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1. JetBlue Airways: Is “High Touch Service” the Key Driver for JetBlue’s Success? Author(s): Damarju, Naga Lakshmi; Gaetz, John R.; Taylor, Marilyn L.; Dess, Gregory G. Description: This airline start-up success story was facing new challenges as it continued to expand and bring in a second aircraft type. Jet Blue’s cost advantages were unlikely to last long. Aging aircraft made increase in maintenance costs inevitable. The decision to purchase Brazilian Embraer 190 aircraft meant a change in the one-type aircraft operations model. Would this decision allow JetBlue to sustain its competitive advantage? An interesting case in a difficult industry. Comparisons with Southwest (Case 39) are possible, allowing students to debate the differences between these two very similar business models and company cultures. Publication Date: 2007 Revision Date: N/A Event Year Start: 2003 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Airlines Courses: Business/Management and Organization/Strategic Management Course Sequence: Business-level Strategy; External Environment; Internal Analysis; Intellectual Assets Subjects: Business Policy; Competitive Strategy; Asset Analysis; Corporate Culture Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3001
18. Johnson & Johnson Author(s): Shamsie, Jamal; Eisner, Alan B. Case Number: DLE5018 Publication Date: 2009 Revision Date: N/A Event Year Start: 2002 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Pharmaceuticals; Personal Care Products; Medical Devices Courses: Business; Management and Organization; Strategic Management Course Sequence: Corporate-level Strategy; Organizational Design; Strategic Leadership; Managing Innovation; Entrepreneurial Strategies and Competitive Services Subjects: Business Policy; Consumer Product Goods; Strategic Business Units; Corporate Culture; Collaboration Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video; Excel Description: CEO William Weldon is knows it will be hard to maintain J&J’s 10% growth rate through acquisitions. J&J needs collaboration between the business units without killing their entrepreneurial culture.
23. Johnson & Johnson Author(s): Shamsie, Jamal Description: CEO William Weldon knows it will be hard to maintain J&J’s 10% growth rate through acquisitions. J&J needs collaboration between the business units without killing their entrepreneurial culture. Publication Date: 2005 Revision Date: N/A Event Year Start: 2002 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Pharmaceuticals/Personal Care Products/Medical Devices Courses: Business/Management and Organization/Strategic Management Course Sequence: Corporate-level Strategy; Organizational Design; Strategic Leadership; Managing Innovation Subjects: Business Policy; Consumer Product Goods; Strategic Business Units; Corporate Culture; Collaboration Supplements: Teaching Note; PowerPoint Notes Case Number: DLE3023
24. Jamba Juice Author(s): Eisner, Alan B.; Kuperman, Jerome C.; Gould, James Case Number: DLE5024 Publication Date: 2009 Revision Date: N/A Event Year Start: 2006 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Smoothies; Juice Bar; Restaurant Courses: Business; Management and Organization; Strategic Management Course Sequence: External Environment; Internal Analysis; Business-level Strategy Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Consumer Product Goods; Product Development; Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Excel Description: Jamba Juice Company gradually expanded its product line over the past several years to offer Jamba products that pleased a broader palate, but was the company bitting off more that it could chew? In light of mounting same-store declines and financial losses, CEO James White had his work cut out for him.
26. JetBlue Airlines: Will It Remain “Blue”? Author(s): Damarju, Naga Lakshmi; Eisner, Alan B.; Dess, Gregory G. Case Number: DLE5026 Publication Date: 2009 Revision Date: N/A Event Year Start: 2003 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Airlines Courses: Business; Management and Organization; Strategic Management; Organizational Behavior Course Sequence: Business-level Strategy; External Environment; Internal Analysis; Intellectual Assets Subjects: Business Policy; Competitive Strategy; Asset Analysis; Corporate Culture Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video; Excel Description: This airline startup success story continues to face new challenges as it continues to expand and bring in a second aircraft type.
Case Author(s): McCracken, Grant Publication Date: 05/16/2000 Product Type: Case (Field) Product Description: Michael Stoner finds himself called upon to reposition a once venerable and highly profitable brand of Scotch whisky. He must find a cultural trend. Teaching Purpose: To encourage students to think about the connections between culture and consumers, and more specifically, to use this knowledge to build brands. HBS Number: 9-500-051 Geographic Setting: New York, NY Event Year Start: 1999Event Year End: 1999 Subjects: Beverages; Brands; Consumer marketing; Product positioning Academic Discipline: Marketing
Case Pinto, M Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 395-072-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: UK Industry: Leather Timing: 1989 Topics: Entrepreneurship; Valuation Abstract: A mini valuation case. A bank has been asked by a valued customer for a #1m loan to finance the purchase of a long-established leather goods manufacturing business. The assets of the business will not secure the loan on the basis of asset/loan coverage ratios usually required. Thus the bank needs to make a judgement about the value of the ongoing business.
Case Kennedy JR; Roman F; Poblador M This is the first case in a two-part series about decisions relating to the introduction of a new product, Johnson’s face powder, to the Philippines market. There is a video, "J&J (Philippines), Inc. - Johnson‘s Face Powder", product 7A94A006 which,while very functional to the teaching of the case, is not required for effective use of the materials. This case provides information about the Philippine market and the development of the introductory strategy for the product. The student is askedto assess the merit of the strategy, both in terms of market acceptance and their calculations as to projected contributions. (A two-minute video can be purchased for this case, video 7A94A006.) Industry: Wholesale Trade - Durable Goods Issues: Marketing Management, International Marketing Location: Philippines Size: Medium organization Year of event: 1990 Level: Undergraduate/MBA Revised: 25/01/1999 Ivey #: 9A94A006
Case Kennedy JR This is the second case in a two-part case series about decisions relating to the introduction of a new product, Johnson’s face powder, to the Philippines market. In the first case, 9A94A006, the student was asked to assess the merit of thestrategy, both in terms of market acceptance and their calculations as to projected contribution. In this case, the marketing vice president of J&J (Philippines) gets a phone call from the U.S. headquarters telling him to cancel the introduction.The subsequent discussion focuses on the issue of how product policy should be managed in an international organization. (A two-minute video can be purchased for this case, video 7A94A006.) Industry: Wholesale Trade - Durable Goods Issues: Marketing Management, International Marketing Location: Philippines Size: Medium organization Year of event: 1990 Level: Undergraduate/MBA Revised: 30/11/1998 Ivey #: 9A94A007
Case Simons, Robert L. Traces the 20-year evolution of a family-owned, entrepreneurial sailboat company. Illustrates how two founders leveraged their design and marketing skills to build one of the most recognized brands in the recreational boating industry. Ends as the founder considers management succession and the need to improve financial planning and control systems to capitalize on brand value. Teaching Purpose: To illustrate how entrepreneurs successfully utilize the levers of control by focusing on core values, risks to be avoided, critical performance variables, and strategic uncertainties in a small, family-run business. HBS Number: 9-197-015 Type: Case (Field) Publication Date: 8/1/1996 Revision Date: 12/1/1999 Geographic Setting: Newport, Rhode Island Industry Setting: sailboats Subjects: Brands; Control systems; Entrepreneurship; Financial planning; Recreational equipment; Shipbuilding; Strategy implementation Supplementary Materials: Teaching Note, (5-199-042), 10p, by Robert L. Simons
Case Author(s): Lehman, Jeannine Darden ID: UVA-F-1053 Published: 6/23/1994 Revised: 10/13/1997 Copyright Year: 1994 Subject Area: Finance Keywords: hedging; option pricing; risk management Teaching Note: UVA-F-1053TN Abstract: Because of the regulatory environment in the railroad industry, J&L Railroad’s profitability is dependent upon the price of diesel fuel. In this case, the student must decide how much of next year‘s expected fuel demand should be hedged and how it should be hedged. Hedging alternatives include exchange-traded futures and options as well as commodity swaps, collars, and corridors offered by Continental Bank's Risk Management Group.
Case Author(s): Lehman, Jeannine Darden ID: UVA-F-1053 Published: 6/23/1994 Revised: 10/13/1997 Copyright Year: 1994 Subject Area: Finance Keywords: hedging; option pricing; risk management Teaching Note: UVA-F-1053TN Abstract: Because of the regulatory environment in the railroad industry, J&L Railroad’s profitability is dependent upon the price of diesel fuel. In this case, the student must decide how much of next year‘s expected fuel demand should be hedged and how it should be hedged. Hedging alternatives include exchange-traded futures and options as well as commodity swaps, collars, and corridors offered by Continental Bank's Risk Management Group.
Case Cole, R E — Doshisha Business School Distributor: ecch (www.ecch.com) Reference: 307-172-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Japan Industry: Automotive Size: 10,000 employees Timing: October 2005-June 2006 Topics: Global R&D (research and development); Tacit knowledge; Intellectual property; Codification; Transparency Abstract: J-Firm Auto Supply has experienced high growth rates in the past as part of Japan’s rapidly growing auto industry. This success is now threatened by the globalisation of the auto industry and the rise of complex global partnerships. How should J-Firm respond? This case challenges students to think about the kinds of organisational changes necessary to optimise the respective roles and the co-ordination between domestic R&D (research and development) activities and those overseas. Should J-firm expand the role of its overseas R&D facilities so that they are accorded status equal to their domestic R&D activities and can this be done without jeopardising past success formulas?
Case Haghirian, P — WU Wien-Institute for International Marketing & Management Distributor: ecch (www.ecch.com) Reference: 502-032-1 Language: English Category: Marketing Data source: Published sources Product Year: 2002 Geo location: Japan Industry: Telecommunications Topics: Telecommunication; Strategy; Internet; Japan; International marketing; Product differentiation; J-Phone; NTT DoCoMo Abstract: This case focuses on the position of J-Phone, Japan’s number two in the mobile telecommunication market, and its future strategies to combat the industry leader. Since the introduction of mobile communication in Japan, the market has been dominated by one major company, NTT DoCoMo, a spin-off from the formerly state controlled NTT. In February 1999, DoCoMo launched a wireless mobile internet service on the Japanese market, which turned out to be the most successful implementations of wireless communication ever. J-Phone is trying to compete with DoCoMo‘s network. J-Phone sees itself as a leader, challenger and first mover, offering innovations to suit the mobile lifestyle of young people rather than technology for technology's sake. J-Phone also has a reputation of being first to market with key advances in mobile technology. This case asks students to analyse and evaluate various strategies which J-Phone could apply to compete with the dominant industry leader.
Case Author(s): Tedlow, Richard S.; Ruben, David Publication Date: 09/22/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 810052 Event Year Start: 1837 Event Year End: 1913 Subjects: Business history Academic Discipline: Entrepreneurship Product Description: An account of J.P. Morgan’s noteworthy career in government, railroad, and industrial finance.
Case Author(s): Davis, John; LaChapelle, Kacie Publication Date: 11/01/2000 Revision Date: 03/27/2001 Product Type: Case (Field) Product Description: Examines the tensions that occur in family shareholder groups and how to prepare for them and manage them. Teaching Purpose: To discuss the tensions that often occur in family shareholder groups. HBS Number: 9-801-147 Geographic Setting: Santo Domingo, Dominican RepublicIndustry Setting: foodNumber of Employees: 50Gross Revenues: $70 million revenues Event Year Start: 1997Event Year End: 2000 Subjects: Caribbean; Family owned businesses; Food; Shareholder relations Academic Discipline: Entrepreneurship Supplementary Materials: Supplement (Field), (9-801-148), 4p, by John Davis, Kacie LaChapelle; Supplement (Field), (1-803-163), 2p, by John Davis, Kacie LaChapelle
Case (Field) Author(s): Gerard Seijts; Ken Mark Ivey ID: 9B09C003 Publication Date: 4/20/2009 Revision Date: 6/29/2009 Product Type: Case (Field) Teaching Note: 8B09C03 Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Medium Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Cultural Customs; Human Behaviour Major Disciplines: General Management; Human Resource Management Product Description: This case describes the efforts of the management team at Tomasso Corporation, located in Montreal, Quebec, to manage various economic and personnel issues during the economic downturn of 2001. As the situation at Tomasso worsened, the president wondered how to turn the company around. The management team wondered if there was a way to balance the human and economic issues by adhering to a theory that the chief executive officer had developed over 10 years.
Case Author(s): Mason, Scott P.; Allen, William B. Publication Date: 12/19/1985 Revision Date: 10/29/1986 Product Type: Case (Field) Product Description: An assistant treasurer at J.C. Penney is looking at various alternatives for financing the company’s $2.5 billion store expansion and modernization program. The case provides a listing of different ways/capital markets issues to obtain this financing. Designed to be used as an introduction to capital markets. HBS Number: 9-286-048 Geographic Setting: New YorkIndustry Setting: retailingCompany Size: largeGross Revenues: $13 billion sales Event Year Start: 1985Event Year End: 1985 Subjects: Capital markets; Financing; Retailing Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-287-035), 5p, by Scott P. Mason
Case Author(s): Mason, Scott P.; Allen, William B. Publication Date: 04/17/1986 Revision Date: 06/20/1986 Product Type: Case (Field) Product Description: Penney’s assistant treasurer was considering various capital markets issues to finance store modernizations. This case provides the financing terms available to Penney for domestic, current, and zero coupon debt. Eurodollar debt, and nondollar SFr and Yen issues hedged and swapped back to dollar liabilities. Also, Penney is considering using interest rate futures, options, and options on futures to hedge a forthcoming debt issue. HBS Number: 9-286-118 Geographic Setting: New York, NY Industry Setting: Retail industry Company Size: large Gross Revenues: $13 billion sales Event Year Start: 1985 Event Year End: 1985 Subjects: Bonds; Capital markets; International finance Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-287-041), 13p, by Scott P. Mason, William B. Allen
Case Author(s): McCraw, Thomas K. Publication Date: 06/05/1991 Revision Date: 04/24/1995 Product Type: Case (Library) Product Description: The rise of the investment banking industry is outlined through the career of its leading practitioner, J.P. Morgan. Describes the Morgan firms’ role in financing government securities, railroads and industrial stocks and bonds, and in corporate reorganization, mergers, and acquisitions. Illustrates the origins of investment banking and methods of modern corporate finance. HBS Number: 9-391-263 Subjects: Banking; Business history; Investment banking Academic Discipline: Business & government
Case Robert P. Crowner J.R. Pierce, Inc. (JRP) was a small manufacturer of pastry forming equipment located in Marion, Ohio. JRP was funded by John Pierce, who has now “retired” although having turned over management of the company to his two sons, Bill and Mark, he continues to work part-time without a salary. The company’s dated product line consists of three machines geared toward smaller volume pie crust manufacturers. JRP, a subchapter S corporation, was very profitable at 33.4 percent before taxes after recovering in 1995 from two years of declining sales. Minimal promotion was done. Management succession was an important issue in the case: John owned two-thirds of the stock with the rest evenly split between his sons. They were frusturated with his continuing interference in the business which prevented them from taking some modernization steps. Too, they were being paid such low salaries that they could not accumulate sufficient funds to buy John out. Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 3-4 Subjects: Entrepreneurship, Family Business, Succession, Buyout, Marketing Strategy, Smal Business Management, Business Strategy
Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/14/2006 Revision Date: 04/07/2009 Product Type: Case (Library) HBS Number: 407061 Geographic Setting: India Event Year Start: 1940 Event Year End: 1990 Subjects: Business government relations; Business history; Conglomerates; Diversified companies; Family-owned businesses; Industrial development; Leadership Academic Discipline: Business & government Product Description: J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India’s economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises. Inheriting his title as Chairman in 1938, at the outbreak of World War II, Tata was able to navigate his family-owned companies through the tumultuous political climate of India. He worked with British colonial officers, and later closely with several Indian leaders under both pro- and anti-business government regimes. Applying his family‘s values to the workplace, Tata & Sons helped revolutionize business practices in India. From instituting the eight-hour work day and paid leave to providing a retirement gratuity, Tata's policies created a standard to which other companies — and eventually Indian government regulators — measured themselves. Blending humane business practices with political savvy and a pioneering spirit, J.R.D Tata is remembered as one of India's most important and influential business leaders. Tata is an example of a 20th century business leader who applied contextual intelligence to a variety of businesses, dramatically changing the landscape of India's infrastructure.
Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/14/2006 Product Type: Case (Library) HBS Number: 9-407-061 Geographic Setting: India Event Year Start: 1940 Event Year End: 1990 Subjects: Business government relations; Business history; Conglomerates; Diversified companies; Family-owned businesses; Industrial development; Leadership Academic Discipline: Business & government Product Description: J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India’s economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises. Inheriting his title as Chairman in 1938, at the outbreak of World War II, Tata was able to navigate his family-owned companies through the tumultuous political climate of India. He worked with British colonial officers, and later closely with several Indian leaders under both pro- and anti-business government regimes. Applying his family‘s values to the workplace, Tata & Sons helped revolutionize business practices in India. From instituting the eight-hour work day and paid leave to providing a retirement gratuity, Tata's policies created a standard to which other companies — and eventually Indian government regulators — measured themselves. Blending humane business practices with political savvy and a pioneering spirit, J.R.D Tata is remembered as one of India's most important and influential business leaders. Tata is an example of a 20th century business leader who applied contextual intelligence to a variety of businesses, dramatically changing the landscape of India's infrastructure.
Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/14/2006 Revision Date: 04/07/2009 Product Type: Case (Library) HBS Number: 407061 Geographic Setting: India Event Year Start: 1940 Event Year End: 1990 Subjects: Business government relations; Business history; Conglomerates; Diversified companies; Family-owned businesses; Industrial development; Leadership Academic Discipline: Business & government Product Description: J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India’s economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises. Inheriting his title as Chairman in 1938, at the outbreak of World War II, Tata was able to navigate his family-owned companies through the tumultuous political climate of India. He worked with British colonial officers, and later closely with several Indian leaders under both pro- and anti-business government regimes. Applying his family‘s values to the workplace, Tata & Sons helped revolutionize business practices in India. From instituting the eight-hour work day and paid leave to providing a retirement gratuity, Tata's policies created a standard to which other companies — and eventually Indian government regulators — measured themselves. Blending humane business practices with political savvy and a pioneering spirit, J.R.D Tata is remembered as one of India's most important and influential business leaders. Tata is an example of a 20th century business leader who applied contextual intelligence to a variety of businesses, dramatically changing the landscape of India's infrastructure.
Case Author(s): Chu, Michael; Larson, Barbara Zepp Publication Date: 02/21/2006 Revision Date: 05/17/2006 Product Type: Case (Field) Product Description: Post-merger, the head of Junior Achievement (JA) Worldwide must now oversee operations in 98 countries serving 6.6 million students, with over 7,600 local chapter board directors. President and CEO David Chernow’s own board has increased to 111 members. Two separate organizations since inception, the U.S. and international JA operations were formally combined on July 1, 2004. Although all the leaders recognized the need for the merger, the process nevertheless proved to be highly sensitive and complex. As part of the compromise, all parties agreed to freeze the JA Worldwide structure for three years. By the end of that period, Chernow knows he must have in place a new model of operations that can accomplish three things: meet JA‘s mission in terms of its students, serve the internal needs of its members around the world, and be financially sustainable over the long term. HBS Number: 9-306-025 Geographic Setting: Global Industry Setting: Nonprofit Number of Employees: 2,700 Event Year Start: 2003 Event Year End: 2005 Subjects: Board of directors; Change management; Governance; International business; Networks; Social enterprise; Students Academic Discipline: Organizational behavior & leadership
Case Author(s): Austin, Robert D. Publication Date: 06/28/2006 Revision Date: 03/15/2007 Product Type: Case (Gen Exp) HBS Number: 9-606-153 Geographic Setting: New York, NY Industry Setting: Financial services Gross Revenues: $300 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Career advancement; Careers & career planning; Executive ability; Information technology Academic Discipline: Operations management Product Description: An experienced CIO hired to professionalize IT in a growing financial services firm struggles with the turmoil that follows sudden replacement of the company’s CEO. Jack Carlisle must assess the changes, both actual and prospective, in an environment in which IT has not been well run and is frequently criticized by peer executives, from both a professional and career perspective. Asks students how Carlisle should evaluate his situation, to decide whether he can operate effectively in the new company environment, and to determine whether the new CEO sees a role for him going forward. Includes descriptions of initiatives that Carlisle has put in place to help mature the firm‘s IT capabilities; students can assess whether his efforts to address long-standing grievances with executive peers are likely to succeed or should be redressed.
Case Author(s): Rothstein M Publication Date: 11/5/2003 Industry: Personal Services Abstract: A top student in an MBA program had been pursued by the top-tier consulting firms that were recruiting at his school. Impressed by the prestige of the industry, he decided to choose a career in management consulting. After less than a year in theprofession, the recent graduate is disillusioned. He is offered a marketing position that pays much less, but may be a better fit for him in a number of ways. He considers whether he should leave his lucrative career, whether he should accept theoffer for the lesser paying position and whether he could be making another faulty career decision. In the case supplement Jack Harris (B), product 9B03C038 the former consultant reflects on his career decision-making. Ivey Number: 9B03C037 Geographic Location: Canada Company Size: Small organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management Subjects: Career Development; Career Planning
Case Author(s): Rothstein M Publication Date: 11/5/2003 Industry: Personal Services Abstract: A top student in an MBA program had been pursued by the top-tier consulting firms that were recruiting at his school. Impressed by the prestige of the industry, he decided to choose a career in management consulting. After less than a year in theconsulting profession, the recent graduate accepts a marketing position that pays much less. The former consultant reflects on his own career decision-making and the process of reducing risk when making a career choice. This case is a supplement toJack Harris (A), product 9B03C037, which discusses the events that lead up to the decision to leave the consulting profession. Ivey Number: 9B03C038 Geographic Location: Canada Company Size: Small organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management Subjects: Career Development; Career Planning
Case Author(s): Gandz J Description: A 40-year-old father of three children is considering a job change. He is trying to decide whether he should take a high-paying, challenging job with a consulting firm, which also involves a move to another city and trying to maintain a‘long-distance’ marriage, or stay in a less-challenging, lower-paying job with limited prospects for advancement. He must address issues such as a ’person-job‘ fit as well as practical issues involving dual career families, and human resourcepractices and policies. This case is intended to be used in tandem with case 9A89C022, "Janis Jerome", which presents the same situation from a female's perspective. Ivey Number: 9A89C023 Publication Date: 1/1/89 Revision Date: 4/21/2003 Geographic Setting: Canada Industry Setting: Banking Event Year Start: 1984 Subjects: Organizational Behaviour; Human Resources Management; Career Planning Level of Difficulty: Undergraduate/MBA
Case Author(s): Carl E. Keller; George Schmelzle; Janet Papernik Publication Date: 2008 Subjects: Individual Taxation; Business Taxation Courses: Individual Taxation; Business Taxation Description: This decision case is based on an actual court case. The tax payer, Jack Johnson, was a professional securities day-trader who argued with the IRS for an extension of time to file for mark-to-market valuation when calculating securities gains and losses from the taxpayer‘s stock portfolio. Per Sec. 475(f), professional securities traders could deduct stock losses as ordinary losses rather than capital losses, and net these losses against any ordinary income earned. Jack took the case to the U.S. Tax Court. After six years of tax dispute and litigation, the U.S. Tax Court rendered its decision. Would the Tax Court rule in favor of Jack or maintain the position taken by the IRS? This multi-million dollar court case provides a classic example of various interpretations of the tax code and the importance of maintaining requisite knowledge in tax law. This case is intended for use in a graduate level Tax Research course, or undergraduate level Individual Tax and Business Entity Tax courses. The case could also be used in a Continuing Professional Education course for tax professionals and/or a Business/Tax Law course in a law school curriculum.
Article Author(s): Welch, Jack F., Jr.; Collingwood, Harris; Publication Date: 02/01/2002 Product Type: Harvard Business Review Article Product Description: There was a time when CEOs weren’t celebrities, but that was before Jack Welch. Over the past 20 years, Welch, more than any other business leader, has changed the way people view the role of the CEO. There was no General Electric separate from Welch and no Welch separate from General Electric. Through his bold and sweeping reinvention of the company—thanks in no small part to the force of his personality--Welch created the CEO not just as public figure but as icon. Indeed, Welch‘s legacy and life have been analyzed, lauded, and excoriated by the public and the media alike. Small wonder, then, that his recent book--Jack: Straight from the Gut--has garnered the same degree of publicity. In this frank and wide-ranging interview with HBR senior editors Harris Collingwood and Diane Coutu, Welch replies to his critics and offers a detailed look at his theory and practice of business. Candidly answering questions about his personal style and his upbringing, Welch also gives readers a detailed glimpse of the practices that shape the distinctive GE culture: the meetings, the "deep dives" and, most important, the transmission of powerful ideas throughout GE's far-flung organization. HBS Number: R0202G Subjects: CEO; Interviews; Leadership; Management styles; Personal strategy & style; Personality; Psychology Academic Discipline: General management
Case Author(s): Freeman, R. Edward Darden ID: UVA-E-0215 Published: 5/10/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: decision making; banking, loan evaluation; business ethics; group dynamics; leadership; teamwork; sexual harrassment Teaching Note: UVA-E-0214TN Abstract: This case frames a common business situation in which the protagonist (in this case a commercial lender who has made a mistake which might cost him his job) is faced with making a decision for which no outcome is desirable.
Case Author(s): Freeman, R. Edward Darden ID: UVA-E-0215 Published: 5/10/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: decision making; banking, loan evaluation; business ethics; group dynamics; leadership; teamwork; sexual harrassment Teaching Note: UVA-E-0214TN Abstract: This case frames a common business situation in which the protagonist (in this case a commercial lender who has made a mistake which might cost him his job) is faced with making a decision for which no outcome is desirable.
Case Author(s): Freeman, R. Edward Darden ID: UVA-E-0214 Published: 5/10/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: decision making; banking, loan evaluationn; business ethics; group dynamics; leadership; teamwork; sexual harrassment Teaching Note: UVA-E-0214TN Abstract: This case frames a common business situation in which the protagonist (in this case a commercial lender who has made a mistake which might cost him his job) is faced with making a decision for which no outcome is desirable.
Case Author(s): Freeman, R. Edward Darden ID: UVA-E-0214 Published: 5/10/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: decision making; banking, loan evaluationn; business ethics; group dynamics; leadership; teamwork; sexual harrassment Teaching Note: UVA-E-0214TN Abstract: This case frames a common business situation in which the protagonist (in this case a commercial lender who has made a mistake which might cost him his job) is faced with making a decision for which no outcome is desirable.
Case Vernon Quarstein, Claire J. AndersonThis case studies problems owners face with fast food franchise associations by focusing on one couple discouraged by high fees, rigid rules, and the franchiser’s insensitivity to local conditions. This case may be used with Das Wiener Works (B). Source: North American Case Research Association, Case Research Journal, Summer 1992, Vol. 12, Issue 2. Copyright 1992. Courses: Business Ethics; Entrepreneurship; Small Business Topics:
Case Author(s): Spear, Steven; Purrington, Courtney Publication Date: 03/30/2004 Revision Date: 05/10/2004 Product Type: Case (Field) Product Description: Jack Smith had a stellar career at Chrysler managing major design teams and manufacturing plants before deciding to join industry leader and benchmark Toyota. It is his first day on the job; what will his orientation entail? Cursory walkthroughs and introductions before assignment to a job commensurate with his experience and accomplishments or something else to help him acclimate to Toyota’s unique management approach? Teaching Purpose: To think deeply about corporate acculturation, capability development, and the role of managers in complex organizations where improvement and problem solving are critical to success. May be used with: (9-604-059) Jack Smith (B): Becoming a Toyota Manager (I); (9-604-060) Jack Smith (C): Becoming a Toyota Manager (II). HBS Number: 9-604-057 Geographic Setting: North America Industry Setting: automobile Number of Employees: 100,000 Gross Revenues: $100 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Career changes; Careers & career planning; Corporate culture; Future; Manufacturing; Organizational structure; Plant management Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-604-087), 18p, by Steven J. Spear
Teaching Note For use with 9-604-057 HBS Number: 5-604-087 Subjects: Career changes; Careers & career planning; Corporate culture; Future; Manufacturing; Organizational structure; Plant management
Case Author(s): Spear, Steven J. Publication Date: 03/30/2004 Revision Date: 05/10/2004 Product Type: Case (Field) HBS Number: 9-604-059 Geographic Setting: North America Industry Setting: Automotive industry Number of Employees: 100,000 Gross Revenues: $100 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Career changes; Careers & career planning; Corporate culture; Manufacturing; Organizational structure; Plant management Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-604-087), 18p, by Steven J. Spear Product Description: Jack Smith had a stellar career at Chrysler managing major design teams and manufacturing plants before deciding to join industry leader and benchmark Toyota. It is his first day on the job; what will his orientation entail? Cursory walkthroughs and introductions before assignment to a job commensurate with his experience and accomplishments or something else to acclimate him to Toyota’s unique management approach? May be used with: (9-604-057) Jack Smith (A): Career Launch at Toyota; (9-604-060) Jack Smith (C): Becoming a Toyota Manager (II).
Teaching Note For use with 9-604-059 HBS Number: 5-604-087 Subjects: Career changes; Careers & career planning; Corporate culture; Future; Manufacturing; Organizational structure; Plant management
Case Author(s): Spear, Steven Publication Date: 03/30/2004 Revision Date: 05/10/2004 Product Type: Case (Field) Product Description: Jack Smith had a stellar career at Chrysler managing major design teams and manufacturing plants before deciding to join industry leader and benchmark Toyota. It is his first day on the job; what will his orientation entail? Cursory walkthroughs and introductions before assignment to a job commensurate with his experience and accomplishments or something else to acclimate him to Toyota’s unique management approach? Teaching Purpose: To think deeply about corporate acculturation, capability development, and the role of managers in complex organizations where improvement and problem solving are critical to success. May be used with: (9-604-059) Jack Smith (B): Becoming a Toyota Manager (I); (9-604-057) Jack Smith (A): Career Launch at Toyota. HBS Number: 9-604-060 Geographic Setting: North America Industry Setting: automobile Number of Employees: 100,000 Gross Revenues: $100 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Careers & career planning; Corporate culture; Future; Manufacturing; Organizational structure; Plant management Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-604-087), 18p, by Steven J. Spear
Case Author(s): Hanson, Kirk O.; Bollier, David Publication Date: 01/01/1993 Product Type: Case (Field) Publisher: Business Enterprise Trust HBS Number: 9-993-009 Geographic Setting: Springfield, MO Industry Setting: diesel engine remanufacturing Number of Employees: 700 Gross Revenues: $70 million revenues Event Year Start: 1983 Event Year End: 1983 Subjects: Employee empowerment; Ethics; Leveraged buyouts; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Field), (9-993-010), 8p, by Kirk O. Hanson, David Bollier; Teaching Note, (5-993-013), 7p, by Kirk O. Hanson; Case Video, (9-993-514), 8 min, by Kirk O. Hanson Product Description: Describes Jack Stack’s efforts to revive a diesel engine remanufacturing plant owned by International Harvester. Stack engineers a leveraged buyout of the factory by its managers. He then implements a radical system for managing the company, through which every employee is trained to read complete financial reports of the company and given weekly operating data. In this way, they can see in detail how the company is progressing. Teaching Purpose: May be used in Human Resources, Organizational Behavior, Strategic Management, and Entrepreneurship courses to help students explore: 1) worker empowerment and related human resources issues; 2) the impact of the disclosure of company data on corporate strategy; 3) how an entrepreneur engineers a leveraged buyout; 4) the revitalization of “rust-belt” facilities; and 5) the role of worker empowerment in entrepreneurship.
Case Author(s): Hanson, Kirk O.; Bollier, David Publication Date: 01/01/1993 Product Type: Supplement (Field) Publisher: Business Enterprise Trust HBS Number: 9-993-010
Subjects: Employee empowerment; Ethics; Leveraged buyouts; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-993-013), 7p, by Kirk O. Hanson; Case Video, (9-993-514), 8 min, by Kirk O. Hanson Product Description: Supplements Jack Stack (A). Must be used with: (9-993-009) Jack Stack (A).
Case Author(s): Kotter, John P.; Burtis, Andrew Publication Date: 11/08/1993 Revision Date: 06/01/2007 Product Type: Case (Field) HBS Number: 9-494-062 Geographic Setting: New York, NY Industry Setting: Publishing industry Company Size: large Event Year Start: 1990 Event Year End: 1990 Subjects: Managing superiors; Organizational behavior; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing upwards — particularly with respect to errors discovered by the protaganist for which his boss was responsible. Provides background data. May be used with: (R0501J) Managing Your Boss (HBR Classic).
Case Author(s): Bower, Joseph L.; Dial, Jay Publication Date: 10/25/1993 Revision Date: 04/12/1994 Product Type: Case (Pub Mat) Product Description: Describes the work of Jack Welch as CEO of General Electric from 1981 to 1992, focusing particularly on his transformation of the company’s portfolio through extensive dispositions and acquisitions and the company‘s culture through a mandated process called “work out.” To a considerable extent, the case tells the story in Welch's own words drawing on earlier cases on Welch prepared by Richard Hammermesh and Frank Aguilar, as well as a 1991 interview with Welch in the Harvard Business Review and an article in Fortune, “GE Keeps Those Ideas Coming.'' HBS Number: 9-394-065 Geographic Setting: United States Industry Setting: conglomerate Company Size: Fortune 500 Subjects: Corporate strategy; Leadership; Management of change; Organizational change Academic Discipline: General management Supplementary Materials: Case Video, (9-395-508), 20 min, by Joseph L. Bower, Sonja Ellingson; Teaching Note, (5-395-232), 6p, by Joseph L. Bower
Case Author(s): Clawson, James G.; Lloyd, Cathy Darden ID: UVA-BP-0330 Published: 8/19/1993 Revised: 9/1/1993 Copyright Year: 1993 Subject Area: Business Policy Keywords: career management; Leadership; Diversity case; Women in business, Teaching Note: UVA-BP-0330TN Abstract: Jackie Woods and her family are planning a trip to Europe when she is appointed to a key task force at Ameritech. Her colleagues are canceling their vacations to participate in the task force, but Jackie’s family has been looking forward to this time together. At the same time, she and her husband have been wondering what future they have at Ameritech. See also the B case (UVA-BP-0331). A multimedia version of this case is available (UVA-BP-0330M) and three videos are designed for use with this case: “Jackie Woods — Co-Workers‘ Views” (UVA-BP-0330V1), ‘’Jackie Woods — Family Views and Schedule'' (UVA-BP-0330V2), and ``Jackie Woods — Personal Views'' (UVA-BP-0330V3).
Case Author(s): Clawson, James G.; Lloyd, Cathy Darden ID: UVA-BP-0330 Published: 8/19/1993 Revised: 9/1/1993 Copyright Year: 1993 Subject Area: Business Policy Keywords: career management; Leadership; Diversity case; Women in business, Teaching Note: UVA-BP-0330TN Abstract: Jackie Woods and her family are planning a trip to Europe when she is appointed to a key task force at Ameritech. Her colleagues are canceling their vacations to participate in the task force, but Jackie’s family has been looking forward to this time together. At the same time, she and her husband have been wondering what future they have at Ameritech. See also the B case (UVA-BP-0331). A multimedia version of this case is available (UVA-BP-0330M) and three videos are designed for use with this case: “Jackie Woods — Co-Workers‘ Views” (UVA-BP-0330V1), ‘’Jackie Woods — Family Views and Schedule'' (UVA-BP-0330V2), and ``Jackie Woods — Personal Views'' (UVA-BP-0330V3).
Case Author(s): Clawson, James G. Darden ID: UVA-BP-0331 Published: 8/19/1993 Revised: 9/1/1993 Copyright Year: 1993 Subject Area: Business Policy Keywords: career management, leadership, diversity case, women in business, diversity Teaching Note: UVA-BP-0330TN Abstract: In this follow-up to the A case (BP-0330), Jackie goes on vacation and is named president of Ohio Bell, only the second woman to receive such a promotion. Videotapes #8247, “Jackie Woods — Co-Workers’ Views,” #8246, “Jackie Woods — Family Views and Schedule,” and #8245, “Jackie Woods — Personal Views,” are designed for use with this case (see Videotape Bibliography).
Case Author(s): Clawson, James G. Darden ID: UVA-BP-0331 Published: 8/19/1993 Revised: 9/1/1993 Copyright Year: 1993 Subject Area: Business Policy Keywords: career management, leadership, diversity case, women in business, diversity Teaching Note: UVA-BP-0330TN Abstract: In this follow-up to the A case (BP-0330), Jackie goes on vacation and is named president of Ohio Bell, only the second woman to receive such a promotion. Videotapes #8247, “Jackie Woods — Co-Workers’ Views,” #8246, “Jackie Woods — Family Views and Schedule,” and #8245, “Jackie Woods — Personal Views,” are designed for use with this case (see Videotape Bibliography).
Case Sjoblom, L — Kenyatta University Gakure, R W — Kenyatta University Distributor: ecch (www.ecch.com) Reference: 806-073-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: Zurich, Switzerland Industry: Health club Size: Small business Timing: 2003 Topics: Jackson Gym; Sporting interest; Fitness centre; Physical fitness gym; Challenges; Success factors; Swiss businessman; Germany; Mombasa; Christian; Swiss franc Abstract: The case describes a successful Kenyan entrepreneur and his struggle to establish a business (a fitness centre) in Switzerland. Aimed at postgraduate students undertaking an entrepreneurial behaviour course the objectives of the case are to: (1) identify the entrepreneurial characteristics exhibited by successful entrepreneurs; (2) analyse business opportunity recognition; (3) understand key issues which should be considered when deciding the type of business to establish; (4) learn the strategies used to enhance performance of businesses; (5) understand the impetus of entrepreneurship and how the reasons for establishing businesses can influence the performance and attitude of the entrepreneur towards growth of the business; (6) analyse the factors contributing to attracting and retaining customers; and (7) analyse what type of business Jackson established and what are the advantages of such type of businesses. The case writing process was financed by the Ministry of Trade and Industry of the Government of Kenya through an IFC / IDA credit to support micro, small and medium enterprises (Project P085007). The process was managed by the Management Education and Research Consortium.
Case Veber CA; Grasby EMA The sole proprietor of Jacob’s Jewellery Shop, a diamond and gold wholesaler, wants to evaluate his diamond inventory. Jacob‘s sells high, medium and low-quality diamonds. Each type of inventory must be analyzed independently in order to calculate Jacob's ending inventory of diamonds using FIFO, weighted-average-cost and specific-identification valuation methods. Ivey Number: 9A95K003 Publication Date: 11/12/1995 Revision Date: 12/3/1999 Geographic Setting: Canada Industry Setting: Wholesale Trade - Durable Goods Company Size: Small organization Event Year Start: 1993 Subjects: Inventory, Inventory Planning/Control, Valuation, Transportation Functional Area: Accounting
Case Author(s): Eccles, Robert G.; Holland, Philip Publication Date: 05/19/1989 Revision Date: 09/12/1989 Product Type: Case (Field) Product Description: Jacobs Suchard, the Swiss-based coffee and chocolate producer, is preparing for the common market and EEC 1992. At the time of the case, the company is still organized toward independent, local country markets, and believes it must move toward a more global organization structure. The case covers actions taken to date and plans for the future. HBS Number: 9-489-106 Geographic Setting: Europe Industry Setting: confectionery Company Size: large Event Year Start: 1987 Event Year End: 1989 Subjects: Europe; Food; Organizational change; Organizational structure Academic Discipline: Human resources management
Case Author(s): Rod E. White; Andreas Schotter Publication Date: 1/9/2007 Revision Date: 12/11/2007 Product Type: Case Ivey ID: 9B06M084 Geographic Setting: Asia Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: International management; Organizational design; Organizational structure Major Disciplines: General Management; International Product Description: Over the past two years, ING Insurance Asia/Pacific had successfully implemented a new organizational and operational framework called Towards Performance Excellence (TPE), which was developed with inputs from functional heads, senior management and staff at the business unit level. TPE detailed and organized everything ING Asia/Pacific needed to execute its strategy effectively. TPE divided ING’s business processes into six core categories: portfolio, marketing, organizational, operational, reputation and financial. Each category included aspects of execution known as “drivers,” which required managers to identify specific objectives and key performance indicators (KPIs) for each driver or sub-driver. The case includes many original exhibits and is ideally taught as the follow up case of the ING Insurance Asia/Pacific, Ivey product #9B06M083 or as a standalone case, which illustrates a real example of regional versus local organizational management.
Case Author(s): Rod E. White; Andreas Schotter Publication Date: 1/9/2007 Revision Date: 12/11/2007 Product Type: Case Ivey ID: 9B06M084 Geographic Setting: Asia Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: International management; Organizational design; Organizational structure Major Disciplines: General Management; International Product Description: Over the past two years, ING Insurance Asia/Pacific had successfully implemented a new organizational and operational framework called Towards Performance Excellence (TPE), which was developed with inputs from functional heads, senior management and staff at the business unit level. TPE detailed and organized everything ING Asia/Pacific needed to execute its strategy effectively. TPE divided ING’s business processes into six core categories: portfolio, marketing, organizational, operational, reputation and financial. Each category included aspects of execution known as “drivers,” which required managers to identify specific objectives and key performance indicators (KPIs) for each driver or sub-driver. The case includes many original exhibits and is ideally taught as the follow up case of the ING Insurance Asia/Pacific, Ivey product #9B06M083 or as a standalone case, which illustrates a real example of regional versus local organizational management.
Case Author(s): Wisternoff MH; Mimick RH Description: A small business owner must make a decision about moving to a new, larger location after a year of poor results. The business’s strategy was to be a low cost retailer with exceptional service. As demand increased over the last few years, the storewas becoming increasingly crowded and technicians were often working in very constricted areas. The value created in inbound and outbound logistics was significantly being strained. Could a new location solve the organization‘s resource problems orwould it create new ones? Ivey Number: 9A83K039 Publication Date: 1/1/83 Revision Date: 5/29/2003 Geographic Setting: Canada Industry Setting: Furniture, Home and Equipment Stores Company Size: Small organization Event Year Start: 1983 Subjects: Return on Investment; Cash Flow; Relevant Costs; Strategic Planning Level of Difficulty: Introductory/Undergraduate
Case Channon, D — Imperial College London Distributor: ecch (www.ecch.com) Reference: 596-028-1 Language: English Category: Marketing Data source: Field research Product Year: 1996 Geo location: UK Industry: Banking Size: Large Timing: 1995 Topics: Retail banking; Customer relations; Bank reorganisation; Service quality Abstract: The case deals with the operation of a bank in reorganising its personal financial service operation. It describes the position of an actual customer and what happened when the bank reorganised its mode of operation. It poses the question of a manager when asked to deal with an extremely irate customer in the light of the bank’s attempt at improved service quality.
Case Author(s): Frey, Sherwood C. Jr.; Packard, Donna M. Darden ID: UVA-QA-0380 Published: 4/8/1991 Revised: 3/1/1994 Copyright Year: 1988 Subject Area: Quantitative Analysis Keywords: cash flow; decision analysis; diverse protagonist, asian; diverse protagonist, female; diversity case; statistics; diversity Teaching Note: UVA-QA-0380TN Abstract: Debbie Kennedy has just received word that her ideas for a product improvement of Jade Shampoo have culminated in test-market results above the break-even point, and she is anxious to move ahead with a national introduction. Her manager is concerned with the wide variation in results. Should she advocate the national introduction? Also see the B case (UVA-QA-0454)
Case Author(s): Frey, Sherwood C. Jr.; Packard, Donna M. Darden ID: UVA-QA-0380 Published: 4/8/1991 Revised: 3/1/1994 Copyright Year: 1988 Subject Area: Quantitative Analysis Keywords: cash flow; decision analysis; diverse protagonist, asian; diverse protagonist, female; diversity case; statistics; diversity Teaching Note: UVA-QA-0380TN Abstract: Debbie Kennedy has just received word that her ideas for a product improvement of Jade Shampoo have culminated in test-market results above the break-even point, and she is anxious to move ahead with a national introduction. Her manager is concerned with the wide variation in results. Should she advocate the national introduction? Also see the B case (UVA-QA-0454)
Case Author(s): Frey, Sherwood C. Jr.; Packard, Donna M. Darden ID: UVA-QA-0454 Published: 3/30/1994 Copyright Year: 1994 Subject Area: Quantitative Analysis Keywords: diverse protagonist; Asian; Diverse protagonist; Female; Diversity case; Statistics; Test marketing; Diiversity Teaching Note: UVA-QA-0380TN Abstract: The B case presents the market-research department’s hypothesis-test analysis, which rejects the introduction of the new dispenser cap. This conclusion is contrary to Debbie Kennedy‘s intuition and to a decision analysis based on the information in the A case (UVA-QA-0380). How should Kennedy respond?
Case Author(s): Kevin Au; Barbara Li Publication Date: 7/17/2008 Revision Date: 7/28/2008 Product Type: Case (Field) Teaching Note: 8B08M52 Ivey ID: 9B08M052 Geographic Setting: Hong Kong; China Industry Setting: Apparel and Accessory Stores Size: Medium Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Managing Growth; Entrepreneurial Business Growth; New Venture; Venture Capital Major Disciplines: Entrepreneurship; General Management; International
Case Author(s): Kuemmerle, Walter; Ellis, Chad Publication Date: 02/16/1999 Revision Date: 03/30/2004 Product Type: Case (Field) Product Description: Describes the second attempt at entry of JAFCO, a large Japanese venture capital firm, into the U.S. venture capital market. The U.S. subsidiary, JAFCO America Ventures, is in the midst of a challenging turnaround. Going forward, the U.S. subsidiary’s leadership needs to make a number of important decisions regarding investment focus, deal flow generation, compensation, and cooperation with the Japanese parent company. Teaching Purpose: Introduction to venture capital operations, strategy and focus of venture capital firms, and managing global private equity firms. HBS Number: 9-899-099 Geographic Setting: United States, JapanIndustry Setting: venture capitalNumber of Employees: 14Gross Revenues: $200 million revenues Event Year Start: 1997Event Year End: 1997 Subjects: Entrepreneurial finance; Foreign investment; Incentives; International entrprnl finance; International finance; International operations; Japan; Venture capital Academic Discipline: Entrepreneurship Supplementary Materials: Case Video, (9-802-805), 3 min, by Walter Kuemmerle; Teaching Note, (5-899-305), 26p, by Walter Kuemmerle
Teaching Note For use with 9-899-099 HBS Number: 5-899-305 Subjects: Entrepreneurial finance; Foreign investment; Incentives; International entrprnl finance; International finance; International operations; Japan; Venture capital
Case Author(s): Stahl, Günter K.; Chua, Chei Hwee Abstract: Mark Chan worked for a British multinational in Singapore and was posted on an international assignment to its corporate headquarters in London. He performed well at his job and enjoyed a successful international career. When he and his wife decided to return home, he was unable to find a position that was requisite with his experience and skills back at the company’s Singapore subsidiary. The case ends with Mark Chan wondering what he should do. Pedagogical Objectives: The main teaching objectives are to illustrate the impact of an international assignment on career advancement and professional development, the career-related dilemmas faced by expatriate managers and the difficulties awaiting them upon return from an overseas assignment. Family re-adjustment problems are also highlighted. Students must reflect on the factors that contributed to re-entry problems, and explore approaches to improve international career management and repatriation practices.
Case Author(s): Luehrman, Timothy A.; Schiano, William T. Publication Date: 10/05/1989 Revision Date: 05/18/1990 Product Type: Case (Field) Product Description: A vehicle for analyzing the exposure of operating cash flows to exchange rate changes. Considers the value of Jaguar plc at the time of its privatization and share offering in 1984. Jaguar is a major exporter from the United Kingdom and the United States is therefore exposed to changes in the dollar/sterling exchange rate. Students are asked to estimate the value of the company as a function of expected future exchange rates. Students may also be asked whether and how Jaguar’s exposure should be hedged. HBS Number: 9-290-005 Geographic Setting: United Kingdom Industry Setting: automobile Company Size: large Gross Revenues: $750 million sales Event Year Start: 1984 Event Year End: 1984 Subjects: Automobiles; Foreign exchange rates; Industry analysis; International finance; Privatization; Stock offerings; Valuation Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-290-034), 23p, by Timothy A. Luehrman
Case Author(s): Luehrman, Timothy A.; Lightfoot, Robert W Publication Date: 04/18/1991 Revision Date: 06/05/2001 Product Type: Case (Library) Product Description: Describes Jaguar’s product market problems in 1989, and its attractiveness to GM and Ford as an acquisition target. Students are asked to evaluate the suitability of GM and Ford as business partners for Jaguar, and to determine how much each should be willing to pay to acquire part or all of Jaguar. They are also asked to formulate tactics for extracting the highest possible price from each bidder. HBS Number: 9-291-034 Geographic Setting: United Kingdom Industry Setting: automobiles Company Size: large Gross Revenues: $1.6 billion revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Acquisitions; Automobiles; Foreign exchange rates; Foreign investment; International finance; Valuation Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-293-011), 16p, by Timothy A. Luehrman
Teaching Note For use with 9-290-005 HBS Number: 5-290-034 Subjects: Automobiles; Foreign exchange rates; Industry analysis; International finance; Privatization; Stock offerings; Valuation
Teaching Note For use with 9-291-034 HBS Number: 5-293-011 Subjects: Acquisitions; Automobiles; Foreign exchange rates; Foreign investment; International finance; Valuation
Case Author(s): Carraway, Robert L. Darden ID: UVA-QA-0364 Published: 4/5/1991 Revised: 2/1/1995 Copyright Year: 1988 Subject Area: Quantitative Analysis Keywords: decision analysis; forecasting; linear programming; production planning; international case; diversity case; international Teaching Note: UVA-QA-0364TN Abstract: A production planner must determine whether or not to take a contract for future delivery of a specified product at a stated price. The decision will affect the production mix in future periods. Uncertainty surrounding the future market price of the product is crucial. This case is a good introductory linear-programming case; it introduces the notion of constraint exploitation and provides practice in deciding between alternative forecasting techniques (including exponential smoothing). The case contains a decision-uncertainty structure. In the B case (UVA-QA-0391) a second constraining resource is introduced to the decision environment.
Case Author(s): Carraway, Robert L. Darden ID: UVA-QA-0364 Published: 4/5/1991 Revised: 2/1/1995 Copyright Year: 1988 Subject Area: Quantitative Analysis Keywords: decision analysis; forecasting; linear programming; production planning; international case; diversity case; international Teaching Note: UVA-QA-0364TN Abstract: A production planner must determine whether or not to take a contract for future delivery of a specified product at a stated price. The decision will affect the production mix in future periods. Uncertainty surrounding the future market price of the product is crucial. This case is a good introductory linear-programming case; it introduces the notion of constraint exploitation and provides practice in deciding between alternative forecasting techniques (including exponential smoothing). The case contains a decision-uncertainty structure. In the B case (UVA-QA-0391) a second constraining resource is introduced to the decision environment.
Case Author(s): Carraway, Robert L. Darden ID: UVA-QA-0391 Published: 4/8/1991 Revised: 2/1/1995 Copyright Year: 1989 Subject Area: Quantitative Analysis Keywords: decision analysis; forecasting; linear programming; diverse protagonist, asian; production planning; international case; diversity case; international Teaching Note: UVA-QA-0391TN Abstract: A second constraining resource is introduced to the decision environment of the A case (UVA-QA-0364), making linear programming appropriate and useful. Because there are two decision variables, the problem can be solved graphically. A set of memoranda to the decision maker in the case motivates discussion of a shadow price and its associated range.
Case Author(s): Carraway, Robert L. Darden ID: UVA-QA-0391 Published: 4/8/1991 Revised: 2/1/1995 Copyright Year: 1989 Subject Area: Quantitative Analysis Keywords: decision analysis; forecasting; linear programming; diverse protagonist, asian; production planning; international case; diversity case; international Teaching Note: UVA-QA-0391TN Abstract: A second constraining resource is introduced to the decision environment of the A case (UVA-QA-0364), making linear programming appropriate and useful. Because there are two decision variables, the problem can be solved graphically. A set of memoranda to the decision maker in the case motivates discussion of a shadow price and its associated range.
Case Jeyavelu, S; Gopinath, S Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 608-041-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2008 Geo location: Kerala, India Industry: Water and sanitation Timing: 2007 Topics: Health; Sanitation; Kerela; India; Community participation; Drinking water; The Kerala Rural Water Supply and Sanitation Authority (KRWSA); Project implementation Abstract: The case highlights the success of Jalanidhi - a project by the State Government of Kerala, funded by the World Bank to provide drinking water to its rural population. The project was so successful that it could be replicated across the country.
Case Sampson, C I — Arthur Lok Jack Graduate School of Business Distributor: ecch (www.ecch.com) Reference: 596-033-1 Language: English Category: Marketing Data source: Field research Product Year: 1996 Geo location: Jamaica Industry: Electricity Size: 2,500 workers Timing: 1985 Topics: Government regulation; Public utility; Monopoly supplier; Utility regulation; Price strategy under regulation Abstract: The case focuses on the impact of government regulation on the activities of monopoly suppliers. In the case, however, the monopolist in question - the Jamaica Public Service (JPS), monopoly supplier of electricity - is owned by the Jamaican Government. Since 1966, when the first rate board was set up within the Public Utilities Commission, the JPS had to seek government permission for increases in electricity prices. Even after the 1975 nationalisation of the company, the requirement of government approval for rate increase continued, simply shifting from the PUC whose office was abolished after nationalisation to the office of the Minister of Public Utilities. The challenge faced by JPS was how best to price its product. This marketing decision had to be made in the context of the need to generate sufficient funds for investment and the government budget, while recognising that high profits would enrage the public, put pressure on the Ministry of Public Utilities for tighter price regulation, and place pressure on the government to consider alternate forms of ownership for the electricity supply function.
Case Kaufmann, L; Tritt, C; Bleckwenn, A; Dreiling, H; Jahn, F; Jeschonowski, D Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 806-046-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: China, Germany Industry: e-Business Size: 500 employees Timing: 2006 Topics: Mobile content; Internationalisation; Asia; China; Germany; Marketing; Expansion; International; e-Business; Internet; New economy; Market entry; Entrepreneurship; Strategy; Start-up; Growth Abstract: Jamba! was founded in Germany in the year 2000, and is one of the leading global digital content companies in the mobile entertainment business. The company offers a broad range of products for mobile phones, but is mainly known for its popular ring tones. The Jamba! business model proved to be very successful in Germany and soon Jamba! began its entry into other European countries. In what Jamba! called ’digital internationalisation‘ all activities were carried out from the Berlin headquarters. Products could be exported from Germany to other European countries at very low cost, without significant lead time. In 2005, Jamba! decided to enter the Chinese market as their first market in Asia. It quickly showed that simply exporting digital products from Germany would not be successful. Now Jamba! must decide how to proceed: (1) should they change their business model or their internationalisation strategy?; (2) is China the right country for expansion, or should other Asian countries be targeted first to test the products on a smaller scale?; and (3) what are the specific risks and success factors for Jamba! in China?
Case Author(s): Austin, Robert D. Publication Date: 07/26/2001 Revision Date: 08/27/2002 Product Type: Case (Field) Product Description: Describes the efforts of a well-financed, young company attempting to transform how IT services are delivered during a period of high-tech pessimism. Jamcracker is attempting to popularize an “application service provider” (ASP) model of service delivery that will, if successful, take the industry to a new level of vertically disintegrated maturity. But it is a bold concept that they are selling to a cautious group of prospective buyers. Poses questions about how to operationalize and sell the company’s new service concept. Teaching Purpose: Introduces students to a new service delivery model and to the complexities involved in operationalzing the new model. HBS Number: 9-602-007 Geographic Setting: Cupertino, CA Industry Setting: information technology Number of Employees: 250 Event Year Start: 2001 Event Year End: 2001 Subjects: Information management; Information technology; Operations management; Outsourcing; Service management; Telecommunications Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-603-040), 14p, by Robert D. Austin
Teaching Note For use with 9-602-007 HBS Number: 5-603-040 Subjects: Information management; Information technology; Operations management; Outsourcing; Service management; Telecommunications
Case Author(s): Austin, Robert D. Publication Date: 10/16/2003 Revision Date: 04/15/2004 Product Type: Case (Field) Product Description: A medium-size company considers entering into a high-tech “over-the-Net” outsourcing arrangement that hinges on buying an integration platform from Jamcracker. Introduces students to the many options available in modern IT outsourcing and challenges them to develop a framework for deciding what to outsource and how to do it. Teaching Purpose: Prompts students to think in a knowledgeable and disciplined way about IT outsourcing. HBS Number: 9-604-052 Geographic Setting: Midwestern United States Industry Setting: information technology Company Size: mid-size Gross Revenues: $125 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Electronic commerce; Implementation; Information management; Information technology; Operations management; Outsourcing Academic Discipline: Operations management
Case A Wendy K. Smith, Richard S. TedlowThis case presents an historical overview of the professional career of James E. Burke, chairman and CEO of Johnson & Johnson. Examines the corporation’s handling of three major occurrences — the Tylenol poisonings in 1982 and 1986 and the acquisition and subsequent sale of Technicare, a maker of diagnostic imaging equipment.Source: Source: Harvard Business School. Copyright 1989. Courses: Advertising; Business Ethics; Management; Marketing Management; Organizational Behavior Topics:
Case Author(s): Tedlow, Richard S.; Smith, Wendy K. Publication Date: 04/20/1989 Revision Date: 10/20/2005 Product Type: Case (Field) Product Description: Presents an historical overview of the professional career of James E. Burke, chairman and CEO of Johnson & Johnson. Examines the corporation’s handling of three major occurrences — the Tylenol poisonings in 1982 and 1986 and the acquisition and subsequent sale of Technicare, a maker of diagnostic imaging equipment. May be used with: (9-390-030) James Burke: A Career in American Business (B). HBS Number: 9-389-177 Geographic Setting: United States Industry Setting: Health care industry; Pharmaceutical industry Company Size: Fortune 500 Event Year Start: 1949 Event Year End: 1989 Subjects: Advertising strategy; Business history; Crisis management; Ethics; Marketing strategy Academic Discipline: Business & government Supplementary Materials: Case Video, (9-890-513), 55 min, by Richard S. Tedlow; Case Video, DVD, (9-890-550), 55 min, by Richard S. Tedlow; Teaching Note, (5-390-015), 16p, by Richard S. Tedlow
Teaching Note For use with 9-389-177 HBS Number: 5-390-015 Subjects: Advertising strategy; Business history; Ethics; Management of crises; Marketing strategy; Pharmaceuticals
Case Author(s): Tedlow, Richard S.; Smith, Wendy K. Publication Date: 08/31/1989 Revision Date: 10/20/2005 Product Type: Case (Field) Product Description: Covers the history of Tylenol from the autumn of 1982 through the second tampering incident in February 1986. Also deals with other developments in the history of Johnson & Johnson, especially the acquisition and divestiture of Technicare. May be used with: (9-389-177) James Burke: A Career in American Business (A). HBS Number: 9-390-030 Geographic Setting: United States Industry Setting: Health care industry; Pharmaceutical industry Company Size: Fortune 500 Event Year Start: 1949 Event Year End: 1989 Subjects: Advertising strategy; Business history; Crisis management; Ethics; Marketing strategy Academic Discipline: Business & government Supplementary Materials: Case Video, (9-890-513), 55 min, by Richard S. Tedlow; Teaching Note, (5-390-015), 16p, by Richard S. Tedlow
Teaching Note For use with 9-390-030 HBS Number: 5-390-015 Subjects: Advertising strategy; Business history; Ethics; Management of crises; Marketing strategy; Pharmaceuticals
Case Author(s): Clawson, James G.; Anderson, Eric Darden ID: UVA-OB-0688 Published: 2/2/2000 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: leadership; Organizational behavior Teaching Note: UVA-OB-0688TN Abstract: Two young managers in a Midwestern steel tubing company that has growing international interests recommend a best qualified African-American candidate for an opening in Latin America. Their senior managers refuse the recommendation in favor of a less qualified caucasian candidate. The two managers wrestle with what to do about the situation.
Case Author(s): Clawson, James G.; Anderson, Eric Darden ID: UVA-OB-0688 Published: 2/2/2000 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: leadership; Organizational behavior Teaching Note: UVA-OB-0688TN Abstract: Two young managers in a Midwestern steel tubing company that has growing international interests recommend a best qualified African-American candidate for an opening in Latin America. Their senior managers refuse the recommendation in favor of a less qualified caucasian candidate. The two managers wrestle with what to do about the situation.
Case Author(s): Clawson, James G.; Anderson, Eric; Darden ID: UVA-OB-0689 Published: 2/2/2000 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: racial discrimination; Leadership; Organizational management Abstract: Intended to be an epilogue to the James Carroway (A) case, the B case describes subsequent events including the reversal of the decision made by the two young managers’ bossess and their subsequent behavior that sabotaged the African Amercian‘s work. Carroway soon left the company, and the two young managers criticized for going around channels, eventually also left the company.
Case Author(s): Clawson, James G.; Anderson, Eric; Darden ID: UVA-OB-0689 Published: 2/2/2000 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: racial discrimination; Leadership; Organizational management Abstract: Intended to be an epilogue to the James Carroway (A) case, the B case describes subsequent events including the reversal of the decision made by the two young managers’ bossess and their subsequent behavior that sabotaged the African Amercian‘s work. Carroway soon left the company, and the two young managers criticized for going around channels, eventually also left the company.
Case Gabarro, John J.; Burtis, Andrew Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview. A rewritten version of an earlier case. May be used with: (9-495-034) Old Colony Associates; (9-495-036) Eugene Kearney (A). HBS Number: 9-495-035 Type: Case (Field) Publication Date: 2/3/1995 Geographic Setting: United States Industry Setting: food services Company Size: small Gross Revenues: $90 million revenues Subjects: Food; Interpersonal behavior; Performance appraisal; Services Supplementary Materials: Case Video, (9-887-512), 26 min, by Bart J. Van Dissel; Case Video, (9-400-507), 20 min, by Linda A. Hill
Case Beer, Michael; Clawson, James G. Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview. To be used with Colonial Food Services and Eugene Kirby (A) and (B). HBS Number: 9-478-006 Type: Case (Field) Publication Date: 10/1/1977 Revision Date: 4/11/1983 Geographic Setting: United States Industry Setting: food services Company Size: small Gross Revenues: $35 million revenues Event Year Start: 1977 Event Year End: 1977 Subjects: Food; Interpersonal behavior; Performance appraisal; Services Supplementary Materials: Teaching Note, (5-485-009), 12p, by Michael Beer, Bert A. Spector; Case Video, (9-887-512), 26 min, by Bart J. Van Dissel
Case Author(s): Erskine JA; Sloan A Description: A policy advisor in the Ministry of Industry, working on a summer job, has received an offer from the Minister of Industry to stay in his current position for another year, and to pay for his MBA degree at the end of it. He must decide whether toaccept this offer, or leave as planned to continue his studies. He must consider whether short-term financial gain outweighs long-term career objectives. Ivey Number: 9B03C030 Publication Date: 8/6/2003 Geographic Setting: Canada Industry Setting: Executive, Legislative & General Gov. Company Size: Large organization Event Year Start: 2003 Subjects: Career Planning; Career Development; Interpersonal Relations; Relationship Management Level of Difficulty: Undergraduate/MBA
Case Lecraw DJ The manager for Asia of James Hardie, a major Australian company in the building products industry, must decide whether to recommend a proposed $50 million investment in the Philippines. If James Hardie is to make the investment and grow thecompany, should it do so as a joint venture with Jardine, James Hardie’s Hong Kong-based distributor in the Philippines, go it alone, or form a joint venture with a Philippine company? This is a major investment for James Hardie and marks thebeginning of its new growth initiative into Asia after a period of consolidation. If the project goes ahead, James Hardie‘s Asia headquarters would be moved from Kuala Lumpur to Manila. Industry: Stone, Clay, Glass and Concrete Products Issues: Joint Ventures, Market Analysis Location: Philippines/Australia Size: Large organization Year of event: 1995 Level: Undergraduate/MBA Revised: 22/02/2000 Ivey #: 9A97G011
Case Author(s): Gulati, Ranjay; Marshall, Lucia Publication Date: 08/14/2009 Product Type: Case (Field) HBS Number: 410007 Geographic Setting: Illinois; United States Industry Setting: Real estate Number of Employees: 19,300 Gross Revenues: $2.01 billion Event Year Start: 2006 Event Year End: 2006 Subjects: Execution; Global business; Organizational development; Strategy Academic Discipline: Organizational behavior & leadership Product Description: Peter Roberts, CEO of Jones, Lang, LaSalle (JLL) Americas division, has been charged with expanding the company’s presence in its core geographic markets while simultaneously growing its corporate account business. Roberts and his task force have narrowed their options to two proposals. The first is an enhancement of the account management model put in place in 2001 where independent service units co-existed with an account management group. The second is a realignment of the firm‘s operations around geography and key accounts. By examining the tradeoffs required by each option, the case illustrates the tensions involved in structuring an organization around product, geography, and key customers. It also explores the importance of aligning strategic choices with organizational architecture.
Case Author(s): Newell, Terry; Cross, Tom; Rice, Peter; Darden ID: UVA-OB-0968 Published: 2/3/2009 Copyright Year: 2009 Subject Area: Organizational Behavior and Human Resources Keywords: Leadership; Organizational behavior Abstract: On April 8, 1787, James Madison wrote to Governor Edmund Randolph of Virginia: “My Dear Friend, I am glad to find that you are turning your thoughts towards the business of May next.” Madison was referring to the Federal Convention scheduled to begin the next month in Philadelphia to revise the Articles of Confederation. Madison’s project was for an entirely new form of government — although the upcoming gathering had made clear its aim of merely improving the existing government under the Articles of Confederation. This case explores the extraordinary leadership of James Madison who had few sterotypical qualities of a leader.
Case Author(s): Newell, Terry; Cross, Tom; Rice, Peter; Darden ID: UVA-OB-0969 Published: 2/3/2009 Copyright Year: 2009 Subject Area: Organizational Behavior and Human Resources Keywords: Leadership; Organizational behavior Abstract: On May 30, 1787, the second day of the Convention held in the Pennsylvania State House, six states voted “aye” and one ‘’nay’‘ to the proposal to establish ``a national Government ... consisting of a supreme Legislative, Executive and Judiciary.'' In that moment, delegates who had gathered merely to revise the Articles of Confederation agreed to abolish it. In that moment, James Madison earned the title of Father of the Constitution, although he had not even introduced the proposal.
Case Author(s): Ranson, Alexandra; Newton, Derek A.; Spekman, Robert E. Darden ID: UVA-M-0419 Published: 10/13/1993 Revised: 3/11/2008 Copyright Year: 1993 Subject Area: Marketing Keywords: Sales; Force; Management; Teaching Note: UVA-M-0419TN Abstract: A medical supplies sales representative discusses how to identify potential managers and what he considers to be an organization’s responsibility for developing its people. This interview offers students an intimate view of how an outstanding salesman thinks and feels about himself, his job, his company, and what motivates him.
Case Author(s): Ranson, Alexandra; Newton, Derek A.; Spekman, Robert E. Darden ID: UVA-M-0419 Published: 10/13/1993 Revised: 3/11/2008 Copyright Year: 1993 Subject Area: Marketing Keywords: Sales; Force; Management; Teaching Note: UVA-M-0419TN Abstract: A medical supplies sales representative discusses how to identify potential managers and what he considers to be an organization’s responsibility for developing its people. This interview offers students an intimate view of how an outstanding salesman thinks and feels about himself, his job, his company, and what motivates him.
Case Rothstein M An extremely successful consultant is having difficulty balancing his career and family needs. He is mid-career in a demanding job requiring increasing amounts of time and commitment. The pressures to produce from his boss and clients are becomingmore difficult to manage and his family life is suffering. Ivey Number: 9A95C025 Publication Date: 8/12/1995 Geographic Setting: Canada/USA Industry Setting: Business Services Company Size: Small organization Event Year Start: 1995 Subjects: Career Development, Family-Work Interaction, Consulting, Organizational Behaviour Functional Area: Human Resource Management
Case Rothstein M A former consultant explains the reasons for his decision to leave a successful position in a prominent consulting company. As a result of stress on his family and personal life, and a growing dissatisfaction with certain aspects of his job (seeJames Reed, case number 9A95C025), he describes how he came to a decision to make a significant career transition. The role of self-assessment and the analysis of fit with potential opportunities is described as it pertains to this decision. Ivey Number: 9A98C018 Publication Date: 26/02/1999 Geographic Setting: Canada Industry Setting: Business Services Company Size: Medium organization Event Year Start: 1998 Subjects: Career Development, Family-Work Interaction, Career Planning, Consulting Functional Area: Human Resource Management
Case Author(s): Reiling, Henry B. Publication Date: 03/22/1984 Revision Date: 10/04/2005 Product Type: Case (Library) Product Description: The U.S. Supreme Court reconsiders two basically inconsistent prior Supreme Court decisions, overrules one and states that illegally acquired income must be reported. HBS Number: 9-284-073 Industry Setting: Government & regulatory Subjects: Taxation; Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-288-052), 3p, by Henry B. Reiling
Teaching Note For use with 9-584-017 HBS Number: 5-584-058 Subjects: Consumer goods; Distribution channels; Sales agents; Sales management; Sales organization
Case Author(s): Marshall, Paul W.; Thedinga, Todd Publication Date: 12/19/2003 Revision Date: 02/27/2006 Product Type: Case (Field) Product Description: On March 27, 2000, Jamie Dimon was hired as CEO to turn around Bank One. Describes the issues he faces, as he prepares to present an action plan to the board. May be used with: (9-804-108) Jamie Dimon and Bank One (B). HBS Number: 9-804-107 Geographic Setting: United States Industry Setting: Commercial banking Number of Employees: 83,000 Event Year Start: 2000 Event Year End: 2000 Subjects: Action planning; Banking; Change management; Corporate governance; Entrepreneurial management; Teams Academic Discipline: Entrepreneurship
Case Author(s): Marshall, Paul W.; Thedinga, Todd Publication Date: 12/19/2003 Revision Date: 02/27/2006 Product Type: Case (Field) Product Description: To distribute only after discussion of HBS case 9-804-107. Describes the decisions made by Jamie Dimon as the new CEO in July 2000 and summarizes the progress of his turnaround over the next three years. May be used with: (9-804-107) Jamie Dimon and Bank One (A). HBS Number: 9-804-108 Geographic Setting: United States Industry Setting: Commercial banking Number of Employees: 83,000 Event Year Start: 2000 Event Year End: 2000 Subjects: Action planning; Banking; Change management; Corporate governance; Entrepreneurial management; Teams Academic Discipline: Entrepreneurship
Case Author(s): Jones, Geoffrey G.; Herman, Kerry; Kothandaraman, PK Publication Date: 08/25/2006 Revision Date: 07/09/2009 Product Type: Case (Library) HBS Number: 807028 Geographic Setting: Asia; India Event Year Start: 1500 Event Year End: 1948 Subjects: Business history; Entrepreneurs; Politics; Racial discrimination Academic Discipline: Entrepreneurship Product Description: Describes the role of a leading Indian business leader in the campaign for independence before 1947 and his close relationship with the legendary Mahatma Gandhi. Provides the opportunity to consider the impact of colonialism on shaping Indian entrepreneurship and the role of the small Marwari group, originally from the Marwar region of Rajasthan, in creating many of India’s leading business houses, including the Bajaj. The Bajaj, like other Marwari, were traders who after World War I transitioned into manufacturing, including sugar manufacturing and steel rolling.
Case Author(s): Jones, Geoffrey G.; Herman, Kerry; Kothandaraman, PK Publication Date: 08/25/2006 Revision Date: 10/12/2007 Product Type: Case (Library) HBS Number: 9-807-028 Geographic Setting: Asia; India Event Year Start: 1500 Event Year End: 1948 Subjects: Business history; Entrepreneurs; Politics; Racial discrimination Academic Discipline: Entrepreneurship Product Description: Describes the role of a leading Indian business leader in the campaign for independence before 1947 and his close relationship with the legendary Mahatma Gandhi. Provides the opportunity to consider the impact of colonialism on shaping Indian entrepreneurship and the role of the small Marwari group, originally from the Marwar region of Rajasthan, in creating many of India’s leading business houses, including the Bajaj. The Bajaj, like other Marwari, were traders who after World War I transitioned into manufacturing, including sugar manufacturing and steel rolling.
Case Sean M. Hennessey; Roberta M. MacDonald Jan and Dave Bailey are at a critical stage in the process of deciding whether to establish an aquaculture operation, a mussel farm, in Newfoundland, Canada. Jan and Dave left the province many years earlier but recently returned and are investigating business opportunities. Mussel farming has a long history in the region, and aquaculture seems to be the way of the future- a renewable resource grown in pristine surroundings with little effect on the environment. Is mussel farming a viable business opportunity, or does the nature of the business and the disorgainzed state of the industry in Newfoundland make the venture too risky? The case presents Jan and Dave at the point of a major decision. Dave seems to be captivated by the idea; Jan sees the potential but also the evry real risks. They must develop a business plan for a mussel farming operation to determine whether they should invest their savings in the venture. It is late January 1996. To be in operation for the 1996 season, their big decision must be made by mid-March. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 4 Subjects: New Venture Analysis, Comprehensive Business Planning, Finance/Marketing/Operations Management, Integrated Functional Management, Aquaculture Industry
Case Author(s): Bartlett, Christopher A.; Elderkin, Kento Publication Date: 05/19/1992 Revision Date: 06/08/1993 Product Type: Case (Library) Product Description: Describes Jan Carlzon’s actions on assuming the CEO‘s responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating strategic mission to become “the world's best businessman's airline.” After a spectacular turnaround, organizational problems re-emerge, and the case concludes with Carlzon wondering if his ‘’second wave'' can provide the same impetus that he gained on his first wave. Highlights the power of a clear and well-communicated strategic mission (strategic intent), but also explores problems and limits that can arise. Specifically, focuses on the common problem of motivating middle managers who often feel disenfranchised by front line empowerment. HBS Number: 9-392-149 Geographic Setting: Sweden/Global Industry Setting: airline Company Size: large Number of Employees: 20,000 Gross Revenues: $4 billion sales Event Year Start: 1980 Event Year End: 1990 Subjects: Airlines; Business policy; Human resources management; Leadership; Scandinavia; Strategy formulation; Strategy implementation Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Library), (9-392-150), 3p, by Christopher A. Bartlett, Kenton W. Elderkin, Barbara Feinberg
Case Author(s): Bartlett, Christopher A.; Elderkin, Kento Publication Date: 05/18/1992 Revision Date: 05/12/1993 Product Type: Supplement (Library) Product Description: Summarizes Carlzon’s new focus externally on building alliances and acquiring travel service companies. Describes the financial problems resulting from the recession and the Gulf War crisis. Designed as an in-class handout to highlight the long-term management commitment required to realign and inspire an organization to a new strategic mission. Allows a more balanced appraisal of Carlzon‘s leadership abilities and limitations. Must be used with: (9-392-149) Jan Carlzon: CEO at SAS (A). HBS Number: 9-392-150 Subjects: Airlines; Business policy; Human resources management; Leadership; Scandinavia; Strategy formulation; Strategy implementation Academic Discipline: Organizational behavior & leadership
Case Knoop, Carin-Isabel; St. George, Anthony Jan Eriksson is the country manager of the Novartis AG joint venture in Indonesia. At the time of the case, Novartis is the world’s largest pharmaceutical company. The case describes the steps Eriksson took to merge the Indonesian operations of Novartis‘ parents, Ciba-Geigy and Sandoz, and to build a new organization during the 1997-98 Asian financial crisis. Focuses on the impact of the financial crisis on Eriksson's business and details the two operating plans that he has presented to Novartis management in response to the crisis. The case is set in January/February 1998. Teaching Purpose: Students are asked to assess Eriksson's performance as a country manager before and after the crisis. They are asked to evaluate Eriksson's two plans, and to propose viable alternatives for the joint venture's two main businesses, raw materials and pharmaceuticals. HBS Number: 9-898-219 Type: Case (Field) Publication Date: 4/16/98 Revision Date: 9/14/98 Geographic Setting: Global Industry Setting: pharmaceutical Number of Employees: 87,000 Gross Revenues: $21.58 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Asia; Country analysis; Devaluation; Managers; Mergers; Pharmaceuticals industry Supplementary Materials: Case Video, (9-898-503), 7 min, by Carin-Isabel Knoop; Teaching Note, (5-899-055), 17p, by Carin-Isabel Knoop, Anthony St. George; Case Video, (9-899-509), 7 min, by Christopher A. Bartlett, Carin-Isabel Knoop
Case Knoop, Carin-Isabel; St. George, Anthony Jan Eriksson is the country manager of the Indonesian joint venture of Basel-based Novartis (Novartis Indonesia), the world’s largest pharmaceutical company, formed by the 1996 merger between Sandoz and Ciba-Geigy. The case describes the actions he has taken since assuming his post in May 1996. He was in the middle of merging the Indonesian operations of Sandoz and Ciba-Geigy when the financial crisis struck Indonesia. He has prepared two plans to deal with the crisis. In January 1996, headquarters had still not approved Erickssons‘ plans and he needs to decide how to proceed. HBS Number: 9-899-040 Type: Case (Field) Publication Date: 7/29/98 Revision Date: 10/30/98 Geographic Setting: Global Industry Setting: pharmaceutical Number of Employees: 87,000 Gross Revenues: $21.58 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Asia; Country analysis; Devaluation; Managers; Mergers; Pharmaceuticals industry Supplementary Materials: Case Video, (9-898-503), 7 min, by Carin-Isabel Knoop; Teaching Note, (5-899-055), 17p, by Carin-Isabel Knoop, Anthony St. George
Case Uyterhoeven, Hugo E.R.; Jones, Thomas O. Jana Florentine is a recent MBA graduate of the Harvard Business School. The case, through reproduced correspondence, documents her early experience as a general manager in the women’s fashion industry. Raises issues related to career planning, managerial readiness, and general management challenges to the new general manager. Teaching Purpose: Provides an opportunity to discuss general management issues in a setting closer to the typical student‘s likely career environment. HBS Number: 9-395-114 Type: Case (Field) Publication Date: 11/16/94 Revision Date: 4/27/98 Geographic Setting: United States Industry Setting: women's fashion Event Year Start: 1994 Event Year End: 1994 Subjects: Business policy; Careers & career planning; Clothing; Managerial skills Supplementary Materials: Supplement (Field), (9-395-115), 2p, by Hugo E.R. Uyterhoeven, Thomas O. Jones; Supplement (Field), (9-398-118), 1p, by Hugo E.R. Uyterhoeven; Supplement (Field), (9-398-115), 1p, by Hugo E.R. Uyterhoeven
Case Sharp DJ; Billou N The administrative assistant at the Edmonton, Alberta branch of Vandelay Securities was faced with a dilemma. Her superior had requested a purchase of shares in a firm whose securities were restricted to residents of Alberta for one of her clientswho resided in British Columbia. On the purchase request form, the client’s province of residence was listed as Alberta, and a post office box address was given. This transaction was the latest in a series that made her feel uncomfortable. The primary teaching objective of this case is to explore when and how one should blow the whistle. The individual‘s responsibility to herself, the firm, the clients and other stakeholders in exposing the unethical acts of a colleague is presentedfor debate. Secondary ethical issues include insider trading, high-pressure sales tactics, conflict of interest, and misrepresentation to a regulator. Ivey Number: 9A98N037 Publication Date: 16/09/1999 Geographic Setting: Canada Industry Setting: Security and Commodity Brokers, Dealers Company Size: Medium organization Event Year Start: 1997 Subjects: Ethical Issues Functional Area: Finance
Case Author(s): Landel, Robert D.; Weiss, Elliott N. Darden ID: UVA-OM-1209 Published: 11/7/2005 Copyright Year: 2005 Subject Area: Operations Management Keywords: six sigma; Quality management; Quality improvement; Process analysis Abstract: Jane McCrea, a 25-year veteran of nursing management with a history of nursing-leadership roles and significant work experience, was eager to apply her newly acquired knowledge of the Six Sigma improvement methodology to the Emergency Department (ED) Wait Time project at Academic Medical Hospital (AMH). The ED Wait Time project was one of the first Six Sigma improvement projects undertaken at AMH, which were being led by Black Belts like McCrea. In this short case, the student must develop some proposed action plans regarding the project. This case should be used with the three-case series “Six Sigma at Academic Medical Hospital” (UVA-OM-1058, UVA-OM-1078, and UVA-OM-1079).
Case Foerster SR An investment adviser for National Securities Inc. was meeting with a new client. Since the client had not been an active investor in equities, she had many questions for the advisor, particularly related to the notion of market efficiency. Inaddition, she wanted to understand the importance of different investment styles, such as growth versus value. This case is the second in a series of three cases that focus on a variety of investment decisions. (See also 9A98N029 and 9A98N031.) Ivey Number: 9A98N030 Publication Date: 29/01/1999 Revision Date: 25/04/2000 Industry Setting: Security and Commodity Brokers, Dealers Subjects: Investments, Investment Analysis, Portfolio Management, Investment Funds Functional Area: Finance
Case Foerster SR An investment adviser for National Securities Inc. was meeting again with a new client. He was recommending a number of stocks for consideration as part of her investment portfolio. The client wanted to understand what the expected return and risk implications were related to investing in some of the recommended stocks. This case allows students to examine return and risk measures for both individual securities as well as portfolios. Sharpe and Treynor performance measures are also examined.This case is the third in a series of three cases that focus on a variety of investment decisions. (See also 9A98N029 and 9A98N030.) Ivey Number: 9A98N031 Publication Date: 29/01/1999 Revision Date: 25/04/2000 Industry Setting: Security and Commodity Brokers, Dealers Subjects: Investments, Investment Analysis, Portfolio Management, Investment Funds Functional Area: Finance
Case Author(s): Stephen R. Foerster Publication Date: 1/29/1999 Revision Date: 10/10/2006 Product Type: Case Ivey ID: 9A98N029 Geographic Setting: Canada Industry Setting: Security and Commodity Brokers, Dealers Size: Large Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Investments; Investment Analysis; Portfolio Management; Investment Funds Major Disciplines: Finance Product Description: An investment adviser for National Securities Inc. had just met with a potential new client. His task was to help the client develop an investment policy statement and to provide advice regarding an initial asset allocation consistent with the investment policy statement. This case allows students to assess an individual’s investment objectives and constraints and to determine how these factors impact on the appropriate investment mix. This is the first in a series of three cases that focus on a variety of investment decisions. (See also 9A98N030 and 9A98N031.)
Supplement Author(s): David Loree; Ken Mark Ivey ID: 9B02C054 Publication Date: 11/29/2002 Product Type: Supplement Teaching Note: 8B02C54 Geographic Setting: Canada Industry Setting: Transportation Equipment Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Employee Termination; Human Resources Management Major Disciplines: Human Resource Management Product Description: As part of a corporate restructuring plan, the head of salaried personnel at American Car must reduce salaried personnel by 560 people. She is force to use age and seniority as the only two criteria for employee reductions. This supplement to American Car: Salaried Headcount Reduction, product 9B02C053, allows class discussion around appropriate employee evaluation methods.
Case Hassan, S Z; Sarfraz, K Publisher: Lahore University of Management Sciences (CRC) Distributor: ecch (www.ecch.com) Reference: 18-427-2004-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2004 Geo location: Pakistan Industry: Print and on-line media Size: Largest publishing group of Pakistan Timing: 2002 Topics: E-commerce; Print and on-line media; Management information systems; Newspapers; Information technology; Business administration; Developing countries Abstract: This case provides an opportunity to understand various issues and challenges involved in developing and expanding an on-line business. It captures the motivation, process, technical and business decisions, and related results obtained by Jang Group in starting Jang Online.
Case Author(s): Gandz J Description: A 40-year-old mother of three children is considering a job change. She must decide whether she should take a high-paying, challenging job with a consulting firm, which also involves a move to another city and trying to maintain a ‘long-distance’marriage, or stay in a less-challenging, lower-paying job with limited prospects for advancement. She must consider the issues of ’person-job‘ fit as well as practical issues involving women in management, dual career families, and human resourcepractices and policies. This case is intended to be used in tandem with case 9A89C023, "Jack Jerome", which presents the same situation from a male's perspective. Ivey Number: 9A89C022 Publication Date: 1/1/1989 Revision Date: 12/11/2003 Geographic Setting: Canada Industry Setting: Banking Event Year Start: 1984 Subjects: Organizational Behaviour; Human Resources Management; Career Planning; Women Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management
Case Rajagopalan, R — T.A. Pai Management Institute Chandrasekharan, S G — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 107-010-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2007 Geo location: India Industry: Banking Topics: Janseva bank; Private sector bank; New generation banks; ATMs (automated teller machines); Corporate strategy; Computer network; Interactive kiosks; Technology and networking Abstract: This abstract is currently unavailable.
Article Nukazawa, Kazuo The economic strength and leadership of the United States rests on its ability to assimilate foreign products, people, and ideas. Japan’s resistance to outside influence is a source of cultural isolation and international economic conflict. But Japan is taking steps to increase domestic demand, introduce market forces into Japanese agriculture, end protectionism, and increase its role in international bodies and assistance efforts. And while the American economy is healthy, competitive, and dynamic, the United States preaches, litigates, acts unilaterally, gives advice it would never take, and undermines excellent institutions like the International Trade Commission. Despite sporadic bickering and annoyance, an integrated world community will grow from the openhearted give-and-take of Japan-U.S. relations. HBS Number: 88310 Type: Harvard Business Review Article Publication Date: 5/1/1988 Subjects: Economic policy; International business; International marketing; International trade
Case Author(s): Scott, Bruce R. Publication Date: 10/19/1993 Revision Date: 01/19/1994 Product Type: Supplement (Library) Product Description: In an economy marked by severe inflation, a balance of payments problem, and large investment needs for modernization, the Minister of Finance has been asked to design a remedial program that cannot include borrowing abroad. He does so, and the case describes the outcome of the policies in the early 1880’s. Discussion is expected to focus mainly on the long-term institutional spin-offs from these policies, and on the appropriateness of these institutions to the needs of a developing country. HBS Number: 9-394-066 Subjects: Balance of payments; Banking; Financial planning; Inflation; Japan; Monetary policy Academic Discipline: Business & government
Case Scott, Bruce R.; Sproat, Audrey T. Data on Japan’s unparalleled economic growth in the post-war era: How was it achieved and what future risks might be foreseen in 1971? May be used with: (9-798-083) Japan: "Free, Fair, and Global?". HBS Number: 9-378-106 Type: Case (Library) Publication Date: 10/1/1977 Revision Date: 4/1/1998 Geographic Setting: Japan Gross Revenues: Y79 billion GNP Event Year Start: 1952 Event Year End: 1971 Subjects: Country analysis; Economic development; Fiscal policy; Government & business; Industrial development; Japan; Monetary policy Supplementary Materials: Teaching Note, (5-799-140), 7p, by Bruce R. Scott
Teaching Note For use with 9-378-106 HBS Number: 5-799-140 Subjects: Business government relations; Country analysis; Economic development; Fiscal policy; Industrial development; Japan; Monetary policy
Case Author(s): Lodge, George C.; Bell, Marie Publication Date: 04/18/1995 Product Type: Supplement (Library) Product Description: Provides an update to Japan Confronts an Interdependent World. Must be used with: (9-793-034) Japan Confronts an Interdependent World. HBS Number: 9-795-125 Subjects: Business government relations; Country analysis; Japan Academic Discipline: Business & government
Case Author(s): Kira, Dennis; Farhoomand, Ali F.; Hoosain, Publication Date: 01/01/2000 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Highlights the development of Japan Airlines (JAL) and the company’s efforts to address its financial problems through restructuring. Also discusses how the changing business landscape through e-commerce has impacted the airline industry, and discusses the advent of e-ticketing as a means of cutting costs, a source of competitive advantage, and as a facilitator for further innovation towards new channels of distribution. As these rapid changes were taking place throughout the industry, JAL appeared to react passively to the adoption of the e-commerce and customer service innovations that other players were incorporating. HBS Number: HKU109 Geographic Setting: JapanIndustry Setting: airline Event Year Start: 1999Event Year End: 1999 Subjects: Airlines; Electronic commerce; Japan; Strategic alliances Academic Discipline: Competitive strategy
Case Author(s): Isenberg, Daniel J. Publication Date: 04/19/2005 Revision Date: 11/09/2007 Product Type: Case (Field) HBS Number: 9-805-119 Geographic Setting: Japan Industry Setting: Wireless carriers Number of Employees: 150 Gross Revenues: $50 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Entrepreneurship; Academic Discipline: Competitive strategy Product Description: In 2001, Seiji Frank Sanda is facing his worst crisis since founding Japan Communications Inc. (JCI) in 1996. His planned IPO was stopped, leaving JCI with a large organization and strong revenues, but losses and a dwindling balance sheet. He is seriously considering severe personnel cuts, however, layoffs in Japan may cause severe damage to his reputation and make it difficult to hire people in the future. Furthermore, JCI is facing decisions regarding implementation of its business strategy, wondering if now is the time to diversify its service offerings.
Case Author(s): Isenberg, Daniel J. Publication Date: 04/19/2005 Revision Date: 11/09/2007 Product Type: Case (Field) HBS Number: 9-805-119 Geographic Setting: Japan Industry Setting: Wireless carriers Number of Employees: 150 Gross Revenues: $50 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Entrepreneurship; Academic Discipline: Competitive strategy Product Description: In 2001, Seiji Frank Sanda is facing his worst crisis since founding Japan Communications Inc. (JCI) in 1996. His planned IPO was stopped, leaving JCI with a large organization and strong revenues, but losses and a dwindling balance sheet. He is seriously considering severe personnel cuts, however, layoffs in Japan may cause severe damage to his reputation and make it difficult to hire people in the future. Furthermore, JCI is facing decisions regarding implementation of its business strategy, wondering if now is the time to diversify its service offerings.
Case Lodge, George C.; Nagase, Toshio Traces the evolution of Japan’s economic strategy from 1972 to 1992. Describes the collapse of the Japanese stock market in the spring of 1992, raising the question: Is this the end of Japan‘s miraculous growth? To help students consider that question, the case describes Japan's industrial and technology policy and reviews key economic events during the period, such as the Nixon shock, the oil shock, the Plaza accords and endaka (rising yen value), increasing U.S. debt, the U.S. recession, and the declining value of the dollar. Written from the point of view of a Japanese government policymaker. HBS Number: 9-793-034 Type: Case (Library) Publication Date: 9/9/1992 Revision Date: 3/18/1998 Geographic Setting: Japan Event Year Start: 1972 Event Year End: 1992 Subjects: Country analysis; Government & business; Japan Supplementary Materials: Supplement (Library), (9-795-125), 4p, by George C. Lodge, Marie Bell; Supplement (Library), (9-797-144), 6p, by Richard H.K. Vietor, Eilene Zimmerman; Teaching Note, (5-793-107), 9p, by George C. Lodge
Case Author(s): Lodge, George C. Publication Date: 08/31/1993 Product Type: Supplement (Library) Product Description: Provides an update. HBS Number: 9-794-032 Subjects: Business government relations; Country analysis; Japan Academic Discipline: Business & government
Case Author(s): Vietor, Richard H.K.; Zimmerman, Eilene Publication Date: 05/14/1997 Revision Date: 01/14/2000 Product Type: Supplement (Library) Product Description: Provides an update. Designed as a class handout. Must be used with: (9-793-034) Japan Confronts an Interdependent World. HBS Number: 9-797-144 Subjects: Business government relations; Country analysis; Japan Academic Discipline: Business & government
Case F. John Mathis, Darian Narayana, Paul Keat This case deals with the use of forfaiting in international trade to improve a company?s liquidity position and reduce its exposure to payment risk. Japan Glass Company is a large company that supplies products globally, including many developing countries. The company is facing a serious liquidity problem that has been caused largely by a slowing of its accounts receivable collections, specifically from developing countries. The CFO of the company is considering the use of forfaiting as a means of mitigating this risk and improving cash flow for the company. Thunderbird Number: A06-01-0009 Type: Case Publication Date: Geographic Setting: Japan Industry Setting: Manufacturing of architectural glass products Subjects: Finance; international trade
Teaching Note For use with 9-796-030 HBS Number: 5-798-050 Subjects: Automotive supplies; Business government relations; Exports; Foreign exchange rates; Foreign investment; International trade
Article Stalk, George, Jr.; Webber, Alan M. Time-based competition, which yielded competitive advantage in the mid-1980s, revealed its dark side for many Japanese companies in the early 1990s. In industry after industry, a strategy that was supposed to produce variety ended up producing commodities. Pushing to get a greater number of products out faster, Japanese companies created a plethora of models yet stayed in the same place competitively. Today at least one strong competitor in every Japanese industry is leveraging a powerful combination of time-based competition and customer service. The success of these companies provides at least one crucial managerial lesson: strategy, to be meaningful, must link customer needs with employee capabilities and skills. HBS Number: 93409 Type: Harvard Business Review Article Publication Date: 7/1/93 Subjects: Competition; Customer service; Innovation; Japan; Product development; Product lines
Case Author(s): Spar, Debora; Kou, Julia; Stein, Elizabeth B. Publication Date: 01/19/1996 Revision Date: 02/18/1998 Product Type: Case (Library) HBS Number: 9-796-030 Geographic Setting: Japan; United States Industry Setting: Automotive industry Event Year Start: 1985 Event Year End: 1995 Subjects: Business government relations; Exports; Foreign exchange rates; Foreign investment; International trade Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-798-050), 26p, by Debora Spar Product Description: In April 1995, the Japanese yen hit a post-World War II high against the U.S. dollar. The yen’s relentless ascent affected firms on both sides of the Pacific, but fell particularly hard on Japan‘s big four automakers. This case explores how endaka — or “high yen” — changes the competitive environment for the automakers and how they respond to the change. Examines how macroeconomic and political shifts can dramatically affect the competitive position of firms operating in a global economy. Also describes how firms can reshape their strategies to compete even in starkly different domestic environments.
Case Dace, R — University of Portsmouth Distributor: ecch (www.ecch.com) Reference: 589-015-1 Language: English Category: Marketing Data source: Published sources Product Year: 1989 Geo location: International Industry: Electronics Topics: Competition; Distribution; Industrial marketing; International marketing; Logistics; Market entry; Market positioning; Market research; Market share; Marketing strategy; Multinationals; New products; Product research and development; Strategic planning; P Abstract: The case looks at the use of distribution strategy in competition and shows that market dominance can result from this rather than a superior product. The case also creates a platform for discussion into how to conduct research on distribution.
Case Vietor, Richard H.K.; Lynagh, Stephen In April 1998, Prime Minister Hashimoto faced serious problems, both with his program of six systemic reforms and with his fiscal policy. Japan had been in effective recession for six years, unable to retain the miracle-growth achieved in earlier decades. Hashimoto has proposed to reform social security, fiscal policy, administration, regulation, education, and especially the financial system. But institutional rigidities—the bureaucracy, labor policies, corporate governance, and the aging population among others--has made change exceedingly difficult. May be used with: (9-378-106) Japan (D1): A Strategy for Economic Growth. HBS Number: 9-798-083 Type: Case (Field) Publication Date: 5/1/1998 Revision Date: 1/22/1999 Geographic Setting: Japan Subjects: Asia; Fiscal policy; Japan; Macroeconomics; Recessions; Regulation Supplementary Materials: Teaching Note, (5-799-006), 8p, by Richard H.K. Vietor
Case Author(s): Vietor, Richard H.K.; Evans, Rebecca Publication Date: 07/18/2001 Revision Date: 06/02/2005 Product Type: Case (Field) Product Description: By the summer of 2001, Japan’s economy had been generally stagnant for nearly 10 years — since the collapse of the bubble economy in 1990-91. The development strategy that drove the nation during earlier decades was fulfilled, and by 1989 Japan‘s GDP per capita exceeded that of the United States. Facing another downturn, Prime Minister Koizumi seemed ready politically to undertake real change. A rewritten version of an earlier case. HBS Number: 9-702-004 Geographic Setting: Japan Number of Employees: 127,000,000 Gross Revenues: $4.7 trillion revenues Subjects: Competition; Country analysis; Globalization; Japan; Macroeconomics Academic Discipline: Business & government Supplementary Materials: Supplement (Field), (9-704-044), 4p, by Richard H.K. Vietor, Emily J. Thompson; Teaching Note, (5-702-003), 10p, by Richard H.K. Vietor
Case Author(s): Vietor, Richard H.K.; Thompson, Emily J. Publication Date: 04/29/2004 Revision Date: 05/31/2005 Product Type: Supplement (Field) Product Description: Supplements the case Japan: Beyond the Bubble. Must be used with: (9-702-004) Japan: Beyond the Bubble. HBS Number: 9-704-044 Subjects: Competition; Country analysis; Globalization; Japan; Macroeconomics Academic Discipline: Business & government
Case Author(s): Vietor, Richard H.K. Publication Date: 07/22/2005 Revision Date: 12/06/2006 Product Type: Case (Field) HBS Number: 9-706-004 Geographic Setting: Japan Subjects: Banking; Demographics; Economic conditions; Economic growth; Health care; Pension funds; Retirees; Social security Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-706-020), 8p, by Richard H.K. Vietor Product Description: By 2005, Japan’s debt had risen to 163% of GDP. For more than a decade, the government had run huge deficits, trying unsuccessfully to stimulate economic growth. Interest rates, meanwhile, had been zero for years. But with slow growth and banks in crisis, nothing had worked very well until some recovery in 2004. Now, the government is trying to repair its fiscal damage in the face of continuing slow growth and huge pension and health care obligations to a population that is aging fast. Hezio Takenaka, the minister for economy and postal privatization, faces a imposing agenda — to restart the economy while lowering the deficits and reforming social security.
Case Author(s): Wells, Louis T., Jr. Publication Date: 10/17/2001 Revision Date: 05/25/2006 Product Type: Case (Library) Product Description: Japan experienced rapid growth in the 1950s and 1960s while following a set of policies that differ from current policies in fashion. Although some observers believe that Japanese growth occurred in spite of the policies rather than because of them, several countries have looked to Japan’s approach during this period as a way to accelerate their own growth. This case provides data on performance and describes the important institutions, policies, and control tools that were used in Japan. A rewritten version of two earlier cases. HBS Number: 9-702-014 Geographic Setting: Japan Event Year Start: 1952 Event Year End: 1971 Subjects: Balance of payments; Country analysis; Exports; Imports; Inflation Academic Discipline: Business & government
Case Author(s): Robert F. Bruner Description: By early 2002, Japan had shattered most impressions formed about the country’s business economy over the preceding three decades. Why had Japan reversed course so dramatically? What was causing its current malaise? And what factors would dictate Japan‘s possible recovery? This note addresses these and related questions as the foundation for an exercise in country analysis. The case was designed to exercise student judgment regarding the current and prospective investment climates of a national economy. The assigned task for the student ideally would be to assess historical and current trends in Japan, and to recommend whether an international funds manager should weight investment in Japanese equities more than, less than, or about equally to the weights of Japan in any of the major global equity indexes. Subjects: business and government relations; country analysis Darden ID: F-1387 Teaching Note: N/A
Case Author(s): Enright, Michael J. Publication Date: 05/02/1991 Revision Date: 04/02/2007 Product Type: Case (Library) HBS Number: 9-391-209 Geographic Setting: Japan Industry Setting: Facsimile machine Gross Revenues: $6 billion revenues Event Year Start: 1980 Event Year End: 1980 Subjects: Competition; Industry analysis; International business Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-794-045), 23p, by Michael J. Enright Product Description: Japanese firms dominate the facsimile machine industry, accounting for more than 90% of worldwide sales. This case explores the reasons for this dominance. May be used with: (HKU075) The Japanese Facsimile Industry in 1998.
Case Author(s): Clawson, James G.; DePalo, Maki Darden ID: UVA-OB-0627 Published: 4/1/1997 Copyright Year: 1997 Subject Area: Organizational Behavior and Human Resources Keywords: career management; community relations; international business; leadership; cross-cultural issues; work/family; diverse protagonist; nationality; culture; diversity issues Teaching Note: UVA-OB-0627TN Abstract: While mayor of Izumo, Japan, Tetsundo Iwakuni, a former investment banker for Merrill Lynch, was voted the most popular mayor in Japan. Having lived abroad (in England, France, and the United States) as an investment banker, Iwakuni had left his corporate career to pursue public service. After a productive term as mayor of Izumo, he ran unsuccessfully for mayor of Tokyo. This case describes his personal life and career and ends with his election to the Japanese Diet (Parliament) from a Tokyo district. The case provides students with an opportunity to explore leadership style, career-management issues, and international management principles from a Japanese point of view.
Case Author(s): Clawson, James G.; DePalo, Maki Darden ID: UVA-OB-0627 Published: 4/1/1997 Copyright Year: 1997 Subject Area: Organizational Behavior and Human Resources Keywords: career management; community relations; international business; leadership; cross-cultural issues; work/family; diverse protagonist; nationality; culture; diversity issues Teaching Note: UVA-OB-0627TN Abstract: While mayor of Izumo, Japan, Tetsundo Iwakuni, a former investment banker for Merrill Lynch, was voted the most popular mayor in Japan. Having lived abroad (in England, France, and the United States) as an investment banker, Iwakuni had left his corporate career to pursue public service. After a productive term as mayor of Izumo, he ran unsuccessfully for mayor of Tokyo. This case describes his personal life and career and ends with his election to the Japanese Diet (Parliament) from a Tokyo district. The case provides students with an opportunity to explore leadership style, career-management issues, and international management principles from a Japanese point of view.
Case Author(s): Eaker, Mark R. Darden ID: UVA-F-1070 Published: 10/3/1994 Copyright Year: 1994 Subject Area: Finance Keywords: capital markets; investment analysis Teaching Note: UVA-F-1070TN Abstract: This case involves the analysis of a complex financial instrument: the structured note is a Japanese yen/ LIBOR indexed security. The case can be used in courses on capital markets, international finance, and options.
Case Author(s): Eaker, Mark R. Darden ID: UVA-F-1070 Published: 10/3/1994 Copyright Year: 1994 Subject Area: Finance Keywords: capital markets; investment analysis Teaching Note: UVA-F-1070TN Abstract: This case involves the analysis of a complex financial instrument: the structured note is a Japanese yen/ LIBOR indexed security. The case can be used in courses on capital markets, international finance, and options.
Case Geringer JM; Miller J The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in southwestern Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. After the venture has beenin operation for nearly two years, this case describes the perspective of the newly-appointed American general manager. The case addresses the strategic and operational issues which may arise in a cross-cultural venture, particularly (a) how theventure will be managed (traditional Japanese, North American or combination thereof), (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainlyfrom Japan, with a few Canadian managers) and (c) how to overcome the cultural conflicts which are likely to occur as a result of these issues. A follow-up case (9A92G005) is also available. Ivey Number: 9A92G004 Publication Date: 9/7/1992 Revision Date: 6/5/2002 Geographic Setting: USA/Japan Industry Setting: Transportation Equipment Company Size: Medium organization Subjects: Joint Ventures, International Business, Intercultural Relations, Business Policy Functional Area: General Management
Case Geringer JM; Miller J; Makino S The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. In operation for nearly two years, thiscase describes the perspective of the Japanese president of JASI. The case addresses the strategic and operational issues which may arise in a cross-cultural venture, particularly: (a) how the venture will be managed (i.e. traditional Japanesemanner, North American manner, or some combination thereof), (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainly from Japan, with a fewCanadian managers), and (c) how to overcome the cultural conflicts which are likely to occur as a result of these issues. Ivey Number: 9A92G005 Publication Date: 9/7/1992 Revision Date: 9/5/2002 Geographic Setting: USA/Japan Industry Setting: Transportation Equipment Company Size: Medium organization Event Year Start: 1991 Subjects: Joint Ventures, International Business, Intercultural Relations, Business Policy Functional Area: General Management
Case Geringer JM; Makino S The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in Ontario which was formed by Japanese and U.S. automotive parts companies. After two years in operation, this case describes the perspective of the Japanesepresident of JASI. The case addresses strategic and operational issues which may arise in a cross-cultural venture, particularly: (a) the issue of how the venture will be managed (i.e. in a traditional Japanese manner, a North American manner, orsome combination thereof); (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainly from Japan, with a few Canadian managers), and (c) how toovercome the cultural conflicts which are likely to occur as a result of these issues. This case must be used with the Japanese-American Seating Inc. (A) case 9A92G004. It is an abridged version of the (B) case 9A92G005, containing less backgroundinformation on the company and the joint venture. Ivey Number: 9A92G006 Publication Date: 9/7/1992 Revision Date: 30/07/1999 Geographic Setting: USA/Japan Industry Setting: Transportation Equipment Company Size: Medium organization Event Year Start: 1991 Subjects: Joint Ventures, International Business, Intercultural Relations, Business Policy Functional Area: General Management
Article Son, Masayoshi; Webber, Alan M. Masayoshi Son, the founder, president, and CEO of SOFTBANK is a good example of a new Japanese-style entrepreneurship that is emerging. Originally a software distribution business, today SOFTBANK has six divisions in different businesses, all related to the personal computer. SOFTBANK also has five wholly owned subsidiaries and participates in five joint ventures. HBS Number: 92109 Type: Harvard Business Review Article Publication Date: 1/1/1992 Subjects: Communications equipment; Entrepreneurship; Interviews; Japan; Leadership; Software
Article Author(s): Bierck, Richard Publication Date: 06/01/1999 Product Type: Harvard Management Communication Letter Article Product Description: In this first installment of what has become the Business Babble series, writer Richard Bierck explores the business world’s overuse of the word "paradigm." HBS Number: C9906D Subjects: Communication; Management communication Academic Discipline: Organizational behavior & leadership
Article Author(s): Bierck, Richard Publication Date: 08/01/1999 Product Type: Harvard Management Communication Letter Article Product Description: In this installment of what has become the Business Babble series, writer Richard Bierck explores the business world’s overuse of the word "synergy." HBS Number: C9908D Subjects: Communication; Management communication Academic Discipline: Organizational behavior & leadership
Case Poorvu, William J.; Vogel, John H., Jr. Jason Bosworth is a real estate investor who is looking to purchase apartments for a $300 million limited partnership in which he is the general partner. This case is part of a negotiation game simulation that includes Sunshine Villas, Silver Lane Apartments, and Major Insurance Co. Teaching Purpose: This simulation enables students to analyze a couple of real estate properties in depth and participate in a large scale real estate transaction. They learn first hand about the process of buying, selling, and financing real estate and about negotiation. HBS Number: 9-396-328 Type: Case (Gen Exp) Publication Date: 4/1/1996 Revision Date: 3/31/1997 Geographic Setting: California, Dallas, Texas Industry Setting: real estate Event Year Start: 1995 Event Year End: 1995 Subjects: Long term financing; Negotiations; Real estate
Case Sharp DJ; Billou N The senior vice-president and managing director at a branch of National Securities has to decide what to do about a series of seemingly irregular transactions by a vice-president, one of the top producers at the branch. When questioned regardingthese transactions, the vice-president, at first calmly and then angrily, made assurances that they were completed in the best interest of the clients and were handled in his usual professional manner.The primary objective of this case is to introduce students to several common ethical dilemmas in the securities industry. Discretionary trading and duty of care are topics that can be explored and debated. Ivey Number: 9A98N036 Publication Date: 16/09/1999 Geographic Setting: Canada Industry Setting: Security and Commodity Brokers, Dealers Company Size: Large organization Event Year Start: 1991 Subjects: Ethical Issues Functional Area: Finance
Case Rafii, F; Schnitger, M Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: 399-023-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1999 Version Date: 5 May 1997 Geo location: Palo Alto, California Industry: Computer Size: US$10 billion, 27,000 employees Timing: 1990-1996 Topics: Opportunity assessment and development; Technological development; Software development; Internet; Entrepreneurship; Business Strategy; Computer industry Abstract: This case gives a detailed account of the development and introduction of what eventually became known as the JAVA programming language at Sun Microsystems over the 7-year period 1990 to 1996. Started initially as the brainchild of a few restless employees, this effort went through several reincarnations (and a near-death experience!) to emerge as a force that may not only transform Sun Microsystems itself, but indeed, the entire computer industry. By describing the individuals who played a key role in this saga and the organisational processes, policies, and values that influenced JAVA’s evolution, the case allows a detailed examination of how Sun Microsystems encourages technological innovation and new business development. One key lesson is that breakthrough innovations often do not pay in the way originally anticipated. This indicates that organisations have to balance the need to remain focused on business opportunities against the need to remain flexible to allow innovative ideas to take root.
Case Author(s): DiStefano JJ; Green P Description: The manager of a personnel office must investigate a senior management dispute in an international subsidiary and make recommendations to the president. If the dispute is not resolved promptly, several resignations of key personnel are likely tooccur. Ivey Number: 9A86C052 Publication Date: 1/1/86 Revision Date: 6/16/2003 Geographic Setting: Japan Industry Setting: Chemicals and Allied Products Event Year Start: 1985 Subjects: Intercultural Relations; International Business; Subsidiaries Level of Difficulty: Undergraduate/MBA
Case Phopale, A — Aegis School of Business Distributor: ecch (www.ecch.com) Reference: 207-054-1 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2007 Geo location: Navi Mumbai, Bombay, India Industry: Seaport logistics Size: Second largest port in India in terms of container TEUs (twenty-foot equivalent units) Timing: 31 October 2007 Topics: Developing world; India; Indian sea transport; Indian overseas transport and public private partnership Abstract: This case discusses an important event in Indian sea logistics. So far, privatisation has not seen much encouragement in the seaports in India. Along with the Government of India (GOI) trust, Jawaharlal Nehru Port Trust (JNPT) has been a success story of public private partnership (PPP) in overseas transport since 1999 when the Nhava Sheva International Container Terminal (NSICT) and Gateway Terminal India Ltd (GTIL) started operating. From January 2007, came the addition of a joint venture of AP Moller-Maersk A/S and the Container Corporation of India Ltd (CONCOR), when private players were allowed under the 30 year Build-Operate-Transfer (BOT) scheme by the amendments of the 1994 and 1996 Private Sector Participation (PSP) and the Ministry of Surface Transport (MoST) laws respectively.
Case Author(s): McCraw, Thomas K. Publication Date: 06/11/1991 Revision Date: 05/09/1995 Product Type: Case (Library) Product Description: Concerns the role of Jay Gould in causing the creation of large regional rail systems after the Civil War in the United States. In class it will be used to show the inevitability of consolidation in that industry. HBS Number: 9-391-260 Geographic Setting: United StatesIndustry Setting: railroads Subjects: Business conditions; Business history; Business policy; Corporate strategy; Industry structure; Organization; Railroads Academic Discipline: Business & government
Case Author(s): Parent M; Sperry T Publication Date: 10/13/2004 Industry: Non-Profit Organizations Abstract: Jay Nielson has done charity work in India with Akka International for a number of years. After a recent trip, the president of Akka proposed that Nielson enter into a joint venture with Akka to provide information technology outsourcing services toAmerican companies. Akka was willing to provide $100,000 in seed money to fund the venture. Nielson must decide if he wants to undertake this challenge and what it would take to make this work. This also poses an ethical dilemma for him. Shouldhe risk losing the much-needed funds in the hope of bettering a number of lives, or request the seed money be used to provide direct services to the most needy? Ivey Number: 9B04E027 Geographic Location: India Company Size: Small organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Outsourcing; New Venture; Non-Profit Organization; International Business
Case Amangbo, C — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 507-063-1 Language: English Category: Marketing Data source: Field research Product Year: 2005 Geo location: Nigeria, West Africa Industry: Pharmaceutical Timing: 2002-2005 Topics: Entrepreneurial marketing; Retail marketing; Growth and expansion strategies; Retail expansion Abstract: JayKay Pharmacy Limited began business operations as a community pharmacy in 1984 and later expanded to include the production of liquid pharmaceutical products sold through its outlets as well as through independent wholesalers and retailers. Jimi Agbaje is at a crossroads about how to organise his various businesses in order to achieve growth without losing out on the synergies to be gained from being part of the same organisation. In addition to the retail and production unit, Jaykay Pharmacy Limited is also integrated with the wholesale and distribution of the products of other multinational pharmaceutical companies. This case gives a detailed account of the early beginnings and growth of the business, highlighting the challenges of growth and expansion. The case gives the instructor an opportunity to teach retail marketing as well as expansion and growth strategies. It aims to demonstrate the marketing principles of retail marketing and the main issues to consider when growing or expanding a business.
Case Author(s): Bertoneche, Marc L.; Jacque, Laurent; Sauvage, Agnes; Woolman, Jennifer; Hynes, Ken Publication Date: 04/23/2004 Revision Date: 12/07/2004 Product Type: Case (Field) Product Description: Jazztel — an upstart Spanish telecom -- is considering an IPO on the NASDAQ (rather than the Madrid Bolsa) for funding its ambitious capital expenditure program estimated at $750 million over the next 10 years. The alternative would be another round of high-yield debt. Following the liberalization of the Spanish telecom market on December 1, 1998, Jazztel became the first alternative service provider to challenge Telefonica (recently privatized, state-owned telecom) by providing a full range of high-quality, tailor-made, integrated voice, data, and Internet services at attractive prices. As a money-losing company with just three kilometers of its own network operational and a voracious need for capital going forward, Jazztel’s management team wonders how investors would value the company. Teaching Purpose: To look at long-term financing options, IPOs, and valuation. HBS Number: 9-204-047 Geographic Setting: Madrid, SpainIndustry Setting: telecommunications Subjects: Financial strategy; Financing; IPO; Spain; Telecommunications; Valuation Academic Discipline: Finance
Case Author(s): Bell, David E.; Ross, Catherine Publication Date: 12/12/2008 Product Type: Case (Field) HBS Number: 509021 Geographic Setting: Brazil; Colorado Industry Setting: Agribusiness; Beef industry; Meat industries Gross Revenues: $22 billion Event Year Start: 2008 Event Year End: 2008 Academic Discipline: Marketing Product Description: Brazilian meat packer JBS surprised many in the U.S. beef industry when it acquired Swift & Co. — a company more than five times its size — in 2007, then moved to acquire the U.S.’s fourth and fifth largest beef producers in 2008. The new JBS Swift slashed costs and restructured, turning around a quarterly loss of $99 million to a gain of $140 million within 6 months. JBS aimed to position itself to supply beef markets around the world, but it faced a perfect storm of rising feed and fuel prices, a global credit crisis and industry analysts skeptical about the company‘s debt load.
Case Author(s): Wells, John; Stachowiak, Monika; Dessain, Vincent Publication Date: 02/10/2005 Revision Date: 06/15/2006 Product Type: Case (Field) Product Description: Describes how JCDecaux, the second largest global outdoor advertising company, became the world leader in street furniture advertising in a fast consolidating business environment. Also explains why, in the late 1990s, JCDecaux diversified its activities into billboards and transport outdoor advertising in reaction to competitor attacks. Places students in the position of Jean-Francois Decaux and his brother Jean-Charles Decaux, the sons of the founder and JC Decaux’s co-CEOs who, in late 2004, explore ways to continue the success of the 73% family-owned business. HBS Number: 9-705-458 Geographic Setting: France Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: 1.544 million euros revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Advertising; Business models; Corporate culture; Corporate strategy; Family owned businesses; Market analysis; Public relations; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy
Case Author(s): Pfeifer, Phillip E. Darden ID: UVA-QA-0724 Published: 7/31/2008 Copyright Year: 2008 Subject Area: Quantitative Analysis Keywords: Optimization; Linear Programming Teaching Note: UVA-QA-0724TN Abstract: A pilot/manager in a large corporate aviation department must formulate a fueling plan for an upcoming four-leg trip. Considerations for the fueling plan include different fuel prices at each airport (fuel is much cheaper if bought at home) and ramp fees levied at destination airports if fuel purchases fail to meet specified minimums. Other considerations include aircraft weight limits for takeoffs and landings (with fuel being a large component of aircraft weight), fuel tank capacity, and a company policy specifying a minimum amount of fuel required at each landing.
Case Williamson, T — Manchester Metropolitan University Distributor: ecch (www.ecch.com) Reference: 199-001-1 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 1999 Geo location: England Industry: Commercial painting and contracting Size: u8 million turnover, 180 employees Timing: 1992-1995 Topics: Financial management; Corporate strategy; Financial statement analysis; Corporate credit appraisal; Banking; Medium-sized firm Abstract: This is the first of a two-case series (199-001-1 and 199-002-1). This case examines the circumstances surrounding a serious downturn in the trading performance of a medium-sized family owned, painting and contracting business. Cash flow problems and a breakdown in trust between the company and its bankers threaten its future. The task is to evaluate the financial position of the company to assess the likelihood of the bank being willing to provide sufficient funds to enable its survival. The objectives of this case are to: (1) develop awareness of the nature of a business engaged in contracting activity and of the implications that impact on its financial performance and reporting thereof; (2) introduce and exercise tools and concepts of financial statement analysis (including financial ratios analysis, working capital and cash-flow statement appraisal); (3) introduce and exercise tools and concepts of corporate credit appraisal (including the 5-C’s of credit appraisal and security evaluation); and (4) provoke thought about the financial and non-financial factors that impact upon the quality of a bank-client relationship. This case was written with the support of a //www.ecch.com/scholarships target=_blank>Philip Law Scholarship awarded by ecch.
Case Williamson, T — Manchester Metropolitan University Distributor: ecch (www.ecch.com) Reference: 199-002-1 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 1999 Geo location: England Industry: Commercial painting and contracting Size: u8 million turnover, 180 employees Timing: 1992-1995 Topics: Financial management; Corporate strategy; Financial statement analysis; Corporate credit appraisal; Banking; Medium-sized firm; Business ethics Abstract: This is the second of a two-case series (199-001-1 and 199-002-1).This case describes the events over a six-month period to June 1995 following an emergency meeting at which a deterioration in the trading and financial position of the company has been addressed. The Board of Directors face the prospect of the company being placed in receivership unless they can restore bank confidence in their ability to halt the firm’s decline. Further setbacks arise. Two reports are commissioned to investigate the firms‘ prospects of survival, but conflicting opinions are received. The task for the Board is to decide upon an action plan to safeguard the company's future. Can it survive, or is receivership inevitable? The teaching objectives of this case are to: (1) present an opportunity for students to consider alternative courses of action to secure the company's future; (2) explain the differences between a Company Voluntary Arrangement (CVA) and receivership; (3) provide an insight into the motivation of bankers in preferring receivership to a CVA; (4) provoke debate about professional ethics; (5) raise awareness of bank society evaluations in a receivership situation; and (6) encourage students to consider reasons for the company's failure. This case was written with the support of a //www.ecch.com/scholarships target=_blank>Philip Law Source: ecch
Case White RW JDS Uniphase Corporation (JDS) was formed by the merger of equals, Uniphase with the Canadian optical components manufacturer JDS Fitel. JDS was an optoelectronics company that manufactured laser subsystems and equipment for fibre-optictelecommunications, signal processing and laser-based semiconductor wafer inspection and analysis. Optoelectronics is a technology that extends the performance characteristics of conventional electronic equipment through the use of photons. Thecompany’s chips were used in communications to increase the carrying capacity of optical fibres and was considered to be an internet play. Six months after its pubic offering of equity, JDS‘ closing share price represented a five-fold gain.Information for the pricing of equity options and motivation for hedging is provided. Ivey Number: 9B00N005 Publication Date: 1/5/2000 Revision Date: 24/05/2000 Geographic Setting: USA Industry Setting: Electric & Electronic Equipment Supplies Company Size: Large organization Event Year Start: 2000 Subjects: Hedging, Finance Functional Area: Finance
Case Author(s): Roberts, Laura Morgan; Kanji, Ayesha Publication Date: 11/03/2005 Revision Date: 12/12/2006 Product Type: Case (Field) HBS Number: 9-406-068 Geographic Setting: Boston, MA Industry Setting: Health care industry Number of Employees: 2,700 Event Year Start: 1997 Event Year End: 2004 Subjects: Change management; Collaboration; Hospitals; Leadership; Nonprofits; Organizational behavior; Organizational change; Power & influence; Women executives Academic Discipline: Organizational behavior & leadership Product Description: Jeanette Clough, the CEO of Mt. Auburn Hospital, successfully leads a turnaround for the struggling local hospital. When she assumed leadership of Mt. Auburn in 1998, the hospital had recently suffered a $10 million loss. During her first six months, several members of the senior leadership team quit. Clough successfully led this change effort through a transparent, collaborative approach that focused first and foremost on patient care. She was skilled at building trust and credibility with key constituents: the trustees, medical staff, and employees. After the first year, they reduced the losses to $5 million. In 2000, the hospital broke even. In 2004, the hospital earned a $7 million profit. The hospital is currently in the midst of a capital campaign to update the facilities and expand. Community groups are resisting the hospital expansion in Cambridge, posing a new set of challenges. Clough must also be clear about the strategic positioning of the hospital —: a mixture of a community and teaching hospital. How can Mt. Auburn maintain this unique positioning without attempting to expand beyond its reach in competing with the other Boston-based teaching hospitals?
Case Hill, Linda A.; Doughty, Kristin C. Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, "learning the ropes" before he moves on. Th HBS Number: 9-499-041 Type: Case (Field) Publication Date: 11/18/1998 Revision Date: 12/4/1998 Geographic Setting: Boston, MA Industry Setting: office supplies Number of Employees: 30,000 Gross Revenues: $5 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women Supplementary Materials: Supplement (Field), (9-499-042), 4p, by Linda A. Hill, Kristin C. Doughty; Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-054), 2p, by Linda A. Hill, Kristin C. Doughty
Case Author(s): Hill, Linda A.; Suesse, Jennifer M. Publication Date: 03/23/2000 Revision Date: 07/24/2000 Product Type: Case (Field) HBS Number: 9-400-065 Geographic Setting: Boston, MA Industry Setting: office supplies Number of Employees: 30,000 Gross Revenues: $5 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-499-042), 4p, by Linda A. Hill, Kristin C. Doughty; Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-054), 2p, by Linda A. Hill, Kristin C. Doughty Product Description: Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, “learning the ropes” before he moves on. This case is set nine months after she begins working with the marketing department. At this time, Staples has just emerged from a period of prolonged litigation around an FTC antitrust suit challenging Staples’ attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces “taking charge” and managing change in a revitalization situation in which a more evolutionary approach is appropriate. Teaching Purpose: To illustrate the challenges of managing change in a revitalization (as opposed to turnaround) situation in Source: Harvard
Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 11/18/1998 Revision Date: 06/27/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-499-041) Jeanne Lewis at Staples, Inc. (A); (9-400-065) Jeanne Lewis at Staples, Inc. (A) (Abridged). HBS Number: 9-499-042 Geographic Setting:Industry Setting: Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty
Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 03/29/2000 Revision Date: 06/27/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-499-041) Jeanne Lewis at Staples, Inc. (A); (9-400-065) Jeanne Lewis at Staples, Inc. (A) (Abridged). HBS Number: 9-400-054 Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty
Case Author(s): El-Hage, Nabil N. Publication Date: 02/06/2004 Product Type: Case (Field) Product Description: After the company’s IPO is withdrawn, the company enters a period of severe financial distress. The consultants recommend that the company be liquidated. The CEO must convince the board, the lenders, and the landlords that the company can and should be saved. Teaching Purpose: To look at how to restructure the debt and equity of a small company. HBS Number: 9-204-111 Geographic Setting: United StatesIndustry Setting: family entertainmentCompany Size: smallNumber of Employees: 1,500Gross Revenues: $35 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Debt management; Financial management; IPO; Restructuring; Small business Academic Discipline: Finance
Case Author(s): Parry, Mark E. Darden ID: UVA-M-0603 Published: 6/22/1999 Copyright Year: 1999 Subject Area: Marketing Keywords: positioning, internet retailing, line extension, Teaching Note: UVA-M-0603TN Abstract: Students evaluate the consistency and liability of Amazon.com founder Jeff Bezos’s marketing strategy. Bezos founded Amazon.com as an Internet retailer of books, and by 1999, the site also sold CDs, videos, used books, and gifts and operated an auction service.
Case Author(s): Parry, Mark E. Darden ID: UVA-M-0603 Published: 6/22/1999 Copyright Year: 1999 Subject Area: Marketing Keywords: positioning, internet retailing, line extension, Teaching Note: UVA-M-0603TN Abstract: Students evaluate the consistency and liability of Amazon.com founder Jeff Bezos’s marketing strategy. Bezos founded Amazon.com as an Internet retailer of books, and by 1999, the site also sold CDs, videos, used books, and gifts and operated an auction service.
Case Author(s): Glinska, Gosia; Hess, Edward D.; Darden ID: UVA-G-0622 Published: 4/7/2009 Copyright Year: 2009 Subject Area: General Keywords: Organic growth; Continuing growth, Abstract: The Delta Companies (Delta), essentially a sales organization, was forced to morph quickly into a full-fledged healthcare staffing and recruiting business headed by a CEO who was a former baseball coach with no business background. But he knew enough to invest heavily in technology and to continuously look for ways to improve financial information flow to take advantage of Delta’s stellar growth that was fueled by a doctor shortage. Part of the company‘s success was attributed to its culture, which was driven by its employees. By 2008, Delta had moved up 589 spots on the Inc. 5000 list of America's Fastest-Growing Companies. Despite his company's continuing growth, the CEO did not intend to rest on his laurels.
Case Author(s): Sathe, Vijay V.; Dredge, C. Paul Publication Date: 02/01/1984 Revision Date: 07/30/2007 Product Type: Case (Field) HBS Number: 9-484-066 Geographic Setting: United States Industry Setting: Manufacturing industries Company Size: large Event Year Start: 1978 Event Year End: 1980 Subjects: Change management; Corporate culture; Human resources management; Manufacturing; Operations management Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-484-067), 13p, by Vijay V. Sathe, C. Paul Dredge Product Description: Jeff Bradley made significant contributions by working well with the prevailing culture in one assignment, and influencing needed change in another — all from a relatively unfavorable position. Series (A-D) presents a rewritten version of an earlier single case by the same author.
Case Author(s): Sathe, Vijay V.; Dredge, C. Paul Publication Date: 02/02/1984 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-484-067 Subjects: Change management; Corporate culture; Human resources management; Manufacturing; Operations management Academic Discipline: Human resources management Product Description: Jeff Bradley made significant contributions by working well with the prevailing culture in one assignment, and influencing needed change in another — all from a relatively unfavorable position. Series (A-D) presents a rewritten version of an earlier single case by the same author. Must be used with: (9-484-066) Jeff Bradley (A).
Case Author(s): Higgs, Robert D.; Snook, John L. Darden ID: UVA-NP-0062 Published: 4/15/1991 Copyright Year: 1986 Subject Area: Nonprofit Organizations Keywords: business and society, community relations, customer relations, diversity in the workplace, nonprofit organizations, resource allocation, diversity case, social responsibility Teaching Note: UVA-NP-0062TN Abstract: The Jefferson Area Board for Aging (JABA) serves thousands of elderly persons in a six-county area. Its clients have diverse needs and diverse resources, and JABA deals with all of them. This case and the other two cases in this series (NP-0063 and NP-0064) discuss the various issues facing the nonprofit organization.
Case Author(s): Higgs, Robert D.; Snook, John L. Darden ID: UVA-NP-0062 Published: 4/15/1991 Copyright Year: 1986 Subject Area: Nonprofit Organizations Keywords: business and society, community relations, customer relations, diversity in the workplace, nonprofit organizations, resource allocation, diversity case, social responsibility Teaching Note: UVA-NP-0062TN Abstract: The Jefferson Area Board for Aging (JABA) serves thousands of elderly persons in a six-county area. Its clients have diverse needs and diverse resources, and JABA deals with all of them. This case and the other two cases in this series (NP-0063 and NP-0064) discuss the various issues facing the nonprofit organization.
Case Author(s): Higgs, Robert D.; Snook, John L. Darden ID: UVA-NP-0063 Published: 4/15/1991 Copyright Year: 1986 Subject Area: Accounting and Control Keywords: business and society, community relations, customer relations, diversity in the workplace, nonprofit organizations, resource allocation, diversity case, social responsibility Teaching Note: UVA-NP-0062TN Abstract: The Jefferson Area Board for Aging (JABA) serves thousands of elderly persons in a six-county area. Its clients have diverse needs and diverse resources, and JABA deals with all of them. This case and the other two cases in this series (NP-0062 and NP-0064) discuss the various issues facing the nonprofit organization.
Case Author(s): Higgs, Robert D.; Snook, John L. Darden ID: UVA-NP-0063 Published: 4/15/1991 Copyright Year: 1986 Subject Area: Accounting and Control Keywords: business and society, community relations, customer relations, diversity in the workplace, nonprofit organizations, resource allocation, diversity case, social responsibility Teaching Note: UVA-NP-0062TN Abstract: The Jefferson Area Board for Aging (JABA) serves thousands of elderly persons in a six-county area. Its clients have diverse needs and diverse resources, and JABA deals with all of them. This case and the other two cases in this series (NP-0062 and NP-0064) discuss the various issues facing the nonprofit organization.
Case Lew G. Brown; Michael Cook; Joseph M. Bryan In early 1993, a new management team has taken over Jefferson-Pilot Corporation, a well-established life insurance company with a sound financial position and $1.12 billion in revenue. However, life insurance premium income has been relatively flat for the past five years. The new team has instructions from the board of directors to increase the company’s growth rate and improve earnings. The company has traditonally used a career sales force. The problem is that growth using a career force is slow and expensive. Using an independent sales force offers the opportunity for faster growth but risks upsetting the established culture. A consultant‘s report presents detailed information that students can use in their analyses. Two appendices present information on the life insurance industry and Jefferson-Pilot's background. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3 Subjects: Sales Force Strategy, Sales Force Structure, Sales Force Management, Service Marketing
Case Ibarra, Herminia; Suesse, Jennifer M. Jeffrey Smith and David Johnson have apparently irreconcilable differences over their firm’s strategy, which have led Jeffrey to conclude that he must fire David. Focuses on whether Jeffrey has used his influence in such a way as to avoid conflict. If he has no other option, how should Jeffrey go about firing David? A rewritten version of an earlier case. HBS Number: 9-498-043 Type: Case (Field) Publication Date: 1/16/1998 Geographic Setting: New York, NY Industry Setting: investment advisory Number of Employees: 120 Gross Revenues: $16.8 million revenues Event Year Start: 1991 Event Year End: 1992 Subjects: Conflict; Investment management; Leadership; Managerial behavior; Organizational behavior; Power & influence; Superior & subordinate; Terminations
Case Author(s): Pfeffer, Jeffrey; Elsbach, Kimberly D; Chang, Victoria Publication Date: 09/01/2000 Revision Date: 08/21/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: OB34A Geographic Setting: United States Industry Setting: Academic administration Event Year Start: 1999 Event Year End: 1999 Subjects: Education; Employee problems; Human resources management; Organizational behavior; Politics; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: Jeffrey Sonnenfeld was a professor at Emory University’s Goizueta Business School. He was a “star” at Emory and was extremely popular with the students. He was also extremely successful at raising funds for Emory‘s Center for Leadership and Career Studies. He had close relationships with some of the most powerful CEOs and business leaders in the country who regularly attended the center for conferences that he led. It was common knowledge that Sonnenfeld had conflicts with the dean of the business school and the dean of the entire university. Sonnenfeld was caught on video camera jumping up and down the business school hallways and potentially scraping the walls. The university fired him and interfered with his outstanding offer to head up Georgia Tech's business school. Sonnenfeld's reputation was ruined, and he was out of his current job. Furthermore, his career was potentially ruined. May be used with: (OB34B) Jeffrey Sonnenfeld (B): The Road to Redemption.
Case Author(s): Pfeffer, Jeffrey; Elsbach, Kimberly D; Chang, Victoria Publication Date: 09/01/2000 Revision Date: 08/21/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: OB34B Geographic Setting: United States Industry Setting: Academic administration Event Year Start: 1999 Event Year End: 1999 Subjects: Education; Employee problems; Human resources management; Organizational behavior; Politics; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: Jeffrey Sonnenfeld was a professor at Emory University’s Goizueta Business School. He was a “star” at Emory and was extremely popular with the students. He was also extremely successful at raising funds for Emory‘s Center for Leadership and Career Studies. He had close relationships with some of the most powerful CEOs and business leaders in the country who regularly attended the center for conferences that he led. It was common knowledge that Sonnenfeld had conflicts with the dean of the business school and the dean of the entire university. Sonnenfeld was caught on video camera jumping up and down the business school hallways and potentially scraping the walls. The university fired him and interfered with his outstanding offer to head up Georgia Tech's business school. Sonnenfeld's reputation was ruined and he was out of his current job. Furthermore, his career was potentially ruined. May be used with: (OB34A) Jeffrey Sonnenfeld (A): The Fall from Grace.
Case Sharp DJ; Theobalds M A newly licensed Futures Investment Advisor at Securities Trading Company, has just received an order from Jeffrey Verde, a regular client of a colleague and of the company. The firm’s research department is recommending that those contracts besold. On further investigation, she realizes that the client has a high trading limit which he regularly exceeds, and that he also has a high level of exposure. She must decide how to responsibly handle this situation. This case, written frompublic documents, is based on an actual Ontario court case, although the names of the persons and firm involved and the dates have been disguised. The case is intended to highlight ethical and compliance issues that may arise in the securitiesindustry. Ivey Number: 9A98N002 Publication Date: 3/3/1998 Revision Date: 12/2/1999 Geographic Setting: Canada Industry Setting: Security and Commodity Brokers, Dealers Company Size: Medium organization Event Year Start: 1997 Subjects: Ethical Issues, Personal Financial Planning, Investment Dealers Functional Area: Finance
Case Grasby EMA; Blok J The owner of Jeffries Hardwood Flooring is examining whether his current production set-up can handle an increase in output. He will have to evaluate his operation: examine the production process and identify it appropriately; given data, calculatethe capacities of each workstation; identify the capacity/production constraints and bottlenecks; and make recommendations. This exercise should be used after an introduction to process identification and process analysis. Ivey Number: 9A98D016 Publication Date: 25/11/1998 Geographic Setting: Canada Industry Setting: Lumber and Wood Products Company Size: Small organization Event Year Start: 1998 Subjects: Operations Analysis, Production Processes, Capacity Analysis, Bottlenecks Functional Area: Production/Operations Management
Case Author(s): Coates, Bethany ; Ellis, Jim Publication Date: 10/19/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: E279 Geographic Setting: North America Industry Setting: Executive search; Jewelry industry Subjects: Entrepreneurs; Executive selection; Hiring Academic Discipline: Human resources management Product Description: In this fictional case, Jennifer Gaston, founder and CEO of mid-sized luxury jewelry company Aquamarine, was managing a couple of key hiring issues that had recently cropped up. In just six months, Gaston had brought in a new COO and was about to finalize a multi-month search for a CFO. Although she had nearly completed the transformation of her executive team, she still needed to thoroughly check references on the CFO candidate and extend a formal offer. A lot was riding on these positions and, despite the help of an executive search firm, hiring for them had not been easy. Students are asked to evaluate several aspects of hiring and prepare role plays for them.
Case Author(s): Glinska, Gosia Darden ID: UVA-ENT-0102 Published: 9/20/2008 Copyright Year: 2008 Subject Area: Entrepreneurship and Innovation Keywords: entrepreneurship; Innovation; Organic growth; New-growth initiative; Direct marketing; Learning launch; Implementing initiative; Testing initiative Abstract: Jennifer Parks, a newly appointed business development officer at PillarPoint Home Loans, is given a mandate to identify and develop a new-growth initiative for her company. She works for a small mortgage division of one of the largest credit-card issuers in the United States, with more than 60 million accounts worldwide and a reputation as a leader in direct marketing and online services. New to the mortgage business, Parks studies the mortgage industry and identifies what she believes is a high-potential growth opportunity: a home-mortgage product aimed at high-net-worth customers of the parent company. As she’s getting ready to present her idea to PillarPoint‘s executives, what should she propose as the next steps for moving the initiative forward?
Case Wulf, T — University of Erlangen-Nuernberg Hungenberg, H — University of Erlangen-Nuernberg Distributor: ecch (www.ecch.com) Reference: 300-166-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2000 Geo location: East Germany Industry: Optical Size: 27,000 employees Timing: 1989-1991 Topics: Transition; Change management; Privatisation; Restructuring Abstract: This is the first of a two-case series (300-166-1 and 300-170-1). This case focusses on the problems which the management of Jenoptik GmbH, legal successor of the once famous collective combine ’VEB Carl Zeiss Jena‘, faced in 1991. In the summer of that year, the former collective combine had been split up into two parts, the Carl Zeiss Jena GmbH and the Jenoptik GmbH. The Jenoptik GmbH was left with what the Carl Zeiss Jena GmbH did not want: 27,000 employees, out-of-date machinery, contaminated production sites, and liabilities adding up to 922 million DM to name but a few of the problems. Lothar Spath, however, Jenoptik's managing director, had a vision: He wanted Jenoptik and Jena to develop after the model of the Silicon Valley. And he had received 3.1 billion DM to realise this vision. The case ends with the question of how this money should be used. An answer is given in the (B) case (300-170-1). The teaching purpose is on the one hand to clarify and discuss the difficulties that companies face during a transition process, taking Jenoptik as an example. On the other hand, this case can be used to discuss different approaches to change management. For this purpose, it is recommended to use this case in combination with Jenoptik (B) (300-170- 1) to elaborate the measures that have to be taken to provide for a successful adaptation of a former collective combine.
Case Wulf, T — University of Erlangen-Nuernberg Hungenberg, H — University of Erlangen-Nuernberg Distributor: ecch (www.ecch.com) Reference: 300-170-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2000 Geo location: East Germany Industry: Optical Size: 27,000 employees Topics: Transition; Restructuring; Organisational development; Acquisition Abstract: This is the second of a two-case series (300-166-1 and 300-170-1). This case describes the development of the Jenoptik GmbH, successor of the once famous collective combine ’VEB Carl Zeiss Jena‘, between 1991 and 1999. Three phases of the adaptation process of Jenoptik until the initial public offering in 1998 are identified, and the measures that the company took to achieve its successful turnaround are highlighted. Teaching purpose is to show how a successful adaptation of a collective combine from a former socialist country can be achieved.
Case Author(s): Gentile, Mary; Maus, Pamela J. Publication Date: 12/05/1994 Revision Date: 05/20/2008 Product Type: Case (Gen Exp) HBS Number: 395120 Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (396017), 8p, by Mary Gentile Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jenson Shoes: Lyndon Twitchell‘s Story.
Case Author(s): Gentile, Mary; Maus, Pamela J. Publication Date: 12/05/1994 Revision Date: 05/04/2007 Product Type: Case (Gen Exp) HBS Number: 9-395-120 Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jenson Shoes: Lyndon Twitchell‘s Story.
Case Author(s): Gentile, Mary; Maus, Pamela J. Publication Date: 12/05/1994 Revision Date: 05/20/2008 Product Type: Case (Gen Exp) HBS Number: 395121 Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (396017), 8p, by Mary Gentile Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Brooks (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Jane Kravitz‘s Story. This case is a revised version of Jensen shoes: Lyndon Twitchell's Story.
Case Author(s): Gentile, Mary; Maus, Pamela J. Publication Date: 12/05/1994 Revision Date: 09/27/2006 Product Type: Case (Gen Exp) HBS Number: 9-395-121 Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Jane Kravitz‘s Story.
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0691 Published: 2/8/2000 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: diversity, management of; human resources, management of; leadership; organizational management Teaching Note: UVA-OB-0691TN Abstract: This case and its B companion case (UVA-QA-0693) explore the challenges facing an African American executive trying to manage organizational responses to diversity problems. Jeff Fairbanks, vice president for Strategic Human Resources at MOEX Corporation, had received a call the previous day from Jeri Caldwell, who related the details of what she called the “Friday blowout.” She had been passed over for a promotion — the third time. During a meeting with her manager, she found herself yelling in frustration and then storming out of his office. She asked Fairbanks to meet with her to discuss what she should do next. Normally, Fairbanks would not meet informally with an employee at the center of such a volatile situation but instead would have one of his subordinates take care of it. However, Fairbanks didn’t feel these were normal circumstances. Unfortunately, he didn‘t know how to handle the situation.
Case Author(s): Yemen, Gerry Darden ID: UVA-OB-0691 Published: 2/8/2000 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: diversity, management of; human resources, management of; leadership; organizational management Teaching Note: UVA-OB-0691TN Abstract: This case and its B companion case (UVA-QA-0693) explore the challenges facing an African American executive trying to manage organizational responses to diversity problems. Jeff Fairbanks, vice president for Strategic Human Resources at MOEX Corporation, had received a call the previous day from Jeri Caldwell, who related the details of what she called the “Friday blowout.” She had been passed over for a promotion — the third time. During a meeting with her manager, she found herself yelling in frustration and then storming out of his office. She asked Fairbanks to meet with her to discuss what she should do next. Normally, Fairbanks would not meet informally with an employee at the center of such a volatile situation but instead would have one of his subordinates take care of it. However, Fairbanks didn’t feel these were normal circumstances. Unfortunately, he didn‘t know how to handle the situation.
