harvard
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| 16 pp.
| Case
Author(s): Rohan, Dennis; Hornblower, Jocelyn
Publication Date: 11/18/2008
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: E323
Subjects: Corporate ventures; Entrepreneurship; Start-ups; Teams
Academic Discipline: Entrepreneurship
Product Description: This note explores the idea identification stage of becoming an entrepreneur. It covers common sources of inspiration for ideas, such as career, education, hobbies and interests. It discusses the importance of team creation, execution and passion. It emphasizes 4 different categories of trends that create opportunities for new businesses to emerge, illustrated with examples. Finally, the note covers testing the basic viability of an idea, including the customer, product, competition, industry, timing, and risk and reward relationship.
Source: Harvard
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| Identity Issues in Teams
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| 10 pp.
| Case
Author(s): Polzer, Jeffrey T.; Elfenbein, Hillary An
Publication Date: 02/06/2003
Product Type: Note
Product Description: People’s identities — their thoughts and beliefs about who they are -- shape the way they interact and collaborate with others. The complex social interactions that characterize the work of teams are fraught with identity-relevant concerns. These concerns have risen in importance as organizations increasingly utilize teams to integrate the expertise of diverse people. This note explains how identity dynamics underlie many of the observable interpersonal problems that team members encounter, ranging from lack of participation and low involvement to misunderstandings and dysfunctional emotional conflict. Provides a framework for understanding how to recognize and manage identity issues in teams, including sections on communicating identities, forming impressions, and the consequences of the resulting level of congruence between people‘s identities and others' impressions of them. Outlines action steps managers can take to increase the level of interpersonal congruence in their teams, which should, in turn, make their teams more effective. Teaching Purpose: To provide a summary of identity issues, which are crucial for effective teamwork, in a succinct, manager-oriented document.
HBS Number: 9-403-095
Subjects: Leadership; Social issues; Teams
Academic Discipline: Organizational behavior & leadership
Source: Harvard
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| IDEO Product Development
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| 21 pp.
| Case
Author(s): Thomke, Stefan; Nimgade, Ashok
Publication Date: 06/22/2000 Revision Date: 04/26/2007
Product Type: Color Case
HBS Number: 600143
Geographic Setting: California Industry Setting: Service industries Number of Employees: 300 Gross Revenues: $50 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Creativity; Organizational management; Outsourcing; Product design; Product development; Prototypes
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (602060), 16p, by Stefan Thomke
Product Description: Describes IDEO, the world’s leading product design firm, and its innovation culture and process. Emphasis is placed on the important role of prototyping and experimentation in general, and in the design of the very successful Palm V handheld computer in particular. A studio leader is asked by a business start-up (Handspring) to develop a novel hand-held computer (Visor) in less than half the time it took to develop the Palm V, requiring several shortcuts to IDEO‘s legendary innovation process. Focuses on: 1) prototyping and experimentation practices at a leading product developer; 2) the role of playfulness, discipline, and structure in innovation processes; and 3) the managerial challenges of creating and managing an unusually creative and innovative company culture. Includes color exhibits. May be used with: (R0102D) Enlightened Experimentation: The New Imperative for Innovation.
Source: Harvard
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| 21 pp.
| Case
Author(s): Thomke, Stefan; Nimgade, Ashok
Publication Date: 06/22/2000 Revision Date: 04/26/2007
Product Type: Color Case
HBS Number: 9-600-143
Geographic Setting: California Industry Setting: Service industries Number of Employees: 300 Gross Revenues: $50 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Creativity; Organizational management; Outsourcing; Product design; Product development; Prototypes
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-060), 16p, by Stefan Thomke
Product Description: Describes IDEO, the world’s leading product design firm, and its innovation culture and process. Emphasis is placed on the important role of prototyping and experimentation in general, and in the design of the very successful Palm V handheld computer in particular. A studio leader is asked by a business start-up (Handspring) to develop a novel hand-held computer (Visor) in less than half the time it took to develop the Palm V, requiring several shortcuts to IDEO‘s legendary innovation process. Focuses on: 1) prototyping and experimentation practices at a leading product developer; 2) the role of playfulness, discipline, and structure in innovation processes; and 3) the managerial challenges of creating and managing an unusually creative and innovative company culture. Includes color exhibits. May be used with: (R0102D) Enlightened Experimentation: The New Imperative for Innovation.
Source: Harvard
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| IDFC India: Infrastructure Investment Intermediaries
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| 12 pp.
| Case
Author(s): Macomber, John D.; Balsari, Viraal
Publication Date: 06/16/2010 Revision Date: 07/06/2010
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 210050
Geographic Setting: India Number of Employees: 500 Gross Revenue: $ 1 bn USD
Event Year Start: 2010 Subjects: Capital markets
Academic Discipline: Finance
Product Description: To maximize their effectiveness, color cases should be printed in color. Indian financial intermediary matching international capital to local infrastructure decides how to balance range of services, risk adjusted return, margin pressure, and nation building. IDFC was chartered with partial ownership from the Indian government to help evaluate policy and be a model for how private finance could be attracted to public infrastructure. As the nation and company grow, the firm also grows and embarks on a strategy of rapid expansion, offering a wide new range of financial products, and participating in many aspects of the supply chain. Teaching questions include revisiting the original mission, contemplating the reduced margins and increased risks that come with entering a number of domains which already have established incumbents, and the trade-offs between maximizing shareholder return (for example through investments in full tariff power projects in rich cities) and maximizing the benefit to the nation (for example through subsidized tariff water projects in poor states).
Source: Harvard
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| IDS Financial Services
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| 20 pp.
| Case
Bonoma, Thomas V.; Drumwright, Minette E.
Scarce managerial talent, sales force turnover, and client attrition were potential problems underlying IDS’ disappointing performance at mid-year 1987. The marketing vice president had three potential "fixes": 1) increasing or decreasing the $35 million budget for marketing programs, 2) accelerating the expansion of the 6,746-person sales force numerically, and 3) emphasizing the strategic geographical expansion of the sales force. The teaching objective is to show the intricacies of planning, organizing, and budgeting as a three-way interaction which impacts results.
HBS Number: 9-588-044 Type: Case (Field)
Publication Date: 12/08/1987 Revision Date: 09/19/1995
Geographic Setting: Nationwide Industry Setting: sales force
Company Size: large Gross Revenues: $2.9 billion sales
Event Year Start: 1987 Event Year End: 1987
Subjects: Corporate culture; Financial services; Growth strategy; Organizational structure; Sales management
Supplementary Materials: Teaching Note, (5-589-010), 20p, by Minette E. Drumwright
Source: Harvard
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| If Brands Are Built over Years, Why Are They Managed over Quarters?
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| 16 pp.
| Article
Author(s): Lodish, Leonard M.; Mela, Carl F.
Publication Date: 07/01/2007
Product Type: Harvard Business Review Article
HBS Number: R0707H
Subjects: Attitudes; Brand equity; Brand management; Consumers; Long term planning; Market analysis; Marketing plans; Sales strategy
Academic Discipline: Marketing
Product Description: Brands are on the wane. Many consumer goods companies blame the big-box discount retailers, but the Wharton School’s Leonard Lodish and the Fuqua School‘s Carl Mela have a different explanation. Their research suggests that companies have damaged their brands by investing too much in short-term price promotions and too little in long-term brand building. To rescue their brands and increase profitability, corporate managers must arm themselves with long-term measures of brand performance and use them to make smarter marketing decisions. Several factors explain the shortsightedness of brand management: the increased availability of weekly, or even hourly, scanner data, which show a clear link between discounts and immediate boosts in sales; the relative difficulty of measuring the effects of advertising, new product development, and distribution — all of which can contribute to a brand's long-term health; the short tenure of most brand managers; and the near-term orientation of Wall Street analysts. Although discounts do increase sales in the short term, they ultimately lower profit margins. If a product is often discounted, consumers learn to buy it only when it's on sale. Moreover, when one firm increases its discounts, others usually follow suit, lowering everyone's margins. Executives can monitor a brand's long-term performance by watching a dashboard of measures. Only after examining such measures, for example, did managers at Clorox discover that the company's heavy discounting and decreased advertising had caused a steady decline in overall bleach sales and profit mar
Source: Harvard
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| If Private Equity Sized Up Your Business
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| 16 pp.
| Article
Author(s): Pozen, Robert C.
Publication Date: 11/01/2007
Product Type: Harvard Business Review Article
HBS Number: R0711D
Subjects: Private equity; Value creation
Academic Discipline: Competitive strategy
Product Description: As the dust settles on the recent frenzy of private equity deals (including transactions topping $20 billion), what lessons can companies glean? Directors and executives of public companies may now be slightly less fearful of imminent takeover, yet the pressure remains: They face shareholders who wonder why they aren’t getting private-equity-level returns. Rather than dismiss the value private equity has created as manipulated or aberrant, public company leaders should recognize the disciplined management that often underlies it. Pozen, a longtime leader in the financial services industry, finds that in the aftermath of buyouts, companies undergo five major thrusts of reform. These translate into five key questions that directors should pose to senior management: Have we left too much cash on our balance sheet instead of raising our cash dividends or buying back shares?; Do we have the optimal capital structure, with the lowest weighted after-tax cost of total capital, including debt and equity?; Do we have an operating plan that will significantly increase shareholder value, with specific metrics to monitor performance?; Are the compensation rewards for our top executives tied closely enough to increases in shareholder value, with real penalties for nonperformance?; Finally, does our board have enough industry experts who have made the time commitments and been given the financial incentives necessary to maximize shareholder value? The era of private equity is far from over — the top funds have become very large and are likely to play an influential role in future market cycles. Boards that ask these questions, and act on them, won‘t just beat the takeover artists
Source: Harvard
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| If Successful, Then Why Does My Frustration Grow?
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| 6 pp.
| Case
Author(s): Joy Benson, Sally Dresdow, Cindy Byrd
Source: Annual Advances — 2003
Subjects: Motivation; Communications; Interpersonal dynamics
Description: Without any involvement in the decision, Stacy Lynn, Coordinator of Student Affairs, was assigned responsibility for developing and running the new student orientation program (NSO). This program had previously been the responsibility of the Director of Enrollment Management. The challenge of the new responsibility lay not so much in its content or in its execution; rather it lay in Stacy’s confrontation with her own perception of the value of her program, her view of how others perceived the program, and her attitude toward how the reassignment was handled. Stacy‘s perceived experience at the college was counter to her needs and expectations. This presented a dilemma that needed to be understood in order for her to move beyond the immediate issue of the NSO program to addressing her low level of motivation and its impact on student development and her relationship with the Dean of Student Services. This case focuses on an analysis of the different issues that affect an individual's level of motivation. Though an in-depth motivational approach is used in this teaching note, the user could use the case to develop a strong analysis related to conflict and communication as well as how the limiting actions of an individual affect interpersonal dynamics. The case would be appropriate for use in undergraduate and graduate organizational behavior, management, or communication courses.
Source: SOCCR
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| If You Want Honesty, Break Some Rules
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| 8 pp.
| Article
Author(s): Graham, Ginger L.
Publication Date: 04/01/2002
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R0204B
Subjects: Communication; Organizational behavior; Communication in organizations; Organizational change
Academic Discipline: Organizational Behavior & leadership
Product Description: We’ve all heard, or perhaps even told, the “organizational lie”: We‘re customer centric; everyone's performance is above average; we're the darling of our industry, coming up with one innovation after another. That last one was true of Advanced Cardiovascular Systems (ACS) in the past, but not when Ginger Graham took over as CEO. From that first moment in 1993, Graham chose to tell the truth about ACS's situation — that R&D was practically at war with product development, yields were down, and customers were disgruntled. And ever since, she's seen the benefits of exploding organizational lies. Truth telling is something that's hard to argue with but difficult to do. And, indeed, ACS instituted some radical practices to create its culture of honesty. Every senior manager was assigned a coach from the ranks who regularly solicited feedback from everyone, high and low, about the executive's performance. To get the truth, though, ACS executives learned that they had to offer it up themselves — the whole truth about the company's financial state, its problems, and its triumphs. In return, they could ask their employees for help in solving the problems; passive complainers became active partners in the company's fortunes. ACS management spreads the word about the virtues of honesty through vivid stories of corporate history and quirky rituals. Every quarter, it holds companywide meetings in which the faults of top managers are examined — to keep them honest and tough enough to go on telling the truth. In fact, in the proc
Source: Harvard
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| IFC MANUFACTURING - FOREIGN EXCHANGE HEDGING
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| 21 pp.
| Case
Dunbar C; Sooran C
IFC Manufacturing, an automobile parts producer, was attempting to raise capital to fund expansion in Mexico. In order to secure financing, the creditor banks required an assessment of the IFC’s financial risk management apparatus. IFC hadexposures to foreign exchange and interest rates. IFC had grown aggressively by acquiring firms on both sides of the Canadian-U.S. border, funding these purchases in U.S. dollars. The case allows for discussion of a number of issues, including:internal controls (the Group of Thirty recommendations for good derivatives practices), risk measurement and management. Data is provided which allows students to qualify translational and transactional risk exposures. Information is also providedallowing students to evaluate IFC‘s portfolio of hedging instruments which includes plain vanilla options, single barrier options, double barrier options and average rate options.
Ivey Number: 9A99N010
Publication Date: 8/6/1999 Revision Date: 29/03/2000
Geographic Setting: Canada Industry Setting: Transportation Equipment
Company Size: Medium organization
Event Year Start: 1998
Subjects: Bank Lending, Derivatives, Foreign Exchange, Risk Management
Functional Area: Finance
Source: Ivey
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| IFRS in China
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| 16 pp.
| Case
Author(s): Ramanna, Karthik; Donovan, G.A.; Dai, Nancy Hua
Publication Date: 11/09/2009 Revision Date: 08/23/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 110037
Geographic Setting: China Number of Employees: N/A Gross Revenue: N/A
Event Year Start: 2009 Subjects: Accounting; Financial statements; Accounting standards; International Financial Reporting Standards; Auditing; Globalization; Business & government
Academic Discipline: Business & government
Supplementary Materials: Case Teaching Note, (110039), 7p, by Karthik Ramanna
Product Description: In 2005, China announced plans to “converge with,” but not completely adopt, IFRS. China also began to lobby for changes to specific IFRS provisions, such as for related party disclosures by state-owned firms, to bring them more into line with Chinese interests. China’s accounting system had already undergone significant reforms during the two decades when its economy had grown to become the fourth largest in the world. However, enforcement of accounting standards remained weak, the financial system was relatively immature, and large state-owned firms still dominated many sectors of the economy.
Source: Harvard
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| IGA AND THE COLES-SHELL ALLIANCE
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| 17 pp.
| Case
Rushworth, S — Envisioning
Buttle, F — Macquarie International, Macquarie University
Distributor: ecch (www.ecch.com) Reference: 506-176-1 Language: English
Category: Marketing Data source: Published sources
Product Year: 2006
Geo location: Australia Industry: Retail (supermarket) Size: Large, listed company Timing: 2004-2006
Topics: Marketing; Alliance; Competitive strategy; Retail; Merchandising; Joint venture
Abstract: This case study shows how an alliance between companies can influence the business performance of a third party. IGA (Independent Grocers Alliance) is a group of independent retailers that is considering their response to an alliance that threatens their share of the market. Coles Myer is Australia’s largest retail operation. It has formed an alliance with Shell, the fuel company. Shoppers in Coles outlets are offered a 4 cent discount per litre of fuel bought from participating Shell service stations. The case study describes the business context within which Coles and Shell operate, their motives for participating in the alliance, and the outcomes achieved. The alliance appears to have changed patterns of consumer shopping, and had adverse effects on IGA. Another similar alliance, also described in the case, between Woolworths (Australia‘s second largest retail operation) and Caltex has made IGA's position even more difficult. The case has a number of applications. It can be used to illustrate: (1) competitive strategy; (2) joint ventures; (3) network management; (4) service offer (value proposition) development; (5) growth strategy; (6) stakeholder value creation; and (7) service innovation. The case can be used on marketing, service management and retailing courses.
Source: ecch
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