To include an item in your complimentary custom book, click the item's Add link.
If there is a View link next to an item, you can view the pages by clicking on the link.
To review the list of items you have selected so far, click on the word Review in the progress bar above.
Case Thomas R. MillerK. William Chandler, a Memphis real estate appraiser, is alarmed at an increasingly prevalent practice — overstating the sales prices of new homes on official deed documents. Chandler and some others believe the reduced accuracy of ensuing appraisals is damaging, but many local builders and developers maintain that overstated prices can be justified. Source: North American Case Research Journal, Case Research Journal, Spring 1993, Vol. 13, Issue 2, Copyright 1992. Courses: Business Ethics; Real Estate Topics:
Case Sikandar, M — Air University Distributor: ecch (www.ecch.com) Reference: 909-013-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: Public sector Size: 100 employees Timing: December 2008 Topics: Public administration; Diplomatic relation; Automation; Office management information system Abstract: This case discusses the issue between the government of Pakistan and the immigration department of Spain regarding the immigrants character certificate issuing authority. The character certificates of Pakistani immigrants are issued by the district police authority but were not accepted by the Spanish government. This new system was introduced by the government of Pakistan at national level, and certificates were issued by the National Police Bureau, Ministry of Interior, Pakistan. After introducing the new system the Spanish immigration authority did not understand the procedure of issuing character certificates and raised a question about procedure on reliability of that certificate. The case mainly focuses on contemporary issues regarding Pakistani immigrants in Spain. It also spotlights the different aspects that include establishment of an automated system and communication barriers.
Case Khan, S R — Air University Ahmad, F — Air University Distributor: ecch (www.ecch.com) Reference: 409-029-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2009 Geo location: Pakistan Industry: Financial sector Size: 150 employees Timing: 2008 Topics: Recruitment; Training; Asset management; Companies Abstract: This case is about AMC’s (asset management companies) operating in Pakistan and the issues that they face in terms of the recruitment and training of individuals. The emphasis is laid at the end results in terms of attracting prospective clients and generating handsome amounts of investment. The case highlights the key issues of recruitment and training, in building an effective, efficient sales force which uses individuals to their optimum potential whilst also providing adequate information about the prevailing situation of the financial markets as well as competitor‘s actions. It also gives a picture of the complications and problems faced by inappropriate recruitment and training results.
Case Ravikumar, P — T.A. Pai Management Institute Chauhan, M — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 107-007-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2007 Geo location: India Industry: Financial corporation Topics: Karnataka State Financial Corporation (KSFC); Small Industries Development Bank of India (SIDBI); Mutual fund investments; Balanced schemes; Income schemes; Growth schemes; Securities analysis and portfolio management Abstract: This abstract is currently unavailable.
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
Case Pervaz, M W — Air University Bhatti, A — Air University Distributor: ecch (www.ecch.com) Reference: 309-112-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: Textile Size: 400 employees Timing: 1980 Topics: Change management; Employee resistance; Managerial decision making; Planning; Purchase decision; Automation; Textile designing Abstract: This case highlights the issues of a textile firm when they change their designing process from manual to automated. Knowledge of the computer is very low among employees as it is a new thing. In the implementation phase of the automated system the organisation faced massive resistance from employees. They were not given any training of the new system and they were fired to curb resistance. They were also not involved in the change process. This case focuses on the different aspects of change management, issues that are discussed are the importance of employee involvement and the importance of training in a successful change management programme. It also highlights the importance of employee involvement in the change process.
Article Johnson, Elmer W. The large public corporation depends on patient capital, which depends on conscientious boards of directors. Unfortunately, prosperity has allowed boards to grow complacent. Explosive developments in information technology, flexible manufacturing, global markets, workplace democracy, and pension-fund capitalism have shaken the corporate world. A variety of measures can be used to reinvigorate corporate boards, reduce their fear of fiduciary liability in the investment of pension-fund monies, and encourage pension-fund investors to take a more active role in the direction of the companies whose stock they own. HBS Number: 90206 Type: Harvard Business Review Article Publication Date: 3/1/1990 Subjects: Capital markets; Corporate responsibility; Information technology; Management of change; Pension funds; Public sector; Stockholders
Case Lane HW; Wright L The newly appointed project manager of a highway project in Southeast Asia has a variety of issues to contend with all at once. The project is fully described in the Hazelton International Limited case 9A84C040. The Hazelton case can serve as abriefing and must be done before this one. This case provides the company schedule and infrastructure information. Decisions need to be made regarding the items in his in-basket. These items are in the (B) case 9A86C070 and (C) case 9A86C071. Ivey Number: 9A86C069 Publication Date: 1/1/1986 Revision Date: 23/03/2000 Geographic Setting: Asia/Indonesia Industry Setting: Business Services Company Size: Medium organization Event Year Start: 1984 Subjects: Project Management, Intercultural Relations, International Business, Construction Functional Area: Human Resource Management
Case Lane HW; Wright L A new project manager arrived on his first day of work to find an in-basket full of issues requiring his consideration. (See cases 9A86C040, 9A86C069, and 9A86C070.) Now, he finds additional items on which he must take action. Ivey Number: 9A86C071 Publication Date: 1/1/1986 Revision Date: 23/03/2000 Geographic Setting: Asia/Indonesia Industry Setting: Business Services Company Size: Medium organization Event Year Start: 1984 Subjects: Project Management, Intercultural Relations, International Business, Construction Functional Area: Human Resource Management
Case Lane HW; Wright L The new project manager for Hazelton International Limited is confronted with numerous items in his in-basket that must be dealt with. This case is a follow-up to An International Project Manager’s Day (A), case 9A86C069, and offers an alternateteaching methodology. Its contents are unrelated to the (B) and (C) case supplements. An alternate teaching note (5A84C40) should be used with this case. Ivey Number: 9B00C014 Publication Date: 2/5/2000 Geographic Setting: Asia/Indonesia Industry Setting: Business Services Company Size: Medium organization Event Year Start: 1984 Subjects: Project Management, Intercultural Relations, International Business, Construction Functional Area: Human Resource Management
Case Author(s): Ruback, Richard S. Publication Date: 05/24/1995 Revision Date: 10/16/1995 Product Type: Note Product Description: Provides an introduction to three cash flow valuation methods. The three methods differ in their measure of cash flows and the discount rate applied to those cash flows. The names for the three methods correspond to the type of cash flow that is used in the valuation: Equity Cash Flow (ECF), Capital Cash Flow (CCF), and Free Cash Flow (FCF). The three methods provide consistent valuations when applied correctly. HBS Number: 9-295-155 Subjects: Cash flow; Valuation Academic Discipline: Finance
Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Jan, K — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 307-052-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Pakistan Industry: Insurance Size: 10,000 employees Timing: 1999-2005 Topics: Continuous professional training; Lack of co-operation / co-ordination; Importance of education; Control of top management Abstract: Education is very important for every job. This case explains the impact of a lack of education for anyone who has reached a senior management grade.
Article Author(s): Watson, Richard T. Publication Date: 11/01/2004 Product Type: Harvard Business Review Article Product Description: By allowing consumers to control data about their purchases and preferences, says business and technology professor Richard T. Watson, companies can get a better sense of what their customers want to buy. HBS Number: F0411A Subjects: Consumer behavior; Consumer marketing; Customer relations; Information technology; Marketing strategy; Value of information Academic Discipline: Marketing
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.
Article Publication Date: 03/01/2000 Product Type: Harvard Management Communication Letter Article Product Description: Ever have trouble asking for a raise? Or delayed giving a less-than-glowing performance review to a colleague who is also a close friend? A recent book from the Harvard Negotiation Project offers advice on how to have the difficult conversations—and keep them productive. HBS Number: C0003B Subjects: Communication; Communication in organizations; Interpersonal behavior; Interpersonal relations; Management communication Academic Discipline: Organizational behavior & leadership
Case Author(s): Greyser, Stephen A.; Harris, Brian; Truwit, Mitchell Publication Date: 02/18/1999 Revision Date: 08/10/2004 Product Type: Case (Field) Product Description: Focuses on event management and sponsorship from the perspective of the event owner (rather than that of the sponsorship company). Describes in depth the search by one of the tennis tournaments on the professional circuit for a principal sponsor. Detailed economics of tournament management are included, as well as information on the linkage between tournament sponsorship and television. Students must decide among several specific interested companies as the best sponsor for the tournament. The event owner must also consider how, if at all, his tournament can be differentiated from the many others on the calendar. Teaching Purpose: To expose students to the decisions involved in selecting event sponsors and in sports event management. HBS Number: 9-599-037 Geographic Setting: United StatesIndustry Setting: professional sports Event Year Start: 1995Event Year End: 1996 Subjects: Consumer marketing; Sports Academic Discipline: Marketing
Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Arshad, F — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 407-012-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2007 Geo location: Islamabad Industry: Education Size: 300 employees Timing: 2001-2006 Topics: Planned management of resources; Participative decision making; Viable / smooth work environment; Organisational citizenship; Unequal course of action Abstract: The case study is about the experience of a young girl early in her career. The case describes in details the problems she faced due to having no written job description and the lack of resources and support provided by her bosses. Aaliya was young and newly appointed as the first female teacher in the university. The university policy and the Deans’ consent differed from each other so perplexing situations often arose for her. Having to manage the biggest department as well as teaching created a big challenge for her, which she had to deal with along with the demotivating gestures of her boss and colleagues. The case study deals with issues like organisational citizenship, managing resources and motivation.
Article Peace, William H. Appointed general manager in 1980 of Westinghouse’s newly created Synthetic Fuels Division (SFD), William Peace devoted most of his time to strategy at the expense of employee morale. Many employees did not support the division‘s new mission. Not until some of them vandalized cars belonging to two managers did Peace realize how abysmal morale really was. Several lessons emerged from the experience: managers must be alert for employee perceptions that don't match their own; frequent and open communication is essential to organizational effectiveness; and, finally, managers can build trust in organizations by disclosing their true feelings and taking risks on behalf of their employees. McKinsey Award Winner. HBS Number: 86208 Type: Harvard Business Review Article Publication Date: 3/1/1986 Subjects: Leadership; Management communication; Management styles; Managerial skills; McKinsey Award Winners
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
Case Karl Borden; Jim Cooper Jay and Leigh Carlos own and operate East Hampshire Homes, a small chain of homes for the mentally retarded. In this case, they are suddenly confronted by an inspector from OSHA who “aggressively” interprets government regulations to require East Hampshire to implement a hepatitis vaccination program that does not in fact appear to be required by law. Jay Carlos consults with state department bureaucrats, his attorney, and colleagues in the industry and must determine the best strategy to pursue. In doing so, he must consider the conflicting agendas of each of the major players and the role of his business in society. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 3 Subjects: Strategic Management; Strategy Versus Tactics; Business Ethics; Business Law
Case Author(s): Herzlinger, Regina E.; Lagor, William; Perry, Christopher; St. Germain, Scott Publication Date: 08/14/2003 Revision Date: 08/14/2006 Product Type: Case (Field) HBS Number: 9-304-012 Industry Setting: Medical equipment & device industry Gross Revenues: $1billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Health care; Industry analysis; Sales management; Sales strategy; Technology Academic Discipline: Marketing Product Description: The head of sales and marketing in a large medical devices firm must decide how to assign his sales force. He compares selling in the pharma, specialty pharma, and device industries and analyzes the reasons for the differences.
Case Author(s): John S. Haywood-Farmer; Kristyn Eisenschmid Publication Date: 8/5/2007 Product Type: Case (Field) Ivey ID: 9B07D017 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Small Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Customer service; Work-life balance; Entrepreneurial business growth; Managing a small firm; Market strategy; Marketing planning; Growth strategy Major Disciplines: Entrepreneurship; Production and Operations Management Product Description: The founder and president of I-Love-Stickers.com (ILS), a web-based sticker subscription service, was wondering how she could best continue to market the firm to increase subscriptions for all the sticker packs. Her final MBA exams, countless deadlines, the birth of her baby, and the June summer rush period for the business were all approaching rapidly. In addition to these concerns, she also planned to open a sushi restaurant in London later in the spring. She wanted to solidify her plan of action for ILS for the remainder of the year without delay.
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.
Case Bryant MJ; Radford R A new opportunity presents itself to the managing director of I.C.C. Cosmos Co. Ltd. to extend his product line of processed shrimp into value-added products. The case examines the economic and strategic issues associated with the expansion. Theexpansion is being contemplated at a time when the Thai economy is in severe depression. The managing director also wonders if the management time required is more than he is willing to invest given other business demands. Ivey Number: 9A98B037 Publication Date: 12/1/1999 Geographic Setting: Thailand Industry Setting: Food and Kindred Products Company Size: Medium organization Event Year Start: 1998 Subjects: Capital Budgeting, Product Mix, Exports, Developing Countries Functional Area: Accounting
Case Author(s): Spekman, Robert E.; Newton, Derek A.; Ranson, Alexandra; Newton, Derek A.; Spekman, Robert E. Darden ID: UVA-M-0417 Published: 10/12/1993 Revised: 7/15/2004 Copyright Year: 1993 Subject Area: Marketing Keywords: Marketing Sales Sales Management; Teaching Note: UVA-M-0417TN Abstract: This case furthers student understanding of and familiarity with nonfinancial incentives. It describes major elements that go into making a high-performance sales force; the practices, policies, and philosophies that are revealed about ways to motivate people provide a basis for student discussion. The case also gives the instructor an opportunity to teach students about the unexciting but necessary side of managing a sales force with its quotas, contests, and sales standings.
Case Author(s): Spekman, Robert E.; Newton, Derek A.; Ranson, Alexandra; Newton, Derek A.; Spekman, Robert E. Darden ID: UVA-M-0417 Published: 10/12/1993 Revised: 7/15/2004 Copyright Year: 1993 Subject Area: Marketing Keywords: Marketing Sales Sales Management; Teaching Note: UVA-M-0417TN Abstract: This case furthers student understanding of and familiarity with nonfinancial incentives. It describes major elements that go into making a high-performance sales force; the practices, policies, and philosophies that are revealed about ways to motivate people provide a basis for student discussion. The case also gives the instructor an opportunity to teach students about the unexciting but necessary side of managing a sales force with its quotas, contests, and sales standings.
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
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
Case Bell PC The proprietor of the Brooke Road 7-11 store was dismayed to learn of the shop’s dismal financial performance the previous year. She knew that an employee had been caught stealing from the shop and had admitted taking $500 from the till over aperiod of about 4 months. The poor financial performance of the store could be explained if the actual amount stolen had been much larger than $500. The proprietor assembled weekly sales records in the hope of estimating the full impact andmagnitude of the thefts. (A Microsoft Excel data file is available for use with this case, product 7A99E009.) Ivey Number: 9A99E009 Publication Date: 31/08/1999 Geographic Setting: USA Industry Setting: General Merchandise Stores Company Size: Small organization Event Year Start: 1997 Subjects: Data Analysis, Statistical Analysis, Regression Analysis Functional Area: Management Science & Information Systems
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.
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
Case Author(s): Lessard, Donald R.; Rahnema, Ahmad Publication Date: 01/01/1993 Revision Date: 02/01/1997 Product Type: Case (Field) Publisher: IESE University of Navarra Product Description: Provides a framework for introducing the analysis of costs of financing for different currency choices. Allows for the measurement of the foreign exchange risk and its impact on the firm’s financing costs as well as its operating margin. Also deals with the links between the firm‘s competitive position and its choice of financing. HBS Number: IES017 Geographic Setting: Spain Industry Setting: Snack food industry Event Year Start: 1992 Event Year End: 1992 Subjects: Debt management; Financial analysis; Food; Foreign exchange; International finance; Risk Academic Discipline: Finance Supplementary Materials: Teaching Note, (IES018), 7p, by Donald R. Lessard, Ahmad Rahnema
Case David-West, O — Lagos Business School Oyebode, A — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 906-054-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2006 Geo location: Nigeria Industry: Manufacturing, commodity trading Size: 1,500 employees Timing: 2003 Topics: Enterprise systems; ERP (enterprise resource planning); Information technology; Software selection; Small and medium enterprises Abstract: The Ibeto Group is a Nigerian conglomerate engaged in a variety of businesses from manufacturing to hotel management. Prior to the engagement of the founder’s first son, the operations of the Group were predominantly manual. In this case, we see a medium-sized Nigerian organisation seeking to transform itself from a manual organisation to an e-enterprise using enterprise resource planning (ERP) systems. The case also illustrates the challenges small and medium enterprises in emerging economies encounter in the acquisition of information technology, the myths of ERP systems, and issues related to systems development.
Case Natarajan, R — T.A. Pai Management Institute Singh, S K — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 506-220-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: India Industry: Tyre manufacturing Topics: Indian Biscuits Limited (IBIL); Area sales manager (ASM); Distribution system; Ready stock system; Clearing and Forwarding Agent (CFA); Penetrating rural areas; Super stockist system; Authorised wholesaler; Retailer; Consumer; Retail outlets Abstract: This abstract is currently unavailable.
Teaching Note For use with 9-693-001 HBS Number: 5-696-046 Subjects: Computer industry; Customer service; Distribution; Inventory management; Logistics; Service management
Case Author(s): Crowder, Lane; Paddack, Katarina; Spekman, Robert E. Darden ID: UVA-M-0509 Published: 1/15/1997 Copyright Year: 1997 Subject Area: Marketing Keywords: #strategic alliance strategic alliance failure computer industry Apple computer IBM no blame review strategic planning technology conflict resolution; # Teaching Note: UVA-M-0509TN Abstract: This case series (labeled A through D, UVA-M-0509 through UVA-M-0512) help students understand and articulate the stark realities that bring competitors together as alliance partners. The A case sets the stage for the series, describing the rationale for the alliance, the areas of conflict, and how each company sees the problems. Students are urged to examine strategies to solve the two partners’ differences and to determine whether the alliance is even worth salvaging.
Case Author(s): Crowder, Lane; Paddack, Katarina; Spekman, Robert E. Darden ID: UVA-M-0509 Published: 1/15/1997 Copyright Year: 1997 Subject Area: Marketing Keywords: #strategic alliance strategic alliance failure computer industry Apple computer IBM no blame review strategic planning technology conflict resolution; # Teaching Note: UVA-M-0509TN Abstract: This case series (labeled A through D, UVA-M-0509 through UVA-M-0512) help students understand and articulate the stark realities that bring competitors together as alliance partners. The A case sets the stage for the series, describing the rationale for the alliance, the areas of conflict, and how each company sees the problems. Students are urged to examine strategies to solve the two partners’ differences and to determine whether the alliance is even worth salvaging.
Case Author(s): Crowder, Lane; Paddack, Katarina; Spekman, Robert E. Darden ID: UVA-M-0510 Published: 1/15/1997 Copyright Year: 1997 Subject Area: Marketing Keywords: conflict management, strategic alliance, strategic planning, technology management, diversity issues Teaching Note: UVA-M-0509TN Abstract: This case series (labeled A through D, UVA-M-0509 through UVA-M-0512) help students understand and articulate the stark realities that bring competitors together as alliance partners. The B case looks at IBM’s history and examines the alliance from its viewpoint.
Case Author(s): Crowder, Lane; Paddack, Katarina; Spekman, Robert E. Darden ID: UVA-M-0510 Published: 1/15/1997 Copyright Year: 1997 Subject Area: Marketing Keywords: conflict management, strategic alliance, strategic planning, technology management, diversity issues Teaching Note: UVA-M-0509TN Abstract: This case series (labeled A through D, UVA-M-0509 through UVA-M-0512) help students understand and articulate the stark realities that bring competitors together as alliance partners. The B case looks at IBM’s history and examines the alliance from its viewpoint.
Case Author(s): Crowder, Lane; Paddack, Katarina; Spekman, Robert E.; Darden ID: UVA-M-0511 Published: 1/15/1997 10: 10: 00 AM Copyright Year: 1997 Subject Area: Marketing Keywords: Conflict management; Entrepreneurship; Strategic alliance; Strategic planning; Technology management; Alternative Business Issue or Setting; Cross-cultural issues; Diversity issues Teaching Note: UVA-M-0509TN Abstract: This case series (labeled A through D, UVA-M-0509 through UVA-M-0512) helps students understand and articulate the stark realities that bring competitors together as alliance partners. The C case examines Apple Computer’s history and looks at the alliance from its viewpoint.
Case Author(s): Crowder, Lane; Paddack, Katarina; Spekman, Robert E.; Darden ID: UVA-M-0511 Published: 1/15/1997 10: 10: 00 AM Copyright Year: 1997 Subject Area: Marketing Keywords: Conflict management; Entrepreneurship; Strategic alliance; Strategic planning; Technology management; Alternative Business Issue or Setting; Cross-cultural issues; Diversity issues Teaching Note: UVA-M-0509TN Abstract: This case series (labeled A through D, UVA-M-0509 through UVA-M-0512) helps students understand and articulate the stark realities that bring competitors together as alliance partners. The C case examines Apple Computer’s history and looks at the alliance from its viewpoint.
Case Author(s): Paddack, Katarina; Spekman, Robert E. Darden ID: UVA-M-0512 Published: 1/15/1997 Copyright Year: 1997 Subject Area: Marketing Keywords: conflict management strategic planning alliance technology Teaching Note: UVA-M-0509TN Abstract: This case series (labeled A through D, UVA-M-0509 through UVA-M-0512) helps students understand and articulate the stark realities that bring competitors together as alliance partners. The D case provides the epilogue to the story of the alliance between IBM and Apple.
Case Author(s): Paddack, Katarina; Spekman, Robert E. Darden ID: UVA-M-0512 Published: 1/15/1997 Copyright Year: 1997 Subject Area: Marketing Keywords: conflict management strategic planning alliance technology Teaching Note: UVA-M-0509TN Abstract: This case series (labeled A through D, UVA-M-0509 through UVA-M-0512) helps students understand and articulate the stark realities that bring competitors together as alliance partners. The D case provides the epilogue to the story of the alliance between IBM and Apple.
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
Case Author(s): O’Mahony, Siobhan; Diaz, Fernando Cela; Mamas, Evan Publication Date: 12/16/2005 Product Type: Supplement (Field) Product Description: An abstract is not available for this product. Must be used with: (9-906-007) IBM and Eclipse (A). HBS Number: 9-906-011 Subjects: Collaboration; Industry standards; Open-source software; Open-source technologies; Organizational change; Product development; Technological planning; Vendors Academic Discipline: Management of information systems
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
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
Teaching Note For use with 9-397-058 HBS Number: 5-397-060 Subjects: Business policy; Corporate strategy; Joint ventures; Restructuring; Strategy implementation
Teaching Note For use with 9-397-061 HBS Number: 5-397-060 Subjects: Business policy; Corporate strategy; Joint ventures; Restructuring; Strategy implementation
Teaching Note For use with 9-397-062 HBS Number: 5-397-060 Subjects: Business policy; Corporate strategy; Joint ventures; Restructuring; Strategy implementation
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
Case Author(s): Tushman, Michael L.; Kiron, David; Smith, Wendy Publication Date: 04/17/2003 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-403-070) IBM Canada: Global Services (A). HBS Number: 9-403-078 Subjects: Canada; Corporate culture; Information services; Information technology; Innovation; Leadership; Organizational behavior; Organizational structure; Service organizations; Teams Academic Discipline: Organizational behavior & leadership
Case Author(s): Tushman, Michael L.; Kiron, David; Smith, Wendy Publication Date: 04/17/2003 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-403-070) IBM Canada: Global Services (A). HBS Number: 9-403-079 Subjects: Canada; Corporate culture; Information services; Information technology; Innovation; Leadership; Organizational behavior; Organizational structure; Service organizations; Teams Academic Discipline: Organizational behavior & leadership
Case Author(s): Austin, Robert D.; Nolan, Richard L. Publication Date: 03/14/2000 Revision Date: 11/14/2000 Product Type: Case (Field) Product Description: Describes the details of IBM’s dramatic corporate turnaround in the early 1990‘s led by CEO Louis V. Gerstner. Accounts of events are from interviews with IBM executives. Covers the factors that led to the company's decline and actions taken to get to recovery. Teaching Purpose: To demonstrate how one company orchestrated perhaps the most impressive turnaround in corporate history. HBS Number: 9-600-098 Geographic Setting: Armonk, NY Industry Setting: computer hardware & software Company Size: Fortune 500 Number of Employees: 300,000 Gross Revenues: $80 billion revenues Event Year Start: 1991 Event Year End: 1995 Subjects: Computer industry; Computer services; Disruptive technologies; Information technology; Leadership; Organizational change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-301-073), 22p, by Richard L. Nolan
Case Author(s): Vancil, Richard F.; Bhambri, Arvind; Wilso Publication Date: 10/01/1979 Revision Date: 01/13/1983 Product Type: Note Product Description: Describes some aspects of how the senior managers of IBM conducted its affairs. Much of this note is a factual description of the design of the organization and of the formal process by which members of the organization worked together. Also contains excerpts from interviews with IBM executives describing their views of the corporation’s managerial philosophy which guided their actions. May be used with: (9-180-042) IBM Corp.: The Bubble-Memory Incident. HBS Number: 9-180-034 Subjects: Computer industry; Management philosophy; Organizational design; Organizational structure Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-182-230), 8p, by Richard F. Vancil; Case Video, (9-880-503), 34 min, by Richard F. Vancil
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
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
Teaching Note For use with 9-180-042 HBS Number: 5-182-230 Subjects: Computer industry; Control systems; Organizational structure; Resource allocation; Technology
Case Author(s): Sathe, Vijay V. Publication Date: 06/21/1983 Revision Date: 12/19/1983 Product Type: Supplement (Note) Product Description: Supplements the case. Must be used with: (9-180-042) IBM Corp.: The Bubble-Memory Incident. HBS Number: 9-483-128 Industry Setting: Computer industry Subjects: Control systems; Organizational structure; Resource allocation; Technology Academic Discipline: Human resources management
Case Author(s): Simons, Robert L.; Weston, Hilary A. Publication Date: 03/21/1990 Revision Date: 04/02/1990 Product Type: Supplement (Field) Product Description: Reveals the system changes that IBM adopted. Designed as an in-class handout after discussion of the (A) case. Must be used with: (9-190-137) IBM Corp.: "Make It Your Business" (A). HBS Number: 9-190-138 Subjects: Computer industry; Control systems; Goal setting; Incentives; Planning systems; Sales management; Strategy implementation Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-191-171), 23p, by Robert L. Simons
Case White, S Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 308-354-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: China Industry: IT services Size: 130,000 employess Timing: 2007 Topics: Corporate social responsibility (CSR); Teams; Organisation design; Stakeholders; Strategy execution; China Abstract: Henry Chow, the Head of IBM Greater China, saw a need for a more systematic approach to assessing how each major group of stakeholders saw IBM Greater China, and its performance as a corporate citizen (under the broad rubric of corporate social responsibility). In recent years in China, this has been particularly important as the government has begun to push a broad social development agenda, and expects firms to play a major role in realising its social objectives. The case asks students to design a team that would be most appropriate for gathering and consolidating information from key stakeholders, to serve as an input into IBM Greater China’s strategic planning.
Case White, S Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 308-355-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: China Industry: IT services Size: 130,000 employess Timing: 2007 Topics: Corporate social responsibility (CSR); China; Business development; Government relations; Political environment; Strategic decision-making Abstract: The Chinese government introduced two broad social development initiatives in 2006, with the objective of addressing the increasing gap in economic and other measures of development among segments of society and regions in China. Firms, especially multinationals like IBM, need to consider how to respond to these initiatives. This case elicits discussion on how to integrate critical stakeholder management with corporate strategy.
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.
Case Author(s): Sultan, Fareena Publication Date: 08/17/1989 Revision Date: 06/03/1992 Product Type: Case (Field) Product Description: Set in February 1987 prior to the announcement of IBM’s new line of personal computers, the Personal System 2 (PS/2). Heads of the National Distribution Division and of the Entry Systems Division of IBM are meeting to finalize plans for the upcoming announcement. They wonder whether they have done enough to gather information about the date of announcement and whether they have made an appropriate response to market and channel dynamics. The situation IBM faces is complicated by the fact that during this meeting they are informed that IBM‘s plant in Taiwan has caught fire. Teaching objectives: 1) To assess situations facing a large corporation in the long run (customers and channels) and in the short run (timing of announcement of new products); 2) To explore innovation as a strategy and examine issues related to product announcement. HBS Number: 9-590-026 Geographic Setting: United StatesIndustry Setting: personal computerCompany Size: Fortune 500Gross Revenues: $58 billion 1986 assets Event Year Start: 1987Event Year End: 1987 Subjects: Marketing management; Product introduction; Self evaluation; Technological change Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-591-108), 14p, by Fareena Sultan
Case Author(s): Kanter, Rosabeth Moss; Scannell, John Publication Date: 11/16/1999 Product Type: Case (Field) Product Description: In Ireland, IBM has just launched an innovation partnership with the Ministry of Education to bring information technology to Irish schools. Wired for Learning was developed in the United States; how well will it be applied in Ireland? Teaching Purpose: International diffusion of technological and social innovation. HBS Number: 9-300-034 Geographic Setting: IrelandIndustry Setting: information technologyNumber of Employees: 200,000Gross Revenues: $60 billion revenues Event Year Start: 1997Event Year End: 1999 Subjects: Corporate responsibility; Education & industry; Europe; Information technology; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-302-046), 10p, by Rosabeth Moss Kanter
Teaching Note For use with 9-300-034 HBS Number: 5-302-046 Subjects: Corporate responsibility; Education & industry; Europe; Information technology; Social enterprise
Case Author(s): Tushman, Michael L.; Wood, Robert Chapman Publication Date: 11/21/2001 Revision Date: 10/24/2004 Product Type: Case (Field) Product Description: An unconventional manager within IBM leads the creation of a business unit with multi-billion-dollar potential, winning over customers and nudging the organization to make the changes needed to achieve dramatic growth. This case provides an example of how organizational design and leadership behavior shape performance. Also an example of ambidextrous organization design. Teaching Purpose: Shows how growth requires organizations to create new units and rely on unconventional people and to deal with the differences between the unconventional and those who deliver steady results. Shows the relationship between senior teams and organization design. HBS Number: 9-402-012 Geographic Setting: GlobalIndustry Setting: high technologyNumber of Employees: 100,000Gross Revenues: $88 billion revenues Event Year Start: 1999Event Year End: 2001 Subjects: Ambidextrous organizations; Computer industry; Entrepreneurial management; High technology; Innovation; Leadership; Management of change; Organizational design; Teams Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-402-013), 6p, by Michael L. Tushman, Robert Chapman Wood
Case Author(s): Quelch, John A. Publication Date: 05/21/2004 Revision Date: 08/06/2004 Product Type: Case (Field) Product Description: The vice-president of IBM Corporate Community Relations is developing the launch program for IBM On Demand Community, a suite of 140 technology tools designed to enable IBM employees to assist nonprofit community organizations and schools worldwide. Teaching Purpose: To examine social marketing tools. HBS Number: 9-504-103 Geographic Setting: GlobalIndustry Setting: computersNumber of Employees: 315,000Gross Revenues: $88 billion revenues Event Year Start: 2003Event Year End: 2003 Subjects: Community relations; Computer systems; New product marketing; Nonprofit organizations; Product introduction; Social enterprise Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-505-028), 6p, by John A. Quelch
Teaching Note For use with 9-504-103 HBS Number: 5-505-028 Subjects: Community relations; Computer systems; New product marketing; Nonprofit organizations; Product introduction; Social enterprise
Case William C. House, Walter E. GreeneIBM is striving to balance shareholder and customer needs by providing higher margin proprietary products while also pursuing lower margin open systems desired by a range of customers. To improve its competitive position, major changes in organizational structure and operating personnel may be required. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Business Policy/Strategy Topics:
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
Case Kotler, P; Pfoertsch, W A Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 507-119-1 Language: English Category: Marketing Data source: Published sources Product Year: 2007 Geo location: USA, global Industry: IT (information technology) / computer Size: Large Timing: 2006 Topics: Brand management; Most valuable brands; Manage B2B (business to business) brands; Redefining brands; Master brand; Reinvigorate the brand; Effective communication; Global brand manager; Value proposition; Brand campaigns; Interbrand; Measuring customer satisfaction Abstract: IBM, as one of the top brands in the world was facing enormous challenges in consumer recognition and overall business success. Slow and bureaucratic processes and a series of behavioural aspects hindered the company’s reactions to smaller rivals, particularly in the PC (personal computer) business. IBM had to redefine itself and identify its strategic approach. With the help of global brand management and an integrated communication strategy IBM managed to communicate a unified brand message in all its channels to the customer and even enter new business areas. This case exemplifies the need for integrated brand communication.
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
Case Kanter, Rosabeth Moss Describes IBM’s national innovation strategy to transform K-12 public education through new solutions developed by IBM engineers and consultants using information technology. Examples are: data warehousing in Broward County, FL schools, tracking software for the Cincinnati schools, and teacher development networks in San Jose and Philadelphia. HBS Number: 9-399-008 Type: Case (Field) Publication Date: 9/3/1998 Revision Date: 12/14/1999 Geographic Setting: United States Industry Setting: information technology and education Company Size: Fortune 500 Gross Revenues: $60 billion revenues Subjects: Computer industry; Education; Information technology; Innovation; Social enterprise
Teaching Note For use with 9-399-008 HBS Number: 5-302-045 Subjects: Computer industry; Education; Information technology; Innovation; Social enterprise
Case Author(s): Applegate, Lynda; Austin, Robert; Collins, Elizabeth Publication Date: 04/05/2005 Revision Date: 01/23/2006 Product Type: Case (Library) 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. HBS Number: 9-805-130 Geographic Setting: United States Industry Setting: IT industry Number of Employees: 250,000 Gross Revenues: $89 billion revenues Subjects: Alliances; Change management; Electronic commerce; Entrepreneurship; Leadership; New economy; Organizational behavior Academic Discipline: Organizational behavior & leadership
Case Author(s): Applegate, Lynda M.; Austin, Robert; Collins, Elizabeth Publication Date: 04/05/2005 Revision Date: 07/08/2009 Product Type: Case (Library) HBS Number: 805130 Geographic Setting: United States Industry Setting: E-commerce; IT industry Number of Employees: 250,000 Gross Revenues: $89 billion revenues Subjects: Alliances; Change management; Electronic commerce; Entrepreneurship; Leadership; New economy; Organizational behavior Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Library), (807030), 22p, by Lynda M. Applegate, Charles Heckscher, Boniface Michael, Elizabeth Collins; 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.
Case Author(s): Applegate, Lynda M.; Austin, Robert; Collins, Elizabeth Publication Date: 04/05/2005 Revision Date: 07/08/2009 Product Type: Case (Library) HBS Number: 805130 Geographic Setting: United States Industry Setting: E-commerce; IT industry Number of Employees: 250,000 Gross Revenues: $89 billion revenues Subjects: Alliances; Change management; Electronic commerce; Entrepreneurship; Leadership; New economy; Organizational behavior Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Library), (807030), 22p, by Lynda M. Applegate, Charles Heckscher, Boniface Michael, Elizabeth Collins; 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.
Case Author(s): Applegate, Lynda M.; Austin, Robert; Collins, Elizabeth Publication Date: 04/05/2005 Revision Date: 07/08/2009 Product Type: Case (Library) HBS Number: 805130 Geographic Setting: United States Industry Setting: E-commerce; IT industry Number of Employees: 250,000 Gross Revenues: $89 billion revenues Subjects: Alliances; Change management; Electronic commerce; Entrepreneurship; Leadership; New economy; Organizational behavior Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Library), (807030), 22p, by Lynda M. Applegate, Charles Heckscher, Boniface Michael, Elizabeth Collins; 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.
Case Author(s): Applegate, Lynda M.; Austin, Robert; Collins, Elizabeth Publication Date: 04/05/2005 Revision Date: 07/08/2009 Product Type: Case (Library) HBS Number: 805130 Geographic Setting: United States Industry Setting: E-commerce; IT industry Number of Employees: 250,000 Gross Revenues: $89 billion revenues Subjects: Alliances; Change management; Electronic commerce; Entrepreneurship; Leadership; New economy; Organizational behavior Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Library), (807030), 22p, by Lynda M. Applegate, Charles Heckscher, Boniface Michael, Elizabeth Collins; 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.
Case Author(s): Applegate, Lynda M.; Heckscher, Charles; Michael, Boniface; Collins, Elizabeth Publication Date: 09/26/2006 Product Type: Supplement (Library) HBS Number: 9-807-030 Subjects: Alliances; Change management; Electronic commerce; Entrepreneurship; Leadership; New economy; Organizational behavior Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-805-130) IBM’s Decade of Transformation (A): The Turnaround.
Case Author(s): Thomas, David A.; Kanji, Ayesha Publication Date: 11/17/2004 Product Type: Case (Field) Product Description: Explores how IBM incorporated diversity into its business strategy, making the case that workforce diversity is critical to marketing its products and services to its customers. In the early 1990s, Ted Childs, vice-president of Workforce Diversity, proposed to CEO Lou Gerstner the creation of eight diversity task forces. Delves into the organizational and cultural impediments to starting a diversity task force initiative and how IBM overcame these obstacles to implement an effective diversity strategy. After the task forces were established, they underwent tremendous growth and became global in scope. Childs also faces the challenge of taking a U.S.-based diversity strategy and applying it to IBM’s global organization. Teaching Purpose: To demonstrate how a company can implement an effective diversity strategy and integrate it into its overall business strategy. HBS Number: 9-405-044 Industry Setting: information technology Event Year Start: 1990Event Year End: 2004 Subjects: Corporate culture; Diversity; Globalization; Human resources management; Leadership; Organizational behavior; Strategy implementation Academic Discipline: Organizational behavior & leadership
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?
Case Author(s): Kanter, Rosabeth Moss Publication Date: 05/19/2008 Revision Date: 09/16/2009 Product Type: Case (Field) HBS Number: 9-308-107 Subjects: Change management; Innovation; Organizational change Academic Discipline: Social enterprise & ethics Product Description: An abstract is not available for this product. May be used with: (9-308-106) IBM’s Values and Corporate Citizenship.
Case Author(s): Meister D; Mark K Publication Date: 3/22/2005 Industry: Business Services Abstract: The knowledge management consultant for IBM Canada’s Ltd. business consulting service was preparing for a meeting with the Ontario‘s Deputy Minister of Education. The purpose of the meeting was to secure top-level support for an early-stageKnowledge Management program at the ministry. For the past few weeks she had conducted an initial study of ministry needs and believed that the organization could benefit from one or more knowledge management solutions, including documentmanagement, communities of practice and expert directory. The consultant wondered how she should approach the meeting, given the there seemed to be internal ministry concerns about knowledge sharing. As she reviewed her notes, she wanted to knowwhich solution or combination of solutions she should recommend and what implementation challenges she could expect to face. Ivey Number: 9B05E007 Geographic Location: Canada Company Size: Large organization Year of Event: 2001 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Knowledge Management; Project Management; Stakeholder Analysis; Action Planning and Implementation
Case Author(s): Bradley, Stephen P.; Porter, Kelley Publication Date: 09/10/1998 Revision Date: 08/20/1999 Product Type: Case (Library) Product Description: Describes Lotus’ acquisition by IBM, its movement from proprietary standards to open standards, and its current market position. Microsoft is gaining ground with its Exchange Server, and Lotus has received unfavorable press. Teaching Purpose: Designed for use in a course on Competition and Strategy. May be used with: (9-799-031) Networks and Networking Software, Technology Note. HBS Number: 9-799-014 Geographic Setting: Boston, MAIndustry Setting: computer software Event Year Start: 1994Event Year End: 1998 Subjects: Business policy; Competition; Industry analysis; Networks; Software; Strategy formulation Academic Discipline: Competitive strategy
Case Author(s): Kanter, Rosabeth Moss; Galvin, Daniel Publication Date: 01/09/2002 Product Type: Case (Field) Product Description: Describes IBM’s ongoing Reinventing Education initiative to improve K-12 public education via information technology developed by IBM‘s engineers and consultants. Focuses on one site, West Virginia, to reveal how IBM and the state created a mutually beneficial partnership that provided the basis for the next step of the initiative—Reinventing Education 3. May be used with: (9-399-008) IBM's Reinventing Education (A). HBS Number: 9-302-076 Geographic Setting: United StatesIndustry Setting: information technology and educationCompany Size: Fortune 500Number of Employees: 316,303Gross Revenues: $88 billion revenues Event Year Start: 1994Event Year End: 2001 Subjects: Computer industry; Education; Information technology; Innovation; Social enterprise Academic Discipline: Social enterprise & ethics
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.
Case Author(s): Kanter, Rosabeth Moss Publication Date: 03/31/2008 Revision Date: 09/16/2009 Product Type: Case (Field) HBS Number: 9-308-106 Subjects: Change management; Innovation; IT management; Organizational change Academic Discipline: General management Product Description: An abstract is not available for this product. May be used with: (9-308-107) IBM’s Dynamic Workplace.
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.
Case Author(s): Badaracco, Joseph L., Jr.; Barkan, Ilyse Publication Date: 01/31/1991 Revision Date: 01/15/1992 Product Type: Supplement (Library) Product Description: Describes the decision by the arbitrators chosen to resolve the intellectual property dispute between IBM and Fujitsu. Must be used with: (9-390-168) IBM-Fujitsu Dispute. HBS Number: 9-391-149 Industry Setting: Computer industry Subjects: Ethics; International business; International trade Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-391-148), 13p, by Joseph L. Badaracco Jr.
Case Author(s): McAfee, Andrew; Otten, Michael Publication Date: 09/07/2004 Revision Date: 01/25/2005 Product Type: Case (Field) Product Description: IBM Europe is trying to expand business-to-business (B2B) efforts with its large distributors of midrange systems. These efforts aim to automate many transactions and business processes, removing the need for human involvement. IBM has completed an initial project with the German company Magirus; this project automated the transmission of midrange system orders for Magirus’ internal information systems to IBM‘s systems. The leaders of the IBM effort face two principal challenges: accelerating the pace of subsequent efforts and convincing more distributors to take part. HBS Number: 9-605-022 Geographic Setting: EuropeIndustry Setting: high techNumber of Employees: 10,000Gross Revenues: $10 billion revenues Event Year Start: 2000Event Year End: 2003 Subjects: Business to business; Computer systems; Customer relations; Distribution channels; Europe; Information systems; Information technology; International business Academic Discipline: Operations management
Case Author(s): Marquis, Christopher ; Kanter, Rosabeth Moss Publication Date: 03/27/2009 Revision Date: 10/14/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409106 Number of Employees: 380000 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 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.
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
Teaching Note For use with 9-391-006 HBS Number: 5-391-268 Subjects: Agribusiness; Business policy; Corporate strategy; Diversification; Organizational change; Strategy formulation
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
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
Case Author(s): Barnett, William P.; Raimondi, Anne Publication Date: 02/01/2099 Revision Date: 11/01/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: SM59 Geographic Setting: United States Industry Setting: Venture capital firms Subjects: ERP; Growth strategy; Human resources management; Stress management; Technology Academic Discipline: Competitive strategy Product Description: In February 1999, Doug Merritt and Rani Hublou, the co-founders of Icarian, Inc., had just finished celebrating the launch of their first product at a patio barbecue with their entire company. The pair had founded Icarian in 1997 to create solutions that would help companies plan for, hire, deploy, and retain their “people assets.” Merrit and Hublou had raised several million dollars, attracted five strong customers, and developed and launched a 1.0 version of a Web-based software application. This case explores Icarian’s strategy to be the leader in Enterprise Workforce Planning (EWP), covering industry background, competitive landscape, and an assessment of the company and where it was in achieving its goals.
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.
Teaching Note Author(s): Rukstad, Michael G.; Wells, John R. Publication Date: 12/04/2003 Product Type: Teaching Note Product Description: Teaching Note to (703-516). Must be used with: (9-703-516) Ice-Fili. HBS Number: 5-704-437 >Academic Discipline: Competitive strategy
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.
Case Author(s): Lassiter, Joseph B., III; Heath, Dan Publication Date: 07/15/2005 Revision Date: 07/17/2006 Product Type: Case (Field) HBS Number: 9-806-006 Geographic Setting: New Zealand Industry Setting: Apparel industry Number of Employees: 50 Gross Revenues: $21 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Brands; Consumer marketing; Distribution; Entrepreneurial finance; Market entry; New product marketing; Product development Academic Discipline: Marketing Product Description: Jeremy Moon, CEO of Icebreaker, merino wool, outdoor apparel manufacturer, believed the company could be a big hit in the United States, despite the presence of entrenched rivals. But Icebreaker clearly needed a new distribution approach. One option was to position Icebreaker as a brand selling fashionable sportswear. A second option was to mirror the strategy that had been effective in New Zealand — distributing through outdoor and snow sports retailers. A final option was to delay U.S. retail distribution and sell exclusively over the Internet, using direct-to-customer advertising.
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.
Case Author(s): Lassiter, Joseph B., III; Heath, Dan Publication Date: 05/02/2006 Revision Date: 06/16/2006 Product Type: Color Case HBS Number: 9-806-195 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: Marketing 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.
Case Author(s): Roberts, Michael J. Publication Date: 02/27/1998 Revision Date: 07/31/2003 Product Type: Case (Field) Product Description: Three second-year students at the Harvard Business School decide to buy a company. The case focuses on their thoughts about an entrepreneurial career, their search process, and the evaluation of an Icedelights (an ice cream/cafe) franchise. This is a rewritten version of an earlier case. HBS Number: 9-898-196 Geographic Setting: Massachusetts Industry Setting: franchise Event Year Start: 1995 Event Year End: 1995 Subjects: Careers & career planning; Entrepreneurial management; Franchising Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-385-071), 11p, by Howard H. Stevenson, Michael J. Roberts
Case Author(s): Musacchio, Aldo Publication Date: 08/29/2008 Revision Date: 09/23/2008 Product Type: Case (Field) HBS Number: 709011 Geographic Setting: Iceland Event Year Start: 2008 Event Year End: 2008 Subjects: EU; Academic Discipline: Finance Supplementary Materials: Supplement (Field), (2-709-012), 5p, by Aldo Musacchio Product Description: In May of 2008, a team of sovereign debt analysts at Moody’s had to decide whether to downgrade the country‘s sovereign long-term debt from Aaa to Aa1 or lower. Investor sentiment toward Iceland had changed radically in March, and the Moody's team was fearful that the situation could spiral out of control. The Moody's team knew that carry traders increased Iceland's vulnerability to a confidence crisis because they were quick to liquidate their holdings at the first sign of distress. The plunge in the Icelandic Krona since the beginning of 2008 also forced the Icelandic people to confront a decision: would joining the European Union (EU) protect Iceland from capricious swings in investor sentiment? What, if anything, should Iceland do to avoid a future crisis?
Case Author(s): Porter, Michael E.; Ketels, Christian Publication Date: 11/19/2007 Product Type: Case (Library) HBS Number: 9-708-472 Geographic Setting: Europe; Iceland Event Year Start: 1945 Event Year End: 2007 Subjects: Analysis; Business & government; Competitive environment; Globalization; Government policy Academic Discipline: Business & government Product Description: Describes the economic development of Iceland since 1945, focusing in particular on the years since 2000, when Iceland experienced strong growth and Icelandic companies aggressively internationalized.
Case Lane HW; Berdrow I It has been four years since the president had first travelled to Russia to find a partner so that the Ben & Jerry’s "finest quality, socially conscious and economically feasible" super-premium ice cream could be produced in Russia. Now, just a fewmonths in operation, the joint venture was up and running and already profitable. The partners wanted to expand and opportunities were readily available but the president questioned the feasibility of such a move. This case presents a commondilemma faced by international companies - how to manage divergent partner goals and perspectives. May be used with "Ben & Jerry‘s Homemade Inc.: Background Note", 9A93G006, and the supplement "Iceverks (B): Summer of 1993", 9A93G008. Industry: Food Stores Issues: International Business, Corporate Responsibility, Intercultural Relations Location: Russia Size:Year of event: 1993 Level: Undergraduate/MBA Revised:Ivey #: 9A93G007
Case Lane HW; Berdrow I; Kalinina M This case provides new situations, including supplier relations problems and new government regulations, to be faced by decision makers in "Iceverks (A): Ben & Jerry’s in Russia", case 9A93G007. Industry: Food Stores Issues: International Business Location: Russia Size:Year of event: 1993 Level: Undergraduate/MBA Revised: 13/07/2000 Ivey #: 9A93G008
Case Deutscher TH; Miller J The commercial director for ICI Colours (a $400 million global business) faced a major decision: should it implement the Customer Charter initiative? The intention of Customer Charter was to agree on a mutually agreeable service package with keycustomers, then monitor and report C&FC’s performance against these requirements. The program hinged on the promise to trace back and forever eliminate service deficiencies at their source. Some concern had been expressed within the Coloursorganization about its ability to deliver. Ivey Number: 9A94A005 Publication Date: 25/10/1994 Geographic Setting: United Kingdom Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 1989 Subjects: Marketing Management, Product Design/Development, Customer Relations, International Marketing Functional Area: Marketing
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
Case Author(s): Collins, Robert S.; Gibbs, Michael L.; Schmenner, Roger; von Spreckelsen, Henning Publication Date: 01/01/2002 Revision Date: 02/21/2003 Product Type: Case (Pub Mat) Publisher: IMD - International Institute for Management Development Product Description: Anticipates an Australian innovation (not mentioned here) that Nobel’s Explosives later considers. This is an abridged version of ICI — Nobel‘s Explosive Co. (IMD028), which considers the Australian innovation. HBS Number: IMD025 Geographic Setting: United KingdomIndustry Setting: mining explosivesGross Revenues: 18 million British pounds revenues Event Year Start: 1990Event Year End: 1990 Subjects: Chemical industry; Commodities; Commodity markets; Just in time; Mining; Productivity; Reengineering; Services; Supply chain; United Kingdom Academic Discipline: Operations management
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
Case Vishwanath, S — T.A. Pai Management Institute Iyengar, P — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 107-020-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2007 Geo location: India Industry: Banking Timing: December 2000, January 2001, February 2001 Topics: ICICI (Industrial Credit and Investment Corporation of India) Bank Ltd; Mergers and acquisitions; Capital adequacy ratio; Network; Banking sector in India; Bank of Madura; Market reaction: Market integration; Share prices Abstract: This abstract is currently unavailable.
Case Som, A; Tsypin, B Publisher: ESSEC Business School Distributor: ecch (www.ecch.com) Reference: 306-507-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2006 Version Date: 1 Aug 2007 Geo location: India Industry: Banking Size: US$19.86 million Timing: 2006 Topics: New entrant; Late mover; Competition; Core competency; Competitive advantage; International expansion; Leadership; Organisation structure; Competitive strategy; Emerging country; Technology; Innovation; India; NRI (non-resident Indian); Rural Abstract: The case of ICICI Bank examines the growth of India’s premier bank. The case focuses on the bank‘s evolution from a state-owned, project financing institution to an efficient, customer-driven, global banking corporation. The strategy of domestic competition and international expansion is discussed. Also, core competency is examined in terms of technology and innovation.
Case Author(s): Khanna, Tarun; Nanda, Ramana Publication Date: 09/15/2005 Revision Date: 09/27/2006 Product Type: Case (Field) HBS Number: 9-706-426 Geographic Setting: India Industry Setting: Banking industry Event Year Start: 2001 Event Year End: 2001 Subjects: Emerging markets; Expansion; Globalization Academic Discipline: Competitive strategy Product Description: Follows the decision by ICICI (one of India’s largest banks) to expand internationally in June 2001.
Case White RW; Green D; Djordjevic B ICN Pharmaceuticals Inc. had submitted a bid to purchase Polfa Rzeszow, the Polish state-owned pharmaceutical corporation. Three major pharmaceutical companies (Merck & Co., Inc., Hoechst Marion Roussel and ICN) were involved in the final round ofbidding. ICN’s bid was low by comparison. Under pressure from management, the Polish government asked ICN to resubmit its bid to make it more competitive with the other bids. Given the opportunity to rebid for Polfa, ICN was faced with decidinghow much ICN should offer for the company and on what terms. Ivey Number: 9A99N032 Publication Date: 1/12/1999 Geographic Setting: USA/Poland Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 1997 Subjects: Acquisitions, Bidding, Emerging Markets Functional Area: Finance
Case Teigland, R; Billou, N; Birkinshaw, J Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 802-016-1 Language: English Category: Entrepreneurship Data source: Published sources Product Year: 2002 Geo location: Sweden, Belgium Industry: Internet services Size: Medium Timing: 2001 Topics: Strategy; Growth; Turnaround; Knowledge management; International business Abstract: Icon Medialab International was at a crossroads in the short history of the company. After several years of spectacular uninterrupted growth, the e-consulting industry was experiencing a dramatic downturn and Icon was caught in the middle of it - revenues were dropping rapidly and losses were mounting. The board of directors had to decide on the best course of action to ensure both the short-term and long-term viability of the firm.
Brain Circuits for Social Networking: How Successful Iconoclasts Leverage Social Intelligence Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7753BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Networking; Social capital Academic Discipline: General management Product Description: A key driver of success for iconoclasts who consistently challenge conventional thinking is social intelligence, or the ability to sell your unconventional ideas to others. Connecting with noniconoclasts depends on two aspects of social intelligence: familiarity and reputation. Both functions can be understood through the circuits in the brain that implement them.
Brain Circuits for Social Networking: How Successful Iconoclasts Leverage Social Intelligence Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7753BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Networking; Social capital Academic Discipline: General management Product Description: A key driver of success for iconoclasts who consistently challenge conventional thinking is social intelligence, or the ability to sell your unconventional ideas to others. Connecting with noniconoclasts depends on two aspects of social intelligence: familiarity and reputation. Both functions can be understood through the circuits in the brain that implement them.
Doing What Can’t Be Done: Learning to Think More Like an Iconoclast Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7684BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: From the frontiers of psychology and neuroscience, important new insight into what it takes to think like an iconoclast — and how doing so can lead to greater success.
Doing What Can’t Be Done: Learning to Think More Like an Iconoclast Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7684BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: From the frontiers of psychology and neuroscience, important new insight into what it takes to think like an iconoclast — and how doing so can lead to greater success.
Fear: The Inhibitor of Action—How Iconoclasts Free Themselves from Fear Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7751BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership; Stress Academic Discipline: General management Product Description: Humans possess a stress response system that evolved in very different circumstances than exist today. In fact, the stress system is so important and active that it can override every other system in the brain. It reacts when provoked, and this reaction is powerful enough to derail many of the most innovative people out there. How does an iconoclast squelch the fear of the unknown, the fear of physical harm, and the fear of social isolation that come along with challenging conventional thinking? This chapter describes some cognitive strategies for keeping the fear system under control.
Fear: The Inhibitor of Action—How Iconoclasts Free Themselves from Fear Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7751BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership; Stress Academic Discipline: General management Product Description: Humans possess a stress response system that evolved in very different circumstances than exist today. In fact, the stress system is so important and active that it can override every other system in the brain. It reacts when provoked, and this reaction is powerful enough to derail many of the most innovative people out there. How does an iconoclast squelch the fear of the unknown, the fear of physical harm, and the fear of social isolation that come along with challenging conventional thinking? This chapter describes some cognitive strategies for keeping the fear system under control.
From Perception to Imagination: How Iconoclasts Free Themselves from Conventional Thinking Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7750BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership Academic Discipline: General management Product Description: Humans depend on vision, more than any other sense to navigate through the world. Most of the time, the efficiency of our visual systems works to our advantage. Automatic processes, however, also get in the way of seeing things differently. Automatic thinking destroys the creative process that forms the foundation of iconoclastic thinking. This chapter takes a close look at the ways in which iconoclasts break down the brain’s categorization processes and shows why to think like an iconoclast, you need novel experiences.
From Perception to Imagination: How Iconoclasts Free Themselves from Conventional Thinking Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7750BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership Academic Discipline: General management Product Description: Humans depend on vision, more than any other sense to navigate through the world. Most of the time, the efficiency of our visual systems works to our advantage. Automatic processes, however, also get in the way of seeing things differently. Automatic thinking destroys the creative process that forms the foundation of iconoclastic thinking. This chapter takes a close look at the ways in which iconoclasts break down the brain’s categorization processes and shows why to think like an iconoclast, you need novel experiences.
How Fear Distorts Perception: And How Iconoclasts Conquer the Fear of Social Isolation Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7752BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership Academic Discipline: General management Product Description: Fear can inhibit action, even for the most daring innovators. Another pernicious effect of fear on potential iconoclasts: it can interact with the perceptual system and change what a person sees (or thinks he sees). When this occurs, the danger is not only the inhibition of action, but choosing the wrong course of action altogether. This chapter describes the strategies of trail-blazing iconoclasts for controlling fear (especially the fear of social isolation) that comes with the territory of challenging conventional thinking.
How Fear Distorts Perception: And How Iconoclasts Conquer the Fear of Social Isolation Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7752BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership Academic Discipline: General management Product Description: Fear can inhibit action, even for the most daring innovators. Another pernicious effect of fear on potential iconoclasts: it can interact with the perceptual system and change what a person sees (or thinks he sees). When this occurs, the danger is not only the inhibition of action, but choosing the wrong course of action altogether. This chapter describes the strategies of trail-blazing iconoclasts for controlling fear (especially the fear of social isolation) that comes with the territory of challenging conventional thinking.
Private Spaceflight: A Case Study of Iconoclasts Working Together Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7755BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Putting ordinary citizens into space strikes most people as crazy. Space is a frontier that the vast majority of humanity currently has no access to, no interest in, and wonders why anyone should spend exorbitant sums of money to travel to. To even consider such a venture flies in the face of conventional wisdom, which is why the privatization of spaceflight represents a unique case study in iconoclasm. The key players are all people who exemplify the three characteristics of iconoclastic thinkers: they see differently, deal with fear, and have high levels of social intelligence.
Private Spaceflight: A Case Study of Iconoclasts Working Together Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7755BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Putting ordinary citizens into space strikes most people as crazy. Space is a frontier that the vast majority of humanity currently has no access to, no interest in, and wonders why anyone should spend exorbitant sums of money to travel to. To even consider such a venture flies in the face of conventional wisdom, which is why the privatization of spaceflight represents a unique case study in iconoclasm. The key players are all people who exemplify the three characteristics of iconoclastic thinkers: they see differently, deal with fear, and have high levels of social intelligence.
The Iconoclast’s Pharmacopoeia Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7757BC Subjects: Cognitive psychology; Creativity; Innovation; Leadership Academic Discipline: General management Product Description: The successful iconoclast learns to see things clearly for what they are and is not influenced by others opinions; he keeps fear in check and does not let it rule his decision making; and he expertly navigates the complicated waters of social networking so that others come to see things the way he does. Some drugs may have a limited role in augmenting certain iconoclastic brain functions while diminishing other mental processes that seem to get in the way. This chapter provides a brief summary of the known effects of certain psychoactive drugs. In no way should this be taken as medical advice. Many of these substances are potentially harmful and may lead to death or disability.
The Iconoclast’s Pharmacopoeia Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7757BC Subjects: Cognitive psychology; Creativity; Innovation; Leadership Academic Discipline: General management Product Description: The successful iconoclast learns to see things clearly for what they are and is not influenced by others opinions; he keeps fear in check and does not let it rule his decision making; and he expertly navigates the complicated waters of social networking so that others come to see things the way he does. Some drugs may have a limited role in augmenting certain iconoclastic brain functions while diminishing other mental processes that seem to get in the way. This chapter provides a brief summary of the known effects of certain psychoactive drugs. In no way should this be taken as medical advice. Many of these substances are potentially harmful and may lead to death or disability.
Through the Eye of an Iconoclast: Think Differently by Seeing Differently Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7749BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Dale Chihuly is a prototypical iconoclast: he has single-handedly torn down conventional notions of glass art and created something entirely new in its place. He has been able to do so partly because an accident that left him blind in his left eye forced his brain to reinterpret visual stimuli in a new way. In this chapter, neuroscientist Gregory Berns explains how the iconoclast perceives things differently than most people in order to illustrate the importance of new perspectives in creating new ideas.
Through the Eye of an Iconoclast: Think Differently by Seeing Differently Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7749BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Dale Chihuly is a prototypical iconoclast: he has single-handedly torn down conventional notions of glass art and created something entirely new in its place. He has been able to do so partly because an accident that left him blind in his left eye forced his brain to reinterpret visual stimuli in a new way. In this chapter, neuroscientist Gregory Berns explains how the iconoclast perceives things differently than most people in order to illustrate the importance of new perspectives in creating new ideas.
When Iconoclast Becomes Icon: How to Win Wide Appeal for Unconventional Ideas Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7756BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Whether naturally born or made, iconoclasts pride themselves on their nonconformity and ability to see things differently than other people. Some, however, go beyond mere iconoclasm, making the transition — through either luck or hard work — to icon. Although it is not a strict requirement for success, this transformation from an outsider with crazy ideas to an object of worship is a lesson in how to get ideas that are initially strange to most people accepted by the masses.
When Iconoclast Becomes Icon: How to Win Wide Appeal for Unconventional Ideas Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7756BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Whether naturally born or made, iconoclasts pride themselves on their nonconformity and ability to see things differently than other people. Some, however, go beyond mere iconoclasm, making the transition — through either luck or hard work — to icon. Although it is not a strict requirement for success, this transformation from an outsider with crazy ideas to an object of worship is a lesson in how to get ideas that are initially strange to most people accepted by the masses.
Why the Fear of Failure Makes People Risk Averse: And How Iconoclasts Conquer this Fear Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7754BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership; Risk management Academic Discipline: General management Product Description: The fear of failure, or the risk of a perceived loss, distorts the functioning of the perceptual system in the brain. The end result is often an irrational decision. Iconoclasts, however, are consistently able to resist this perceptual distortion to manage risk objectively. This chapter looks at how the iconoclastic brain functions in a way that gives some innovators the chops to go against the herd, while others fall in line.
Why the Fear of Failure Makes People Risk Averse: And How Iconoclasts Conquer this Fear Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7754BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership; Risk management Academic Discipline: General management Product Description: The fear of failure, or the risk of a perceived loss, distorts the functioning of the perceptual system in the brain. The end result is often an irrational decision. Iconoclasts, however, are consistently able to resist this perceptual distortion to manage risk objectively. This chapter looks at how the iconoclastic brain functions in a way that gives some innovators the chops to go against the herd, while others fall in line.
Case Crossan MM; Wilkinson MA; Hunter T; Smith T iCraveTV voluntarily shut down its site following an injunction issued by the U.S. District Court for the Western District of Pennsylvania. Re-launching iCraveTV four months later, the co-founder of iCraveTV knew that his company was in a positionto reap the benefits of what was now a well-known Internet brand name, iCraveTV.com. He had several speeches to make in the next few weeks and knew that potential investors and partners would ask what reasons were behind iCraveTV’s decision to shutdown the site and if it was the right decision. He needed to consult with his legal counsel to help him with the response.This is a supplemental case to iCraveTV.com: A New Media Upstart, product 9B00M047. Ivey Number: 9B01M010 Publication Date: 6/3/2001 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Company Size: Small organization Event Year Start: 2000 Subjects: E-Commerce, Startups, Strategic Planning, High Technology Products Functional Area: Management Science & Information Systems
Case Crossan MM; Wilkinson MA; Mark K; Smith T The founders of iCraveTV had a great idea for a potentially lucrative market segment: retransmitting network broadcast television signals to Internet-connected PCs, reaching a worldwide extension market. There were several resourcing obstacles toovercome while entering the fiercely competitive broadcasting industry and building competitive advantage: obtaining rights to the programs, securing paying advertisers, retaining viewers, having sufficient cash and management expertise. Severalissues remained unresolved as they moved towards the launch of iCraveTV: negotiating rights from each of the content syndicators or attempting to pay Internet royalties for the programming; and preventing U.S. users from accessing the Canadian sitesince iCraveTV was legally permitted to retransmit television signals already carried on Canadian cable channels, but due to differences in regulation, it might face U.S. broadcast industry objections if U.S. audiences found access to the iCraveTVsignal. A supplemental case, iCraveTV.com (B): The Aftermath of the Pennsylvania Injunction, product 9B01M010, is available. Ivey Number: 9B00M047 Publication Date: 19/01/2001 Revision Date: 15/04/2002 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Company Size: Small organization Event Year Start: 2000 Subjects: E-Commerce, Startups, E-Business Models, High Technology Products Functional Area: General Management
Case Kouroubali, A — Foundation for Research and Technology-Hellas (FORTH) Constantinides, P — Lancaster University Management School Barrett, M — Cambridge Judge Business School Distributor: ecch (www.ecch.com) Reference: 909-006-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2009 Geo location: Crete Industry: Health Size: 100 employees Timing: 2005-2007 Topics: Leadership; Pre-hospital emergency system; Service innovation; Centralisation; Change management; Information and communication technologies (ICT) Abstract: The case examines how a new leader adopted a range of technological and organisational strategies to support service innovation for emergency care. There were a number of management change issues associated with the process of innovation facilitated by the implementation of computerised pre-hospital emergency care systems, global positioning system support on ambulance units, and the development of triage protocols. Furthermore, the case highlights the role and use of information technologies to mediate decision-making and facilitate distributed co-ordination of expertise in the effective handling of emergency incidents.
Case Author(s): Warren D. Schlesinger, Donald W. Eckrich, Fernando Gualtieri Source: Annual Advances — 2004 Subjects: College debit card; Consumer orientation; Target market; Promotional mix
Case Author(s): Ann M. Hackert, Martine Beachboard Source: Annual Advances — 2006 Subjects: Minority businesses; Journalism; Entreprenuers; Geographic expansion Description: Monte and Farhana Hibbert started a Spanish-language newspaper serving the Southeastern Idaho. They were contemplating a geographic expansion of their product, Idaho Sudeste, moving from regional to statewide distribution. The publishers were also thinking about other changes to the paper. One expansion option was developing the paper from a biweekly to a weekly publication. Another option was to print English summaries or a bilingual paper. The newspaper was printing articles in Spanish, but feedback from their readers indicated there might be some demand for either summaries in English or a bilingual edition. The publishers successfully developed a strong relationship with the Hispanic community, and demand for the paper was growing among readers and advertisers. As the publishers faced the future, they realized there were several issues to resolve as they decided whether or not to expand and grow the company. If they decided to expand, they would need a strategy to do so successfully.
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
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
Case Author(s): Lassiter, Joseph B., III; Heath, Dan Publication Date: 07/06/2005 Revision Date: 04/13/2006 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-806-005) Idea Village (A). HBS Number: 9-806-008 Subjects: Advertising; Consumer goods; Consumer marketing; Direct marketing; Distribution channels; Entrepreneurs; Marketing strategy Academic Discipline: Marketing
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.
Case Author(s): Killing JP Description: An American project manager (with a team of 12 Americans), who is just about to conclude a week long negotiation with a team of 12 Koreans, is faced with a dilemma. He is being pushed to make a decision he is ill equipped to make; he feels it mightnot be in his company’s best interest, but could be in the best interest of the joint venture that his firm is in the process of establishing with the Koreans. Ivey Number: 9A88M008 Publication Date: 1/1/88 Revision Date: 6/3/2003 Geographic Setting: USA/Korea Industry Setting: Electric & Electronic Equipment Supplies Company Size: Large organization Event Year Start: 1988 Subjects: Joint Ventures; Bayes Theorem; International Business Level of Difficulty: Undergraduate/MBA
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
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
Case Bartlett, Christopher A. A newly appointed country subsidiary manager must decide on action for an operation losing $1 million per month. He is constrained by price controls on one hand and sensitive union relations on the other. Furthermore a major loss-contributing plant has recently been converted as a Europe-wide source. HBS Number: 9-382-139 Type: Case (Field) Publication Date: 4/19/82 Revision Date: 9/5/86 Geographic Setting: France Industry Setting: plumbing and heating Gross Revenues: $120 million subsidiary Event Year Start: 1974 Event Year End: 1974 Subjects: Cost control; France; International business; Labor relations; Shutdowns; Strategy implementation; Subsidiaries Supplementary Materials: Teaching Note, (5-383-151), 12p, by Christopher A. Bartlett; Case Video, (9-883-512), 13 min, by Christopher A. Bartlett
Article Malik, Charles H. Western countries need to make the values of freedom understandable and real to newly independent countries—we need to go beyond telling them about successful material techniques. Marxist thought has swept across Asia and Africa, and will be countered only with Westerners who have faith in the deeper ideas about morality that have brought about Western civilization. HBS Number: 64109 Type: Harvard Business Review Article Publication Date: 1/1/1964 Subjects: Business & society; Developing countries; McKinsey Award Winners; Political systems
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
Case Author(s): Bruns, William J., Jr.; McKinnon, Sharon Publication Date: 07/16/1997 Revision Date: 09/22/1997 Product Type: Case (Library) Product Description: Common-size balance sheets and financial ratios are given for thirteen companies. Students must identify which company is in which of thirteen industries. Gives students practice in using financial ratios and exploring financial characteristics of companies and industries. HBS Number: 9-198-017 Subjects: Capital structure; Financial analysis; Financial ratios; Financial reporting Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-198-018), 3p, by Sharon M. McKinnon
Case Author(s): Hawkins, David F. Publication Date: 10/20/1995 Product Type: Supplement Product Description: Supplements Identify the Industries. Must be used with: (9-193-065) Identify the Industries. HBS Number: 9-196-106 Geographic Setting:Industry Setting: Subjects: Capital structure; Financial analysis; Financial ratios; Financial reporting; Inventory management Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (9-196-107), 1p, by David F. Hawkins
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.
Teaching Note For use with 9-195-215 HBS Number: 5-197-012 Subjects: Control systems; Financial analysis; Financial ratios; Management accounting; Nonprofit accounting; Social enterprise
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.
Case Author(s): Spence, Shirley M.; Stevenson, Howard H. Publication Date: 12/12/2007 Revision Date: 06/22/2009 Product Type: Case (Library) HBS Number: 808043 Subjects: Careers & career planning; Entrepreneurs; Entrepreneurship; Personal strategy & style Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-809-043), 17p, by Shirley M. Spence, Howard H. Stevenson Product Description: This note provides an analytical framework for assessing potential opportunities in the context of an entrepreneur’s life. The framework has two parts — a business analysis and a personal analysis — each comprised of a set of yes/no questions for critical assessment criteria. The note also offers perspectives on entrepreneurship, observations about combining an entrepreneurial career with your personal life, and comments about the pursuit of opportunities in general.
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
Case Author(s): Kennedy, Robert E.; Goldberg, Ray A.; Stro Publication Date: 03/15/2001 Revision Date: 06/03/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (9-701-086) Identifying and Realizing Investments in Eastern Europe (A). HBS Number: 9-701-087 Subjects: Acquisitions; Agribusiness; Eastern Europe; Emerging markets; Food processing industry; Foreign investment; Global Research Group; Political risk; Privatization; Venture capital Academic Discipline: Business & government
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
Technical Note Author(s): Li, Wei Darden ID: UVA-BP-0531 Published: 8/21/2008 Copyright Year: 2008 Subject Area: Business Policy Keywords: international trade; Benefit; Cost analysis; Political economy Abstract: This exercise is designed for studetns to analyze the economic benefits of free trade and political economy consequences arising from the distribution of benefits and costs among consumers and producers in each trading partner country.
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.)
Case Dhooge, L J — University of the Pacific Distributor: ecch (www.ecch.com) Reference: 705-021-1 Language: English Category: Ethics and Social Responsibility Data source: Published sources Product Year: 2005 Geo location: Myanmar Industry: Oil and gas Size: Publicly traded multinational enterprises Timing: 1993-1999 Topics: Identification of values relevant to the operation of foreign investments as expressed in corporate policy statements; Identification of values relevant to the operation of foreign investments as expressed in industry guidelines; Identification of values Abstract: This case describes the history of the Moattama Gas Project and Moattama Gas Transportation Company. These entities and joint ventures between TotalFinalElf Petroleum of France, Unocal Corporation of California, Myanma Oil and Gas Enterprises and PTT Exploration and Production Public Company of Thailand, together, these joint ventures developed the Yadana natural gas field located in the Andaman Sea, off the southern coast of Myanmar. The history of the Yadana Project is fraught with controversy and thus provides a platform for discussing a wide range of topics in foreign investment, human rights and corporate social responsibility. This case study identifies and considers values and interests relevant to stakeholders in the operation of foreign investments from corporate interest, as expressed in policy statements to universal interests in human rights instruments. This case was sponsored by the Indiana University CIBER Case Collection.
Case Author(s): Chan, Su Han; Wang, Ko; Ho, Mary Publication Date: 01/11/2002 Revision Date: 08/01/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU185 Geographic Setting: Asia Event Year Start: 1996 Event Year End: 2000 Subjects: EVA; Financial analysis; Financial ratios; Values Academic Discipline: Finance Supplementary Materials: Teaching Note, (HKU186), 21p, by Su Han Chan, Ko Wang, Mary Ho Product Description: Presents measures of financial performance and health for pairs of Asian and American companies in different industries from 1996 to 2000. The measures include economic profit (also known as Economic Value Added) and other classic measures, such as financial ratios and stock price performance.
Case Author(s): Chan, Su Han; Wang, Ko; Ho, Mary Publication Date: 01/11/2002 Revision Date: 08/01/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU185 Geographic Setting: Asia Event Year Start: 1996 Event Year End: 2000 Subjects: EVA; Financial analysis; Financial ratios; Values Academic Discipline: Finance Supplementary Materials: Teaching Note, (HKU186), 21p, by Su Han Chan, Ko Wang, Mary Ho Product Description: Presents measures of financial performance and health for pairs of Asian and American companies in different industries from 1996 to 2000. The measures include economic profit (also known as Economic Value Added) and other classic measures, such as financial ratios and stock price performance.
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.
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.
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
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.
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.
Case A Paula Gutman and edited by Richard G. Linowes Idris (Mali) is a company that traditionally imported food stuffs into Mali. Political turmoil and changing exchange rates pose serious risks to the business, so the company is now beginning the export of Malian mangos to overseas markets. An American adviser puts together a plan for the business and oversees its operation. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Accounting; Entrepreneurship; Small Business Topics:
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
Case Deighton, John Highlights the decision that must be made on balancing customer acquisition and retention and de-emphasizing the structural issues involved in administering the independent contractor sales force. HBS Number: 9-596-045 Type: Case (Field) Publication Date: 08/23/1995 Revision Date: 10/02/1996 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, (5-596-061), 12p, by John Deighton
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
Article Author(s): Marton, Betty A. Publication Date: 05/01/1999 Product Type: Harvard Management Communication Letter Article Product Description: In April 1994, Ford Motor Co. was the world’s second largest auto maker, with record earnings and revenues. But, Ford realized that it had to streamline its operation dramatically on many levels and bring down the cost of production worldwide if it planned to stay at the top of its industry. Thus, the Ford 2000 plan was conceived to galvanize its employees to change their habits even though they seemed to be successful. The first steps toward restructuring the entire company began in 1995. Read how Ford decided that the company needed a restructuring and how it was carried out with the help of all its employees. This article includes the sidebar "The Lessons of Ford 2000: How To Foster Change When the Stakes Are Big." HBS Number: C9905D Subjects: Automobile industry; Automobiles; Business plans; Communication in organizations; Communication strategy; Employee morale; Management communication; Restructuring Academic Discipline: Organizational behavior & leadership
Article Author(s): O’Dell, Carla; Grayson, C. Jackson, Jr. Publication Date: 04/01/1998 Product Type: CMR Article Publisher: California Management Review Product Description: One of the most effective avenues toward improvement is the process of internal benchmarking—identifying, sharing, and using the knowledge and “best practices” inside one‘s organization. But the process can be tricky and time consuming because of obstacles such as ignorance about resources or others' needs, a culture that values personal expertise more than knowledge sharing, and a lack of resources for implementation of best practices. This article explores how organizations conduct successful internal benchmarking, relating details ranging from requirements for successful transfer to lessons learned. HBS Number: CMR114 Subjects: Benchmarks; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning Academic Discipline: General management
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
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.
Case Author(s): Childress, Stacey Publication Date: 09/08/2008 Product Type: Exercise HBS Number: 309042 Geographic Setting: United States Industry Setting: Public school K-12 Subjects: Change management; Entrepreneurship Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (309054), 7p, by Stacey Childress, Jason Mahon Product Description: By setting up a thought experiment, this exercise challenges students to examine their own assumptions about the meaning of the word “public” in public education, as well as to understand competing assumptions held by others.
Case Author(s): Childress, Stacey Publication Date: 09/08/2008 Product Type: Exercise HBS Number: 309042 Geographic Setting: United States Industry Setting: Public school K-12 Subjects: Change management; Entrepreneurship Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (309054), 7p, by Stacey Childress, Jason Mahon Product Description: By setting up a thought experiment, this exercise challenges students to examine their own assumptions about the meaning of the word “public” in public education, as well as to understand competing assumptions held by others.
Article Author(s): Weinberger, David Publication Date: 06/01/2007 Product Type: Harvard Business Review Article HBS Number: F0706A Subjects: Information management; Internet Academic Discipline: Competitive strategy Product Description: Organizations that fear sharing their data with aggregators might be surprised to learn they can benefit from letting other firms disseminate their information online.
Article Author(s): Schwartz, Jonathan Publication Date: 11/01/2005 Product Type: Harvard Business Review Article Product Description: Sun Microsystems President and COO Jonathan Schwartz explains how blogging has enhanced public perception of his company and fostered loyalty within. HBS Number: F0511J Subjects: Blogs; Communication in organizations; Communication strategy; Corporate image; Employee morale; Perception Academic Discipline: Marketing
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
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.
Case Author(s): Gendron, Alexis; McGinn, Kathleen Publication Date: 11/13/2000 Revision Date: 03/29/2001 Product Type: Case (Field) Product Description: In January 1994, Igor and Ludmilla Ivanovic opened the doors of their bakery, Iggy’s Bread of the World. This case describes their unusual mission statement and the way in which they try to bring a social consciousness mentality to a for-profit business. Six years later they have grown beyond their physical and administrative capacity. The Ivanovics must decide how to reconfigure the leadership structure of the company without losing their control over the fundamentals. Teaching Purpose: Explores direct vs. indirect influence, focusing on the difficulties inherent in learning effective indirect influence tactics where one is accustomed to using direct influence. Also explores issues in corporate culture and corporate reorganization. HBS Number: 9-801-282 Geographic Setting: Cambridge, MA Industry Setting: bakery Number of Employees: 130 Event Year Start: 1999 Event Year End: 2000 Subjects: Corporate culture; Family owned businesses; Food; Human resources management; Power & influence; Reorganization; Small business Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-801-283), 16p, by Kathleen McGinn
Teaching Note For use with 9-801-282 HBS Number: 5-801-283 Subjects: Corporate culture; Family owned businesses; Food; Human resources management; Power & influence; Reorganization; Small business
Case Author(s): Haggerty NRD; Mitchell J Publication Date: 11/23/2004 Industry: Banking Abstract: IIF (Institute of International Finance) was eight months into the customized development of a customer relationship management system (CRM) by a small software development firm, QuaTeams. IIF, a member organization, wants to replace their currentCRM, an Access database, by integrating member information from different departments: economic research, membership, events and finance. In addition, they want to be able to handle the growing number of members and track the interactions betweentheir staff and their membership. With two months to go before the scheduled launch, both sides must make decisions to overcome the remaining technical hurdles they have with the database and security. The IIF must also consider implementationissues and think of creative ways that the customer relationship management system can be used once the system is operational. The objective of the case is to introduce students to the development of a custom CRM and how the process of developingand implementing a CRM can change the way an organization deals with its customers. Ivey Number: 9B04E030 Geographic Location: United States Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Management Information Systems; Computer System Implementation; Customer Relationship Management; Project Management
Case Hardy KG; Matheacakis G Two young university graduates evaluate the possibility of introducing a new room reservation system for tourists in Greece, replacing some of the unreliable existing methods. Recent improvements in the telecommunications grid and the emergence of several Internet service providers across Greece, coupled with existing hardware and software technology, paved the way to a window of opportunity for their “Ikaros Project,” acollection of transactional interactive networked kiosks. The kiosks would allow customers to obtain real-time information on hotel room availability and make their reservations. Convinced that the system would be accepted by the tourists, therewere still many considerations to be researched and resolved: acceptance of the system by the hoteliers, connection costs, system capacity, pricing and the system architecture. Ivey Number: 9B00A030 Publication Date: 31/10/2000 Revision Date: 2/8/2001 Geographic Setting: Greece Industry Setting: Business Services Company Size: Small organization Event Year Start: 1999 Subjects: Market Analysis, Product Design/Development, Market Strategy, Technology Functional Area: Marketing
Case Beamish PW The mid-1986 Sears new catalogue contained a 20-page section called Elements. This section bore a striking resemblance to the format of an IKEA catalogue, and the furniture being offered was similar to IKEA’S knocked-down self-assembly line. Thehead of IKEA‘S North American operations wondered how serious Sears was about its new initiative and what, if anything, IKEA should do in response. Industry: Furniture, Home and Equipment Stores Issues: Value Analysis, Supplier Relations, Competition, Subsidiaries Location: Canada/Sweden/USA Size: Large organization Year of event: 1986 Level: Undergraduate/MBA Revised: 23/02/2000 Ivey #: 9A88M010
Case Author(s): Moon, Youngme Publication Date: 04/27/2004 Revision Date: 09/14/2004 Product Type: Case (Library) Product Description: In 2002, the IKEA Group is the world’s top furniture retailer, with 154 stores worldwide. In the United States, IKEA operates 14 stores, all of which have been enormously popular despite their self-service requirements. The company‘s goal is to have 50 stores in operation in the United States by 2013. Explores various options for managing this growth strategy. Teaching Purpose: To explore several nontraditional positioning strategies, specifically, how a company was able to fashion together a unique — and heretofore unheard of -- combination of benefits that ultimately ended up creating a distinctive brand experience for American consumers. Also, to illustrate the advantages associated with establishing a market position that is highly differentiated from the competition. HBS Number: 9-504-094 Geographic Setting: United States, SwedenIndustry Setting: retail furnitureNumber of Employees: 70,000Gross Revenues: $12.2 billion revenues Event Year Start: 2002Event Year End: 2002 Subjects: Consumer marketing; Furniture; Furniture industry; Growth strategy; Market positioning; Marketing strategy; Retail stores; Target markets Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-504-095), 13p, by Youngme Moon
Case Author(s): Bartlett, Christopher A.; Dessain, Vincent; Sjoman, Anders Publication Date: 05/03/2006 Revision Date: 11/14/2006 Product Type: Case (Field) HBS Number: 9-906-414 Geographic Setting: Global; India; Sweden Industry Setting: Furniture industry; Retail industry Number of Employees: 90,000 Gross Revenues: $1.2 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Corporate responsibility; Crisis management; Developing countries; Ethics; Growth; Human resources management; International management; International operations; Outsourcing; Publicity; Social enterprise; Suppliers; Values Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Field), (9-906-415), 17p, by Christopher A. Bartlett, Vincent Dessain, Anders Sjoman; Teaching Note, (5-907-407), 17p, by Christopher A. Bartlett Product Description: Traces the history of IKEA’s response to a TV report that its Indian carpet suppliers were using child labor. Describes IKEA‘s growth, including the importance of a sourcing strategy based on its close relationships with suppliers in developing countries. Details the development of IKEA's strong culture and values that include a commitment “to create a better everyday life for many people.” Describes how, in response to regulatory and public pressure, IKEA developed a set of environmental policies that grew to encompass a relationship with Greenpeace and WWF on forest management and conservation. Then, in 1994, Marianne Barner, a newly appointed IKEA product manager, is surprised by a Swedish television documentary on the use of child labor by Indian carpet suppliers, including some that supply IKEA's rugs. She immediately implements a strict policy that provides for contract cancellation if any IKEA supplier uses child labor. Then Barner is confronted by a German TV producer Source: Harvard
Case Author(s): Bartlett, Christopher A.; Dessain, Vincent; Sjoman, Anders Publication Date: 05/03/2006 Revision Date: 11/14/2006 Product Type: Supplement (Field) HBS Number: 9-906-415 Subjects: Corporate responsibility; Crisis management; Developing countries; Ethics; Growth; Human resources management; International management; International operations; Outsourcing; Publicity; Social enterprise; Suppliers; Values Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-907-407), 17p, by Christopher A. Bartlett Product Description: An abstract is not available for this product. Must be used with: (9-906-414) IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A).
Case Roger, M — Groupe CPA Grol, P — Groupe CPA Schoch, C — Groupe CPA Distributor: ecch (www.ecch.com) Reference: 398-173-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1998 Geo location: Europe, USA Industry: Furniture retailing Size: 33,400 employees in 28 countries Timing: 1996 Topics: Business development; Global environment; Organisational culture; National culture; Managing cultural diversity in a global organisation Abstract: As companies in an increasing number of industries enter the global marketplace they must adapt not only to different market conditions but also to different cultural demands. IKEA, the only world scale furniture distributor, has succeeded in doing both without sacrificing its unique culture and way of doing business. Its thirty-year saga of international expansion has been driven by the inspirational, almost missionary, zeal of its founder Ingvar Kamprad. This case explores IKEA’s successful international development through the lens of both corporate and national culture where, as a Swedish company, it may benefit from cultural ‘competitive advantage'. It begins with an analysis of how IKEA approached the culturally diversified West European markets, and then describes how the company avoided near disaster in the United States, 'the graveyard of European distributors'. Background is provided for reflecting on IKEA's immediate future, which includes a major succession issue, and growing pressure for change. Should IKEA diversify its organisational culture and management as it increases its investment in North America, Eastern Europe and Asia? Should it decentralise decision making to better match its products to local markets, or should it pursue its global product lines to maintain economy of scale and unique brand recognition? The authors let the reader d Source: ecch
Case Roger, M — Groupe CPA Grol, P — Groupe CPA Schoch, C — Groupe CPA Distributor: ecch (www.ecch.com) Reference: C398-173-1 Language: Simplified Chinese Category: Strategy and General Management Data source: Field research Product Year: 1998 Geo location: Europe, USA Industry: Furniture retailing Size: 33,400 employees in 28 countries Timing: 1996 Topics: Business development; Global environment; Organisational culture; National culture; Managing cultural diversity in a global organisation Abstract: This is a Simplified Chinese translation of the case ’398-173-1‘. As companies in an increasing number of industries enter the global marketplace they must adapt not only to different market conditions but also to different cultural demands. IKEA, the only world scale furniture distributor, has succeeded in doing both without sacrificing its unique culture and way of doing business. Its thirty-year saga of international expansion has been driven by the inspirational, almost missionary, zeal of its founder Ingvar Kamprad. This case explores IKEA's successful international development through the lens of both corporate and national culture where, as a Swedish company, it may benefit from cultural 'competitive advantage'. It begins with an analysis of how IKEA approached the culturally diversified West European markets, and then describes how the company avoided near disaster in the United States, 'the graveyard of European distributors'. Background is provided for reflecting on IKEA's immediate future, which includes a major succession issue, and growing pressure for change. Should IKEA diversify its organisational culture and management as it increases its investment in North America, Eastern Europe and Asia? Should it decentralise decision making to better match its products to local markets, or should it pursue its global product lines to mainta Source: ecch
Case Author(s): Nash, Laura; Hart, Myra M. Publication Date: 04/12/2005 Revision Date: 07/14/2005 Product Type: Case (Field) Product Description: Catalyst, the nonprofit organization dedicated to championing women in professional ranks, is searching for a new president — only the third in its 42-year history. Ilene Lang, a corporate executive and entrepreneur with over 25 years of experience in high-tech ventures, considers whether and how to prepare herself to be the top candidate for the position. Challenges students to assess the key factors influencing such a career choice. Consider the fit between this particular candidate and Catalyst, and develop an action plan for successful pursuit of the candidacy. Reviews Lang’s professional and personal history, Catalyst‘s history, and a general review of women in the workplace and in positions of top responsibility since the 1960s (statistics appear in exhibits). Lang's particular history also invites discussion of the role of women in top management, especially hi-tech management, along with work/family choices. HBS Number: 9-805-074 Geographic Setting: New York, NY Gross Revenues: $8.1 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Career changes; Careers & career planning; Executive selection; Families & family life; High technology; Leadership; Nonprofits; Women executives; Women in business Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-805-137), 3p, by Laura Nash, Myra M. Hart
Case Author(s): Nash, Laura; Hart, Myra M. Publication Date: 04/12/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-805-074) Ilene Lang and the Catalyst Search (A). HBS Number: 9-805-137 Subjects: Career changes; Careers & career planning; Executive selection; Families & family life; High technology; Leadership; Nonprofits; Women executives; Women in business Academic Discipline: Organizational behavior & leadership
Case Author(s): Rice, Mark Publication Date: 01/01/2003 Revision Date: 01/12/2005 Product Type: Case (Field) Publisher: Babson College Product Description: Looks at two MBA classmates who are considering launching their own new venture. Discusses the process of identifying and confronting both the attractive aspects and the worrisome uncertainties involved in a start up. Allows for development and discussion of alternative strategies for dealing with the risks. Gives students an opportunity to choose a path, defend their decision, identify their assumptions and how they will test them, and indicate what they will do if their assumptions prove false. HBS Number: BAB111 Subjects: Business plans; Distance learning; Entrepreneurship; Risk assessment; Risk management Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (BAB611), 6p, by Mark Rice
Case Rice, M P; Wood III, D B Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB111 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2003 Version Date: 12 January 2005 Topics: Business planning; Entrepreneurship; Start-up finance; New ventures; Multimedia; Distance learning Abstract: This case presents a situation that many students will face who are seriously considering launching their own new venture. It allows students to go through the process of identifying and confronting both the attractive aspects and the worrisome uncertainties involved in a start-up. Alternative strategies for dealing with the risks can be developed and discussed. Students should be asked to choose a path, defend their decision, identify their assumptions and how they will test them, and indicate what they will do if their assumptions prove false. This case was previously numbered 805-018-1.
Case Author(s): Larson, Andrea; Archer, Geoffrey; White, Mark; York, Jeff Darden ID: UVA-ENT-0076 Published: 2/6/2006 Copyright Year: 2006 Subject Area: Entrepreneurship and Innovation Keywords: green chemistry, environmental, sustainability, eco-efficiency, economic value added, net present value, finance Abstract: This technical note forms the basis of a discussion on the economic value added of green chemistry principles. Students can learn how to increase NOPAT by increasing sales; increase NOPAT by decreasing operating expenses; reduce WACC, driving down risk by decreasing risk perceived by capital providers; and reduce invested capital. A grid showing green chemistry principals and how adhering to each might affect the bottom line provides an excellent context in which to discuss business strategies.
Case Haywood-Farmer JS This exercise briefly describes the assembly of a fictional product, X500. The student must construct a structured bill of materials and an MRP plan for ten weeks for X500 and seven components in four levels. The student must then interpret the MRPplan and take action on stockouts. Ivey Number: 9A93D022 Publication Date: 20/10/1993 Revision Date: 11/7/2000 Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 1993 Subjects: Materials Management, Centralization Functional Area: Production/Operations Management
Case Perrini, F; Russo, A Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 309-110-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Topics: Brazil; Coffee producers; Innovation; Knowledge transfer; Networking; Quality; Responsible supply chain; Sustainability Abstract: Corporate social responsibility (CSR) is gaining momentum in the business world, but several issues continue to challenge managers in charge of sustainability. Supply chain management is one area in which CSR-related activities could potentially drive the process of sustainability within firms. This case presents the way that illycaffe, an Italian coffee producer, has approached CSR. Since 1991, the company has focused on developing a new relationship with Brazilian coffee producers based on networking translated into knowledge transfer - Brazilian producers became responsible for their operations all along the supply line - and innovation translated into quality - one supplier talks about how illycaffe persuaded him he was capable of producing a Ferrari among coffees instead of a Fiat. These two factors not only drive the supplier relationship, but also serve as the drivers of illycaffes sustainability strategy. Lessons for managers relate to benefits for the business, for society and for stakeholders, and questions arise about how to replicate illycaffe’s success and create value through values. ** //www.ecch.com/about/other-competitions.cfm target=_blank>EFMD European Case Writing Competition Category Winner 2008**
Case DiStefano JJ; Gleave T The new general manager at a real estate organization needs to devise several action plans to resolve areas in need of change. After spending only one month on the job, she concluded that some changes were badly needed; however, she also knew thatinitiating any changes would prove to be a considerable challenge. Therefore, she needed to devise these plans while maintaining positive relations with the employees. Ivey Number: 9A98C005 Publication Date: 19/08/1998 Geographic Setting: China Industry Setting: Real Estate Company Size: Large organization Event Year Start: 1996 Subjects: Organizational Change, Intercultural Relations, Interpersonal Relations, Communications Functional Area: Human Resource Management
Case DiStefano JJ; Gleave T The general manager of a real estate organization must decide if she should stay or leave the company. Nine months after arriving at the company she was able to implement some badly needed changes. However, she also encountered numerous challenges and frustrations, which led her to consider resigning. If she stays, she needs to devise a strategy on how best to manage the chairman, her only direct superior, who was the source of much of herfrustration. If she decides to leave, she knows she needs to do so in a manner that would maintain positive relations with the chairman, and the others with whom she has worked. Ivey Number: 9A98C006 Publication Date: 19/08/1998 Revision Date: 12/11/1999 Geographic Setting: China Industry Setting: Real Estate Company Size: Large organization Event Year Start: 1996 Subjects: Organizational Change, Intercultural Relations, Interpersonal Relations, Communications Functional Area: Human Resource Management
Case Author(s): Hatch JE; Orr J Description: The president of Image Processing Systems has plans to expand but is facing the challenge of obtaining financing. After considering and rejecting the use of venture capital, he is actively considering a proposal put forward by McDermid, St.Lawrence, Chisholm; a mid-sized Canadian investment company. The proposal involves a private placement of equity followed by an IPO. Ivey Number: 9A94B001 Publication Date: 3/10/1994 Revision Date: 3/29/2004 Geographic Setting: Canada Industry Setting: Business Services Company Size: Medium organization Event Year Start: 1993 Subjects: Entrepreneurial Finance; Public Relations; Initial Public Offerings; Private Placement Level of Difficulty: Undergraduate/MBA Functional Area: Finance
Case Shaw DC; Boydell M; Zilkey B The president of a software development company was contemplating how to reward its investors. Since the company’s inception 10 years previously, the company had not paid full dividends to shareholders. The president was anxious to provide somereturn for the investments made, but he was convinced that he could maximize shareholder return if he could position the company to take advantage of the tremendous industry growth. He also wonders how much capital he will need, and where to obtainit. Ivey Number: 9A95B026 Publication Date: 30/10/1995 Revision Date: 15/02/2002 Geographic Setting: USA Industry Setting: Educational Services Company Size: Medium organization Event Year Start: 1994 Subjects: Valuation, Financing, Return on Investment Functional Area: Finance
