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Alphabetically : K
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 A Key Decision
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| 7 pp.
| Case
Steven M. Meltzer; John Melnyk
This case describes an ethical dilemma I experienced as president of my fraternity. Ted, a close friend and fraternity brother, suffered from bipolar disorder. He required medication to avoid alternating periods of extreme hyperactivity and severe depression. Shortly after I was elected president of our fraternity, his parents asked me to meet with them. They told me that Ted had stopped taking his medication, that his doctor felt that renewed treatment would only be effective if Ted sought it voluntarily, and that he might have to hit “rock bottom” in order to realize he needed help. His mother asked me to take away Ted’s fraternity house key so that he could not use the fraternity as an escape, thus potentially delaying his eventual recovery. I left the meeting agreeing to do what I had been asked, but upon reflection I was unsure of what I could or should do.
Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 2
Subjects: Ethics; Stakeholders; Conflicting Responsibilities; Fraternities
Source: NACRA
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| K+S GROUP: GROWTH OPPORTUNITIES IN A MATURE INDUSTRY (A)
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| 27 pp.
| Case
Kaufmann, L; Tritt, C; Deliens, S; Gueck, A; Schmidt, T; Schroeder, S; Tomkova, Z
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 306-585-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2006
Version Date: 01-11-2006
Geo location: Germany, Asia, Latin America Industry: Chemicals, salt Size: 2.8 billion euros revenue Timing: 2006
Topics: Germany; Latin America; Asia; China; International; Expansion; Strategy; Acquisition; Growth; Salt; SWOT (strengths, weaknesses, opportunities, threats); International business; Scoring model; Country selection; Mining
Abstract: This is the first of a two-case series (306-585-1 and 306-586-1). This case study takes place in the salt and fertiliser producing industry and presents options for an international expansion strategy of Germany’s K+S AG. After years of success the company is looking for investments in new regions and new businesses. The company‘s objective is to increase its global market share by expanding its business to other continents, since the Western European market does not provide any immediate growth potential. The story centres on Michael Schaper, Head of Corporate Development and Controlling at K+S in Kassel, Germany. At the time of the case the executives have already discussed possible options but there has not been a decision yet. The case deals with the evaluation of different international growth opportunities for a company competing in a mature industry. Part (A) of the case covers different potential growth strategies for K+S. In particular, it addresses the option to expand K+S's salt business in Latin America and Asia by means of an acquisition. Part (B) of the case deals with the evaluation of market entry into China on behalf of a strategic investment of the K+S group.
Source: ecch
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| K+S GROUP: GROWTH OPPORTUNITIES IN A MATURE INDUSTRY (B)
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| 8 pp.
| Case
Kaufmann, L; Tritt, C; Deliens, S; Gueck, A; Schmidt, T; Schroeder, S; Tomkova, Z
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 306-586-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2006
Version Date: 01-11-2006
Geo location: China, Germany Industry: Chemicals, salt Size: 2.8 billion euros revenue Timing: 2006
Topics: Configuration; Mode; Market entry; Growth; Strategy; China; Asia; Germany; Acquisition; Salt; Investment; Strategic; Export; Internationalisation; Evaluation
Abstract: This is the second of a two-case series (306-585-1 and 306-586-1). This case study takes place in the salt and fertiliser producing industry and presents options for an international expansion strategy of Germany’s K+S AG. After years of success the company is looking for investments in new regions and new businesses. The company‘s objective is to increase its global market share by expanding its business to other continents, since the Western European market does not provide any immediate growth potential. The story centres on Michael Schaper, Head of Corporate Development and Controlling at K+S in Kassel, Germany. At the time of the case the executives have already discussed possible options but there has not been a decision yet. The case deals with the evaluation of different international growth opportunities for a company competing in a mature industry. Part (A) of the case covers different potential growth strategies for K+S. In particular, it addresses the option to expand K+S' salt business in Latin America and Asia by means of an acquisition. Part (B) of the case deals with the evaluation of market entry into China on behalf of a strategic investment of the K+S group.
Source: ecch
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| K-III: A Leveraged Build-Up
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| 20 pp.
| Case
Author(s): Baker, George P.; Bamford, Nicola
Publication Date: 11/07/1994 Revision Date: 05/15/2002
Product Type: Case (Field)
Product Description: Explores the strategy, financing, and governance of a new type of organizational form, dubbed the Leveraged Build-Up by its inventor, Kohlberg, Kravis, Roberts & Co. The company makes leveraged acquisitions of small publishing companies, managing them in a very decentralized way. It has grown dramatically between 1989 and 1993. K-III’s organization and governance structure combines many of the characteristics of leveraged buyouts with those of venture-backed companies. Each individual operating company is highly leveraged, achieving the discipline of debt and avoidance of free cash flow problems that otherwise plague pubishing companies. At the same time, the top management mandate is to acquire companies, requiring continual infusions of cash. Explores the tension between the debt repayment obligations and the demand for additional financing.
HBS Number: 9-295-067
Geographic Setting: New York, NY Industry Setting: publishing Gross Revenues: $800 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Corporate governance; Debt management; Leveraged buyouts; Organizational structure; Publishing industry
Academic Discipline: Finance
Source: Harvard
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| K2: Brotherhood of the Rope (A)
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| 25 pp.
| Case
Author(s): Yemen, Gerry; Clawson, James G.
Darden ID: UVA-OB-0961
Published: 11/14/2008
Copyright Year: 2008
Subject Area: Organizational Behavior and Human Resources
Keywords: teamwork; Trust; Risk-taking; Leadership; Resonance; Teams; Dysfunctional; Discipline; Strategy; Decision-making; Goals; Data analysis; Multicultural
Abstract: Chris Warner led a team of experienced mountain climbers on an expedition to reach the summit of K2 — the second-highest in the world. After failing to succeed on their first few attempts, Warner and his team brought together other teams hoping to reach the summit, and representing eight different countries, to work together for success. Their story is a narrative full of examples, where in some instances, a leadership point of view was taken, and other times it was not. The successes and failures of the expedition’s approach makes for a story bursting with real-world examples and offers an exciting framework to house theoretical concepts about team-building and leadership. Although grounded in the written cases, the series also includes an optional a multimedia supplement offers compelling photos and video for students and instructors. The A case presents a challenging moment in the climbers‘ trek: After the tragic death of another team's Sherpa, Warner must decide case whether his team should abandon its summit push or continue forward.
Source: Darden
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| K2: Brotherhood of the Rope (B)
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| 10 pp.
| Case
Author(s): Yemen, Gerry; Clawson, James G.
Darden ID: UVA-OB-0962
Published: 11/14/2008
Copyright Year: 2008
Subject Area: Organizational Behavior and Human Resources
Keywords: teamwork; Trust; Risk-taking; Leadership; Resonance; Teams; Dysfunctional; Discipline; Strategy; Decision-making; Goals; Data analysis; Multicultural
Abstract: Chris Warner led a team of experienced mountain climbers on an expedition to reach the summit of K2 — the second-highest in the world. After failing to succeed on their first few attempts, Warner and his team brought together other teams hoping to reach the summit, and representing eight different countries, to work together for success. Their story is a narrative full of examples, where in some instances, a leadership point of view was taken, and other times it was not. The successes and failures of the expedition’s approach makes for a story bursting with real-world examples and offers an exciting framework to house theoretical concepts about team-building and leadership. Although grounded in the written cases, the series also includes an optional a multimedia supplement offers compelling photos and video for students and instructors. After working together with several other international teams to reach the K2 summit, the descent becomes extremely dangerous. The B case finds the climbers in the midst of a raging blizzard. With a missing Italian mountaineer, a Czech climber suffering from hypothermia and cerebral edema, and the theft of a critical survival tool, Warner must decide whether to go look for the missing climber or try to get his expedition off K2 safely.
Source: Darden
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| K2: Brotherhood of the Rope (C)
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| 8 pp.
| Case
Author(s): Yemen, Gerry; Clawson, James G.
Darden ID: UVA-OB-0963
Published: 11/14/2008
Copyright Year: 2008
Subject Area: Organizational Behavior and Human Resources
Keywords: teamwork; Trust; Risk taking; Leadership; Resonance; Teams; Dysfunctional; Discipline; Strategy; Decision-making; Goals; Data analysis; Multicultural
Abstract: Chris Warner led a team of experienced mountain climbers on an expedition to reach the summit of K2 — the second-highest in the world. After failing to succeed on their first few attempts, Warner and his team brought together other teams hoping to reach the summit, and representing eight different countries, to work together for success. Their story is a narrative full of examples, where in some instances, a leadership point of view was taken, and other times it was not. The successes and failures of the expedition’s approach makes for a story bursting with real-world examples and offers an exciting framework to house theoretical concepts about team-building and leadership. Although grounded in the written cases, the series also includes an optional a multimedia supplement offers compelling photos and video for students and instructors. The C case epilogue describes the daunting physical and moral task team members face while descending K2. One of Warner‘s team members suggests they faced the ultimate moral dilemma: Do you look to your own self-preservation and survive, or do you look to try to help somebody else at all costs?
Source: Darden
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| KAF
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| 3 pp.
| Case
Santi, M — HEC Paris
Distributor: ecch (www.ecch.com) Reference: 302-117-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2002
Geo location: France Industry: Car part manufacturer Size: Large Timing: 2000
Topics: Risk management; Risk analysis; Business plan
Abstract: KAF, a project inside a global OEM, consists of manufacturing and selling a central warning buzzer control integrated into a steering-wheel and driver airbag package. A project team has to prepare a five-year business plan and present it to the company. This case benefits from a very user-friendly simulation model (302-117-0) and focuses on nine key ’economic‘ decisions. The KAF package illustrates the 'risk analysis' topic, giving students a clear consciousness and a sound assessment of the assumptions and risks they are exposed to when forecasting the future. The teaching methodology is 'learning by doing', complemented by debriefings and conceptual methods. Groups have to present their initial business plan, then three 'telegrams' (highlighting three classical and generally 'forgotten' risks) considerably impact their business plan, obliging them to face the risks, integrate them and give robustness to their now revised business plan. It may be profitably used with students from undergraduates to graduates and executives. The following items are available to accompany the case study: 'KAF - Simulation' (302-117-0), 'KAF - Telegrams - Supplement' (302-117-4), 'KAF - Business Plans' (302-117-6), 'KAF - Teaching note' (302-117-8), and 'KAF - Risk Analysis - Teaching note supplement' (302-117-9). **EFMD European Case Writing Competition Category Winner 2001**
Source: ecch
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| Kaiser Permanente’s Innovation on the Front Lines
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| 12 pp.
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Author(s): McCreary, Lew
Publication Date: 09/01/2010
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R1009H
Subjects: Change management; Employee empowerment; Information systems; Disruptive innovation
Academic Discipline: General management
Product Description: The Innovation Consultancy, a small team within the health care provider Kaiser Permanente, practices an expansive, service-focused version of innovation that is both rapid and economical in comparison with the conventional version. The team’s members observe how health care providers interact with one another, with technology, and with patients, and how the patients respond. They take photographs, draw pictures, write stories, and try to capture experiences from the point of view of everyone involved. During KP MedRite, a project to reduce the error rate in dispensing medication to hospital patients, the team asked nurses what they thought was wrong with the dispensing process. The nurses usually replied, “Nothing.” But when given a chance to make self-portraits, they would draw themselves with sad faces and frazzled hair. Interruptions appeared to be the leading cause of errors-so one of the resulting innovations was a bright yellow sash signaling that its wearer was not to be disturbed. KP‘s Chris McCarthy founded the Innovation Learning Network to accelerate knowledge transfer among peers in the nonprofit health care industry. One promising process that has emerged, Inflection Navigator, helps patients who've received a frightening diagnosis handle the consequent urgent tasks-follow-up tests, visits to specialists, decision making about treatment and care-with the aid of care coordinators. This innovation and others like it arise from a brand of creativity that transcends the media version of the health care debate.
Source: Harvard
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| KAITEN SUSHI (THAILAND) COMPANY LIMITED: BATTLING FOR GROWTH
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| 12 pp.
| Case
Chan, T H; Allampalli, D G
Publisher: Asian Business Case Centre
Distributor: ecch (www.ecch.com) Reference: 307-151-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2007
Geo location: Bangkok, Thailand Industry: Food Size: 35 million baht (Thai) Timing: 2000-2004
Topics: Japanese sushi; Entrepreneurship; Thailand; Finance and accounting control; Marketing; Strategic management
Abstract: In 2000, Kaiten Sushi (Thailand) Company Limited (KST) opened its first franchised sushi restaurant in Bangkok. The company opened three more outlets in the next four years so as to enjoy economies of scale. While the outlets initially attracted large crowds, customer arrivals and sales declined with time. Price discounts, loyalty programmes, new menu items and joint promotions with the shopping mall were some of the measures that were introduced to sustain customer arrivals, albeit with limited success. In the first 10 months of 2004, the chain’s daily sales declined from 10 to 47 % and its operations suffered losses. BL Van, Director of KST had to decide how he could boost customer arrivals and turn around the chain‘s operations.
Source: ecch
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| KAIZEN AT JANSONS SCHOOL OF BUSINESS
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| 18 pp.
| Case
Chandrasekaran, R — Jansons School of Business
Palaniswamy, R — Jansons School of Business
Distributor: ecch (www.ecch.com) Reference: 607-019-1 Language: English
Category: Production and Operations Management Data source: Field research
Product Year: 2007
Geo location: Coimbatore Industry: Educational institution Size: Business School Timing: July 2007
Topics: Kaizen; Jansons School of Business; Brainstorming; Infinite learning; Continuous improvements; Non-value added activities; Change for the better; Total quality management; Systematic thinking; Team work; Personal discipline; Improved morale; Quality circles; Muda; Standardisation
Abstract: As global competition intensifies all sectors, not only manufacturing, are facing new challenges. Consumers are demanding products and services with exceptional quality and high performance. To respond, firms are examining their strengths and weaknesses and considering how to change their practices and capabilities and think of ways to continuously improve their products or services that they deliver to customers. Like most institutions, Jansons School of Business, subscribes to quality, excellence and continuous improvement. The kaizen process was similar to that used in industrial settings, and was used by students to improve the institution and its various processes by eliminating non-value added activities. It is the first known application of kaizen for this business school purpose, and thus contributes to the practice of continuous improvement.
Source: ecch
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| KALAHARI.NET: ACHIEVING GROWTH IN A LIMITED MARKET
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| 21 pp.
| Case
Bick, G; Townsend, S
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 306-106-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2006
Geo location: South Africa Industry: Internet Size: Small Timing: 2005
Topics: Internet retailing; Strategy; Marketing; e-Commerce; Internet marketing
Abstract: It was February 2005 and in the past six years kalahari.net’s customer base had grown from 9,000 to just under 250,000. As such it was one of South Africa‘s largest 'e-tailers'. Since 2001 the company had diversified out of selling only books and music, to include films, gaming, travel, wine, magazine subscriptions, electronics and other products. Now, Hein Pretorius, Chief Executive Officer of kalahari.net, and his team of 49 employees faced the challenge of the declining prices of CDs and DVDs, which was having a markedly negative impact on the financials of the company. In reality this meant that, while keeping prices competitive with the broader retail market, kalahari.net needed to up its sales considerably to compensate for the lower prices and reach its former gross profit margins. Pretorius believed that retail, whether it be on- or off-line, was purely a volumes game. So, what could kalahari.net do to up its sales volumes?
Source: ecch
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| Kalashnikov: What’s in a Name? (A)
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| 7 pp.
| Case
Author(s): Isabella, Lynn A.; Moore, Marian C.; Yemen, Gerry; Moore, Marian C.; Yemen, Gerry
Darden ID: UVA-M-0697
Published: 6/26/2006
Revised: 10/8/2007
Copyright Year: 2006
Subject Area: Marketing
Keywords: brand management marketing
Student Spreadsheet: UVA-S-M-0697
Abstract: What can you do with a brand name? How can you extend it? What if the brand name is associated with a weapon? The AK-47 had been part of every major revolution over the last 50 years and a mainstay in the armies of more than 50 countries. This weapon was known in many parts of the world as simply a “Kalashnikov,” named for the man who invented it. Now, Mikhail Kalashnikov’s grandson Igor Krasnovski wanted to expand the brand globally with new products. But where to start? The (A) case describes Krasnovski‘s mission to work on a strategy for a new line of everyday products that would become a global brand and bear his grandfather's name. The material describes a brand that already exists and challenges students to think about brand identity, the essence of the brand, and product associations, and to consider products or services for the Kalashnikov name. An Excel file containing two rounds of market research, including European and American data, provides students with a sample of Kalashnikov name associations. The (B) case (UVA-M-0643) reveals that six months after launching a vodka brand bearing the Kalashnikov name, some in the sprits industry claimed the product's name was strongly associated with bloodshed and blacklisted Kalashnikov Vodka. Although the high-profile publicity put Kalashnikov Vodka on the lips of numerous potential consumers, Kransovski began to reconsider what this meant to their future name-branding strategy. A multimedia case supplement (UVA-M-0697M) is available to accompany this case. The student version contains a biographical montage of Kalashnikov, a studio interview with K
Source: Darden
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| KALEVALA KORU
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| 22 pp.
| Case
Cho, D S; Warppe, P; Jarvenranta, T
Publisher: Helsinki School of Economics
Distributor: ecch (www.ecch.com) Reference: 301-098-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2001
Geo location: Finland Industry: Jewellery Size: FIM83 million, 143 employees Timing: 1996
Topics: Growth of niche business; Internationalisation strategy; International marketing; Brand management; Finnish jewellery business
Abstract: Kalevala Jewelry, a Finnish jewellery business owned by a non-profit organisation preserving cultural heritage, was a success story in Finland in the 1990s. Despite the recession and tight competitive situation, the company had achieved significant growth. The products of the company were based on models modified from archeological findings. These findings were mostly Finnish, although some were from the Viking era, thus pleasing all the Scandinavian and to some extent German customers. Kalevala Jewelry had also acquired a jewellery business concentrating on modern jewellery, but it had not been very successful. In 1996, the CEO of Kalevala Jewelry pondered how the company could grow even more. Which products to introduce? Which markets to conquer? How could a Finnish brand be marketed outside Finland?
Source: ecch
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| KALKA STANDARD MILLS IN WHIRLPOOL
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| 4 pp.
| Case
Dhar, S; Chauhan, V S; Das, T; Singhai, M; Alex, A
Publisher: Prestige Institute of Management & Research
Distributor: ecch (www.ecch.com) Reference: 406-031-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Field research
Product Year: 2006
Geo location: Central India Industry: Textile Size: Medium Timing: 2001
Topics: Workers participation; Motivation; Absenteeism; Turnover; Voluntary retirement scheme; Discipline; Trade Union; Training; Counselling
Abstract: The case is about the spinning and weaving mill, Kalka Standard Mills, that had to suffer the brunt of liberalisation as it started facing stiff competition from the small-scale industries, making it difficult to operate and manage the huge manpower. The company, in its attempt to cut down the costs, introduced a voluntary retirement scheme, which had no response. The turnover was negligible and to add to the woes, absenteeism, and indiscipline was on the rise. Towards this, the company took several preventive measures like education, counselling, disciplinary action (warning letter, charge sheet, suspension etc) to which union interfered by asking for laxity in the severance of the actions. Despite this, employee turnover was negligible. As a result, the company had an excess of manpower, which accounted for 30 percent of the workforce. The company did not have any well-defined incentive schemes for the employees. In the absence of incentive schemes, the human resources manager felt that training could be a panacea to bring an attitudinal change amongst the workers. He believed that counselling awareness programmes and training were slow but long-term investments would yield dividends in the future.
Source: ecch
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| Kansai Digital Phone: Zutto, Gaining Japanese Loyalty
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| 15 pp.
| Case
Author(s): Martinez-Jerez, F. Asis; Dillon, James R.
Publication Date: 07/19/2005 Revision Date: 03/27/2007
Product Type: Case (Field)
HBS Number: 9-106-006
Geographic Setting: Japan Industry Setting: Mobile phone Gross Revenues: 56 billion yen revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Change management; Customer relationships; Customer satisfaction; Customers; International management; Priorities; Strategy formulation
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-107-064), 26p, by F. Asis Martinez-Jerez
Product Description: Ted Katagi, marketing strategy manager of Kansai Digital Phone (KDP), utilizes customer lifetime value as a key metric to prioritize initiatives in an emergency plan to turn around the company. KDP is a regional phone company in Japan with less than stellar performance. Katagi is sent from the U.S. partner, Airtouch (later Vodafone), to assemble a team to design and implement a plan that improves company to performance. Katagi must quickly prioritize actions and then assess the expected economic impact.
Source: Harvard
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| Kansas City Zephyrs Baseball Club, Inc.
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| 12 pp.
| Case
Author(s): Merchant, Kenneth A.; Palepu, Krishna G.; Mulloy, Joseph P.
Publication Date: 03/02/1987 Revision Date: 07/24/1996
Product Type: Case (Gen Exp)
Publisher: Harvard Business School
HBS Number: 187088
Geographic Setting: United States Gross Revenue: $30 million annual revenues
Event Year Start: 1985 Event Year End: 1985
Subjects: Labor relations; Accounting policies; Accounting procedures; Cost allocation
Academic Discipline: Accounting & control
Supplementary Materials: Case Teaching Note, (190172), 5p, by Kenneth A. Merchant, Krishna G. Palepu; Spreadsheet Supplement, (XLS019), 0p, by Kenneth A. Merchant, Krishna G. Palepu, Joseph P. Mulloy
Product Description: Describes a dispute between the owners of the major league baseball teams and the players’ union about the profitability of the baseball teams. The issue is important because of the ongoing collective bargaining negotiations. A consultant is brought in to decide whether a representative team, the Kansas City Zephyrs, is making or losing money. He has to settle a number of accounting disputes about roster depreciation, signing bonuses, deferred compensation, and stadium costs.
Source: Harvard
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| 12 pp.
| Case
Author(s): Merchant, Kenneth A.; Palepu, Krishna G.; Mulloy, Joseph P.
Publication Date: 03/02/1987 Revision Date: 07/24/1996
Product Type: Case (Gen Exp)
Product Description: Describes a dispute between the owners of the major league baseball teams and the players’ union about the profitability of the baseball teams. The issue is important because of the ongoing collective bargaining negotiations. A consultant is brought in to decide whether a representative team, the Kansas City Zephyrs, is making or losing money. He has to settle a number of accounting disputes about roster depreciation, signing bonuses, deferred compensation, and stadium costs. May be used with: (9-100-037) Pre-Paid Legal Services, Inc.; (9-101-013) Reporting Income for Dot-coms; (9-101-015) Expense Recognition.
HBS Number: 9-187-088
Geographic Setting: United StatesIndustry Setting: baseballCompany Size: smallGross Revenues: $30 million annual revenues
Event Year Start: 1985Event Year End: 1985
Subjects: Accounting policies; Accounting procedures; Collective bargaining; Cost allocation; Sports
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (5-190-172), 5p, by Kenneth A. Merchant, Krishna G. Palepu
Source: Harvard
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| Kanthal (A)
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| 13 pp.
| Case
Author(s): Kaplan, Robert S.
Publication Date: 07/27/1989 Revision Date: 04/27/2001
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 190002
Geographic Setting: Sweden Gross Revenue: $160 million sales
Event Year Start: 1987 Event Year End: 1987
Subjects: Management accounting; Cost accounting; Cost allocation; Cost systems; Sales strategy; Customer relationship management
Academic Discipline: Accounting & control
Supplementary Materials: Supplement, (190003), 4p, by Robert S. Kaplan; Case Teaching Note, (190115), 14p, by Robert S. Kaplan; Spreadsheet Supplement, (XLS023), 0p, by Robert S. Kaplan
Product Description: Multinational company needs an improved cost system to determine the profitability of individual customer orders. Its strategy is to have significant sales and profitability growth without adding additional administrative and support people. The new cost system assesses a charge to each customer order received and an additional surcharge if the item ordered is not normally stocked. The goal is to direct sales resources to the most profitable customers: those who buy standard products in large predictable quantities with minimal demands on technical resources.
Source: Harvard
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| KANZEN BERHAD: A PROPOSED JOINT VENTURE WITH PACIFIC DUNLOP LIMITED
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| 17 pp.
| Case
Lecraw DJ; Beamish PW; Lim B
The director of Kanzen Berhad (KB), Malaysia, must decide whether to recommend the company’s owner and CEO accept the offer of Pacific Dunlop Limited to form a joint venture in which Pacific Dunlop, an Australian company, would buy 30 per cent ofKB‘s holdings in six subsidiaries in the mattress and bedding industry for RM$28 million. Since its founding as Dreamland, KB had been growing rapidly and had been quite profitable. The owner, however, had plans for expansion into other businessesin Malaysia and, especially, in China. As well, Pacific Dunlop had product and process technology, additional brand names and management expertise that had the potential to increase the success of KB's subsidiaries.
Ivey Number: 9A97G004
Publication Date: 24/06/1997 Revision Date: 9/2/2000
Geographic Setting: Malaysia/Australia Industry Setting: Furniture and Fixtures
Company Size: Large organization
Event Year Start: 1992
Subjects: Joint Ventures, Negotiation, International Business
Functional Area: General Management
Source: Ivey
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| KANZEN BERHAD: THE UNITED STATES AND ANTIDUMPING DUTIES
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| 24 pp.
| Case
Lecraw DJ; Lim B
The managing director of a new Malaysian producer of stainless steel tubing received a letter from the company’s attorney in Washington, DC, informing him that the U.S. Specialty Tube Group had written to the U.S. President concerning stainless steeltubing imported into the U.S. from Korea, Taiwan, Thailand and Malaysia at dumped prices that was causing injury to the U.S. industry. For the next year, the managing director considered how he should respond to this threat, while at the same timeincreasing the company‘s exports to the U.S. so that it could meet its sales and profits goals. One year later, he was informed that a formal antidumping action had been taken against imports of stainless steel tubing from Malaysia (and othercountries). He is considering what he should do now, both to preserve the company's U.S. market and maintain alternative markets in other countries.
Ivey Number: 9A97G002
Publication Date: 10/9/1997 Revision Date: 7/5/2001
Geographic Setting: Malaysia/USA Industry Setting: Fabricated Metal Products
Company Size: Medium organization
Event Year Start: 1992
Subjects: International Trade, Political Environment, Anti-Dumping Action, International Law
Functional Area: General Management
Source: Ivey
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| Karen Conners: Sexual Harrassment or Cultural Differences? (A)
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| 13 pp.
| Case
Karen Conners, age 35, a bright MBA student, is subjected to what she perceives to be harsh treatment by Ali Zahedi, a tenured associate professor and director of the MBA program. Zahedi threatens to make it impossible for Karen, who is also his graduate assistant, to complete her MBA degree or to be accepted into a PH.D. program unless she continues to meet demands made by him that she believes to be unreasonable. The stress that Karen has been under for the past year has affected her mental and physical health to the extent that she solicited the advice of other faculty to assist her in her time of crisis.
Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3
Subjects: Professional Ethics, Sexual Harassment, Ethinicity and Culture, Management of Diversity
Source: NACRA
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| Karen Leary (A)
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| 8 pp.
| Case
Author(s): Hill, Linda A.; Elias, Jaan
Publication Date: 10/06/1986 Revision Date: 07/19/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 487020
Geographic Setting: Illinois
Event Year Start: 1985 Event Year End: 1985
Subjects: Superior & subordinate; Management styles; Performance appraisals; Diversity; Sales
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (487021), 2p, by Jaan Elias; Supplement, (487022), 3p, by Jaan Elias; Case Teaching Note, (487071), 11p, by Linda A. Hill
Product Description: Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant in the branch. Leary has some concerns about her working relationship with Chung and with his performance. Chung makes what Leary perceives to be an unreasonable request for a private office. Leary must respond to this request, taking into account the implications of her decision for her ambitions for the branch office and her career.
Source: Harvard
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| 9 pp.
| Case
Author(s): Hill, Linda A.; Elias, Jaan
Publication Date: 10/16/1986 Revision Date: 02/05/1996
Product Type: Case (Field)
HBS Number: 9-487-020
Geographic Setting: Chicago, IL Industry Setting: Financial services
Event Year Start: 1985 Event Year End: 1985
Subjects: Diversity; Financial services; Management styles; Performance appraisal; Sales management; Superior & subordinate
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-487-021), 2p, by Linda A. Hill, Jaan Elias; Supplement (Field), (9-487-022), 3p, by Linda A. Hill, Jaan Elias; Teaching Note, (5-487-071), 11p, by Linda A. Hill
Product Description: Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant in the branch. Leary has some concerns about her working relationship with Chung and with his performance. Chung makes what Leary perceives to be an unreasonable request for a private office. Leary must respond to this request, taking into account the implications of her decision for her ambitions for the branch office and her career. May be used with: (96510) Making Differences Matter: A New Paradigm for Managing Diversity.
Source: Harvard
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| Kashiwa Tubing Ltd.
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| 9 pp.
| Case (Field)
Author(s): David T.A. Wesley; Henry W. Lane
Ivey ID: 9B02M014
Publication Date: 7/22/2002
Product Type: Case (Field)
Teaching Note: 8B02M14
Geographic Setting: USA/Nigeria/Japan Industry Setting: Fabricated Metal Products Size: Small Year of Event: 2001 Level of Difficulty: 3 - Undergraduate
Subjects: E-Commerce; Internet; International Law; Third World
Major Disciplines: Entrepreneurship; General Management; International
Product Description: A student at a large Boston-area university would soon be completing a dual degree in Management Information Systems and Business Administration. She is the oldest child and only member of a Japanese family that spoke English and was learning to represent the family business, Kashiwa Tubing, with its international accounts. It was planned that she would eventually assume leadership of the company. During her studies she became a believer in the potential and reach of the Internet. She immediately set up a Web site for the company. Within six months, the Web site generated its first major sale, a $2.5 million order from Saudi Arabia. Recently, she had begun to negotiate a multi-million dollar deal with a Taiwanese firm. The company’s Japanese headquarters recently forwarded an inquiry from Nigeria. The inquiry was from a member of the Federal Ministry of Works and Housing, proposed a business transaction that would, if successful, represent the largest single Internet order in the history of Kashiwa Tubing. Believing in personally meeting with customers and building long lasting ties, her father suggests that she should meet with this customer, even if that meant traveling to Nigeria.
Source: Ivey
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| KATE ARCHER IN HAITI (A)
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| 13 pp.
| Case
Dietz J; Archer K
Helped the Aged Canada, a non-profit organization, has hired Kate Archer to manage their prosthetic clinic in Haiti. After her arrival in Haiti she learns that its key employee does not meet her performance expectations. Communicating with theemployee, a deaf-mute, however, was very difficult and required the use of another employee as translator. She must communicate her performance expectations to the employee. The supplement to this case, Kate Archer In Haiti (B), product number9B01C036 describes how Kate develops a contract and finalizes the agreement with the employee.
Ivey Number: 9B01C035
Publication Date: 25/04/2002
Geographic Setting: Haiti Industry Setting: Health Services
Company Size: Small organization
Event Year Start: 2000
Subjects: Cross Cultural Management, Non-Profit Organization, International Management, Communications
Functional Area: Human Resource Management
Source: Ivey
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| Kate Cooper
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| 4 pp.
| Case
William E. Stratton, David Efraty, Kim Jardine Kate Cooper accepts a managerial position in a newly constructed community psychiatric hospital. Her perception of conflicting demands, changes in her duties, broken promises, interference from peers, and lack of management support leads to confusion and frustration, and Kate quits her job 3 months after the hospital opens.
Source: North American Case Research Association, Case Research Journal, Spring 1993, Vol. 13, Issue 2, Copyright 1992.
Courses: Business Communication; Healthcare
Topics:
Source: NACRA
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| Katharine Graham
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| 13 pp.
| Case
Author(s): Gunther, Lisa; Witter, Dina; McGinn, Kathleen L.
Publication Date: 03/31/2001 Revision Date: 12/03/2007
Product Type: Case (Library)
HBS Number: 9-801-276
Geographic Setting: District of Columbia Industry Setting: Newspaper
Event Year Start: 1963 Event Year End: 1980
Subjects: Family owned businesses; Leadership; Networking; Newspapers; Organizational behavior; Power & influence; Values; Women in business
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-801-281), 18p, by Lisa Gunther, Dina Witter, Kathleen L. McGinn
Product Description: Details the career of Katharine Graham of the Washington Post Co., a pioneer in her field and one of the first high-profile women to lead a major public company. Her story is a unique example of how power and expertise are built over time, and differs from those of other business leaders in that she was unexpectedly thrust into a leadership position. Though Graham could have been a figurehead leader of the Washington Post Co., she gradually became a powerful national player: a publisher and CEO in more than title. Graham’s strong values impel many of her decisions throughout the course of her career and help her through times of uncertainty. Her values are a stark contrast to strictly data-based decision making. Explores Graham‘s ability to master the newspaper business and succeed in a man's world. Additionally, Graham's unique ability to adapt her influence style in different social and career networks is also explored, as the distinction between Graham's employees, mentors, and friends is often blurred.
Source: Harvard
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| 13 pp.
| Case
Author(s): Gunther, Lisa; Witter, Dina; McGinn, Kathleen L.
Publication Date: 03/31/2001 Revision Date: 12/03/2007
Product Type: Case (Library)
HBS Number: 9-801-276
Geographic Setting: District of Columbia Industry Setting: Newspaper
Event Year Start: 1963 Event Year End: 1980
Subjects: Family owned businesses; Leadership; Networking; Newspapers; Organizational behavior; Power & influence; Values; Women in business
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-801-281), 18p, by Lisa Gunther, Dina Witter, Kathleen L. McGinn
Product Description: Details the career of Katharine Graham of the Washington Post Co., a pioneer in her field and one of the first high-profile women to lead a major public company. Her story is a unique example of how power and expertise are built over time, and differs from those of other business leaders in that she was unexpectedly thrust into a leadership position. Though Graham could have been a figurehead leader of the Washington Post Co., she gradually became a powerful national player: a publisher and CEO in more than title. Graham’s strong values impel many of her decisions throughout the course of her career and help her through times of uncertainty. Her values are a stark contrast to strictly data-based decision making. Explores Graham‘s ability to master the newspaper business and succeed in a man's world. Additionally, Graham's unique ability to adapt her influence style in different social and career networks is also explored, as the distinction between Graham's employees, mentors, and friends is often blurred.
Source: Harvard
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| 13 pp.
| Case
Author(s): Gunther, Lisa; Witter, Dina; McGinn, Kathleen L.
Publication Date: 03/31/2001 Revision Date: 12/03/2007
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 801276
Geographic Setting: District of Columbia
Event Year Start: 1963 Event Year End: 1980
Subjects: Organizational behavior; Leadership; Power & influence; Networking; Women in business; Values; Family-owned businesses
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Case Teaching Note, (801281), 18p, by Lisa Gunther, Dina Witter, Kathleen L. McGinn
Product Description: Details the career of Katharine Graham of the Washington Post Co., a pioneer in her field and one of the first high-profile women to lead a major public company. Her story is a unique example of how power and expertise are built over time, and differs from those of other business leaders in that she was unexpectedly thrust into a leadership position. Though Graham could have been a figurehead leader of the Washington Post Co., she gradually became a powerful national player: a publisher and CEO in more than title. Graham’s strong values impel many of her decisions throughout the course of her career and help her through times of uncertainty. Her values are a stark contrast to strictly data-based decision making. Explores Graham‘s ability to master the newspaper business and succeed in a man's world. Additionally, Graham's unique ability to adapt her influence style in different social and career networks is also explored, as the distinction between Graham's employees, mentors, and friends is often blurred.
Source: Harvard
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| Kathryn McNeil (A)
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| 14 pp.
| Case
Author(s): Badaracco, Joseph L., Jr.; Useem, Jerry
Publication Date: 02/10/1994
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 394111
Geographic Setting: Massachusetts Number of Employees: 2,700 Gross Revenue: $2.1 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Work force management; Ethics; Discrimination; Working conditions; Dismissing employees
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement, (394112), 2p, by Jerry Useem; Case Teaching Note, (394185), 10p, by Jerry Useem
Product Description: Charles Foley, vice president of the computer retailing firm Sayer MicroWorld, must decide whether or not to fire his employee, Kathryn McNeil, a 37-year-old product manager who has been unable to work as many hours as her colleagues due to her status as a single parent of a six-year-old boy. The company’s recent risk-laden acquisition of another ailing firm has intensified the office‘s already high-pressure environment by necessitating that all employees work 13- and 14-hour days. Although McNeil appears to be doing her best to fulfill both her parental and professional responsibilities, her immediate supervisor insists that McNeil has not been able to complete her share of the work.
Source: Harvard
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| 14 pp.
| Case
Author(s): Badaracco, Joseph L., Jr.; Useem, Jerry
Publication Date: 02/10/1994
Product Type: Case (Field)
Product Description: Charles Foley, vice president of the computer retailing firm Sayer MicroWorld, must decide whether or not to fire his employee Kathryn McNeil, a 37-year-old product manager who has been unable to work as many hours as her colleagues due to her status as a single parent of a six-year-old boy. The company’s recent risk-laden acquisition of another ailing firm has intensified the office‘s already high-pressure environment by necessitating that all employees work 13- and 14-hour days. Although McNeil appears to be doing her best to fulfill both her parental and professional responsibilities, her immediate supervisor insists that McNeil has not been able to complete her share of the work. Teaching Purpose: To raise issues of work-family balance in the context of an ethical dilemma.
HBS Number: 9-394-111
Geographic Setting: Framingham, MA Industry Setting: computer retailing Number of Employees: 2,700 Gross Revenues: $2.1 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Discrimination; Ethics; Terminations; Work force management; Working conditions
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Field), (9-394-112), 2p, by Joseph L. Badaracco Jr., Jerry Useem; Teaching Note, (5-394-185), 9p, by Joseph L. Badaracco Jr., Jerry Useem
Source: Harvard
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| Katie Burke (A)
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| 9 pp.
| Case
Hart, Myra; Iansiti, Marco; Feinberg, Barbara
Follows the career of Katie Burke, HBS MBA 1995. Offers the opportunity to discuss a variety of issues, including innovation, software development, entrepreneurship, new venture design, and career choices.
HBS Number: 9-698-092 Type: Case (Field)
Publication Date: 4/13/1998
Geographic Setting: Boston, MA and California Industry Setting: Internet
Subjects: Careers & career planning; Entrepreneurship; Innovation; Internet; Product development; Software
Supplementary Materials: Supplement (Field), (9-698-093), 3p, by Myra Hart, Marco Iansiti, Barbara Feinberg
Source: Harvard
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| Katrina Garnett
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| 5 pp.
| Case
Author(s): Saloner, Garth; Melton, Emily
Publication Date: 09/12/2005
Product Type: Case (Field)
Publisher: Stanford University
Product Description: Recounts the story of how Katrina Garnett single-handedly launched CrossWorlds, a successful enterprise application company. Focuses on two issues Garnett must wrestle with as she tries to manage her board of directors. The CrossWorlds board cautiously and slowly pursued the idea of an initial public offering, wanting to achieve more revenue traction before accessing the public markets. Unfortunately, the company was at a disadvantage because it recognized revenue using conservative guidelines: Instead of recognizing revenue when payment was received, CrossWorlds recognized revenue when the product “went live” at a customer site. Garnett’s competitors used more aggressive methods, claiming higher revenues, and therefore, entering the public markets earlier. Also, Garnett felt that having a prominent investment banker on her board was limiting her options. Many investment banks refused even to meet with CrossWorlds because they simply assumed that the business would go to the board member‘s firm. Garnett was also frustrated with this board member's inability to transcend a banker's mind-set.
HBS Number: E205
Industry Setting: Software industry
Subjects: Board of directors; Entrepreneurs; IPO; Leadership; Women executives
Academic Discipline: Entrepreneurship
Source: Harvard
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| Kaufmann Manufacturing Co. (A)
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| 4 pp.
| Case
Author(s): Bruns, William J., Jr.; Hertenstein, Julie H.
Publication Date: 05/26/1993
Product Type: Case (Gen Exp)
Product Description: A management team is studying the latest year’s operations and sales, which seem to have led to very confusing financial results. Sales exceeded forecast and production for the first six months, yet Kaufmann reported a loss. Yet, when sales were below forecast and production above in the second six months, healthy income was reported. Teaching Purpose: To introduce or provide practice with variances, budgets, direct costing, and profit analysis.
HBS Number: 9-193-159
Industry Setting: industrial products Company Size: small
Subjects: Budgeting; Cost accounting; Cost allocation; Cost systems; Industrial goods; Inventory management; Variance analysis
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Gen Exp), (9-193-160), 2p, by William J. Bruns Jr., Julie H. Hertenstein
Source: Harvard
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| Keane’s Acquisition of Metro Information Services
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| 14 pp.
| Case
Author(s): Martinez-Jerez, F. Asis
Publication Date: 11/22/2002 Revision Date: 03/21/2007
Product Type: Case (Library)
HBS Number: 9-103-042
Geographic Setting: United States Industry Setting: IT industry; Consulting Number of Employees: 8,000 Gross Revenues: $700 million revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Accounting; Intangible assets; Mergers & Acquisitions
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Library), (9-105-026), 4p, by F. Asis Martinez-Jerez; Supplement (Spreadsheet), (9-104-702), 0p, by F. Asis Martinez-Jerez; Teaching Note, (5-105-034), 17p, by F. Asis Martinez-Jerez
Product Description: On August 21, 2001, Keane, Inc. announced the acquisition of Metro Information Services, Inc. This case analyzes the challenges facing firms and examines transactions whose major source of value creation hinges on intangible assets (e.g., people or knowledge).
Source: Harvard
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| Keep It Out of Court: Resolving Differences In-House
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| 5 pp.
| Article
Author(s): Sander, Frank E.A.; Bordone, Robert C.
Publication Date: 07/01/2005
Product Type: Negotiation Article
Product Description: Workplace disputes are inevitable. And all too often, such conflicts end up in the courts. In addition to consuming incredible amounts of time and energy, lawsuits often ruin long-standing relationships with suppliers, customers, and shareholders. In the March issue of Negotiation, the authors outlined the principles of dispute system design (DSD) — the process of designing and implementing an effective method for resolving the conflicts that flare up within and between organizations. In this article, they move from theory to practice. Specifically, they examine how companies and industries are applying the principles of DSD in three contexts: workplace conflict, business-to-business or business-to-consumer disputes, and disputes within complex joint ventures. Learn how you and your co workers can prepare for and resolve conflict whenever it may arise.
HBS Number: N0507D
Subjects: Communication in organizations; Conflict resolution; Interpersonal relations; Litigation; Negotiations
Academic Discipline: Negotiations
Source: Harvard
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| Keeping Focus and Momentum: A Profile of Kathy Lucy
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| 3 pp.
| Article
Author(s): Koch, Janice
Publication Date: 11/15/2003
Product Type: Balanced Scorecard Report Article
Product Description: A new executive team, complex strategy map, ballooning objectives, staff skepticism: Kathy Lucy, senior director, quality, risk, strategy, and clinical compliance at Anna Jaques Hospital, has managed it all, never letting her organization stray off target.
HBS Number: B0311F
Subjects: Balanced scorecard; Health care; Strategic planning; Strategy implementation
Academic Discipline: Competitive strategy
Source: Harvard
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| Keeping Google “Googley”
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| 23 pp.
| Case
Author(s): Groysberg, Boris; Thomas, David A.; Wagonfeld, Alison Berkley
Publication Date: 09/04/2008 Revision Date: 04/24/2009
Product Type: Case (Field)
HBS Number: 409039
Geographic Setting: United States Industry Setting: Internet & online services industries Number of Employees: 17,000 Gross Revenues: $20 billion
Event Year Start: 2008 Event Year End: 2008
Subjects: Business growth; Corporate culture; Entrepreneurship; Growth strategy; Internet; Organizational change; Technology
Academic Discipline: Entrepreneurship
Product Description: This case, set in 2008, examines how Google has worked to avoid potential negative byproducts of rapid growth such as: bureaucracy, slow decision-making, lack of visibility and organizational inconsistency. When the case protagonist, Kim Scott, started with Google in 2004, she wondered if she would still be there in several years as she liked small, entrepreneurial companies. In 2008, she was pleased that Google still had the same entrepreneurial energy that it had when she joined. She and her colleagues reflect on how Google has been able to maintain its culture as the company keeps doubling in size.
Source: Harvard
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| 23 pp.
| Case
Author(s): Groysberg, Boris; Thomas, David A.; Wagonfeld, Alison Berkley
Publication Date: 09/04/2008 Revision Date: 04/24/2009
Product Type: Case (Field)
HBS Number: 409039
Geographic Setting: United States Industry Setting: Internet & online services industries Number of Employees: 17,000 Gross Revenues: $20 billion
Event Year Start: 2008 Event Year End: 2008
Subjects: Business growth; Corporate culture; Entrepreneurship; Growth strategy; Internet; Organizational change; Technology
Academic Discipline: Entrepreneurship
Product Description: This case, set in 2008, examines how Google has worked to avoid potential negative byproducts of rapid growth such as: bureaucracy, slow decision-making, lack of visibility and organizational inconsistency. When the case protagonist, Kim Scott, started with Google in 2004, she wondered if she would still be there in several years as she liked small, entrepreneurial companies. In 2008, she was pleased that Google still had the same entrepreneurial energy that it had when she joined. She and her colleagues reflect on how Google has been able to maintain its culture as the company keeps doubling in size.
Source: Harvard
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| Keeping to the Fairway
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| 12 pp.
| Article
Author(s): Waite, Thomas J.
Publication Date: 04/01/2003
Product Type: Harvard Business Review Article
Product Description: Sandy Michaels, chief marketing officer of financial services giant Pace Sterling, faces a tough dilemma now that the high-profile golf tournament her company sponsors has been tainted with controversy. The Dover Hill country club, where the prestigious Champions invitational is played, accepts only men as members. This year, a powerful women’s organization has decided to make a bigger issue of that exclusivity. Under pressure from the Women‘s Rights Organization (WRO) to withdraw its support, Pace Sterling must think about the marketing value it gets from the sponsorship and how much that value might be diminished—or heightened--by the controversy. CEO Cal Buckley enlists the help of Michaels and other senior executives in the company to determine just that. Michaels firmly believes that Pace Sterling should stay the course and sponsor the event. Michaels is unwavering--that is, until the day she comes across this newspaper headline: "Tommy Ward Should Boycott Dover Hill." Ward is the undisputed king of the golf world and the odds-on favorite to win the Champions. The WRO is clearly turning up the volume. Should Pace Sterling proceed with its sponsorship? Offering advice are Sergio Zyman, former chief marketing officer of Coca-Cola; James E. Murphy, global managing director of marketing and communications at Accenture; Kim Skildum-Reid, co-author of The Sponsor's Toolkit and The Sponsorship Seeker's Toolkit; and Paul A. Argenti, a professor of management and corporate communication at Dartmouth's Tuck School.
HBS Number: R0304A
Subjects: Brand management; Brands; HBR Case Discussions; Marketing planning; Marketing strategy
Academic Discipline: Marketing
Source: Harvard
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| Keeping Your Colleagues Honest
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| 12 pp.
| Article
Author(s): Gentile, Mary C.
Publication Date: 03/01/2010
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R1003K
Subjects: Ethics; Organizational change; Whistleblowing
Academic Discipline: Organizational Behavior & leadership
Product Description: Just promoted from the accounting group at headquarters, Jonathan is now the controller for a regional sales unit of a consumer electronics company-and he realizes in short order that the next quarter’s sales are being reported early to boost bonus compensation. The group manager‘s silence suggests that this sort of thing has probably happened before. This may seem like a mundane accounting matter, but the consequences-in terms of carrying costs, distorted forecasting, compromised ethical culture, and even legal ramifications-are very serious. And except in extraordinarily well-run corporations, managers face situations like this all the time. You know something's wrong. You know you need to make it stop. But you don't necessarily know when to speak up, how to speak up, and, most important, how to be effective. Drawing on the author's research over the past four years, this article walks you through the rationalizations commonly used to justify unethical behavior-everything from “this is just how things work in our industry” to “it's not your job to fix this; stick to your knitting.” It also gives concrete advice about how to raise your voice effectively. For example, treat the conflict as a business matter. Nobody wants to hear a self-righteous little speech about honesty, so get your facts in order and present them effectively. You should also challenge the rationalizations. If this is “just how things work,” ask whether the organization is comfortable going public with the practice. All managers should know how to respond constructively to ethical issues, and
Source: Harvard
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| Keggfarms (India) — Which Came First, the Kuroiler or the KEGG?
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| 16 pp.
| Case
Author(s): Isenberg, Daniel
Publication Date: 12/18/2006 Revision Date: 08/22/2007
Product Type: Color Case
HBS Number: 9-807-089
Geographic Setting: India Industry Setting: Agriculture industry
Event Year Start: 2006 Event Year End: 2006
Subjects: Entrepreneurial finance; Entrepreneurial management; Entrepreneurs; Entrepreneurship; Globalization; International entrepreneurial finance
Academic Discipline: Entrepreneurship
Product Description: Vinod Kapur has founded a unique enterprise, Keggfarms, based on a special poultry chicken he bred to address the nutritional and income needs of some of the poorest people on earth: India’s rural villagers. As of November 2006, Keggfarms was supplying chicks to about 4 million poor villagers, generating incomes for 700,000 households when they sold the eggs and meat. In November 2006, Kapur faced a number of issues, including how to expand without capital, how to deal with imitation, and how to balance Keggfarm‘s for-profit and social values.
Source: Harvard
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| Keggfarms (India) — Which Came First, the Kuroiler™ or the KEGG™?
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| 15 pp.
| Case
Author(s): Isenberg, Daniel
Publication Date: 12/18/2006 Revision Date: 08/18/2008
Product Type: Color Case
HBS Number: 807089
Geographic Setting: India Industry Setting: Agriculture industry
Event Year Start: 2006 Event Year End: 2006
Subjects: Entrepreneurial finance; Entrepreneurial management; Entrepreneurs; Entrepreneurship; Globalization; International entrepreneurial finance
Academic Discipline: Entrepreneurship
Product Description: Vinod Kapur has founded a unique enterprise, Keggfarms, based on a special poultry chicken he bred to address the nutritional and income needs of some of the poorest people on earth: India’s rural villagers. As of November 2006, Keggfarms was supplying chicks to about 4 million poor villagers, generating incomes for 700,000 households when they sold the eggs and meat. In November 2006, Kapur faced a number of issues, including how to expand without capital, how to deal with imitation, and how to balance Keggfarm‘s for-profit and social values.
Source: Harvard
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| Keidanren: Foreign Political Contributions in Japan
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| 18 pp.
| Case
Author(s): Misawa, Mitsuru
Publication Date: 09/03/2009
Product Type: Case
Publisher: University of Hong Kong
HBS Number: HKU847
Geographic Setting: Asia; Japan
Subjects: Business government relations; Politics; Social enterprise; Competition; Business & government; Strategy; Business ethics
Academic Discipline: Business & government
Supplementary Materials: Case Teaching Note, (HKU848), 5p, by Mitsuru Misawa
Product Description: In Japan, there has been increased scrutiny of companies’ participation in the political process in general, and of their political campaign contributions in particular. Over the past decade, Japan has placed new restrictions on companies‘ political giving and has required greater disclosure of campaign contributions. Increasingly, shareholders are seeking to hold companies accountable for their campaign contributions. Fujio Mitarai has been the appointed chairman of the Japanese Federation of Economic Organizations (“Keidanren”) since 23 May 2006. Keidanren is regarded by many as the strongest interest group in Japan. Mitarai believes that technological innovation is not enough, and that social and economic reforms are required to increase the competitiveness of Japanese companies. For a long time, Japan used to be closed to foreign businesses, and foreign companies still don't have equal access to Japan's economy, in which public-sector contracts are typically awarded to Japanese companies. By opening up the economy to foreign companies, Mitarai aims to increase the competitiveness of domestic firms.
Source: Harvard
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| Keith Ferrazzi
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| 22 pp.
| Case
Author(s): Chang, Victoria; Pfeffer, Jeffrey
Publication Date: 11/15/2003
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: OB44
Geographic Setting: United States
Event Year Start: 2003 Event Year End: 2003
Subjects: Career changes; Careers & career planning; Interpersonal relations; Leadership; Networking; Organizational behavior; Personality; Power & influence
Academic Discipline: Organizational behavior & leadership
Product Description: Keith Ferrazzi had certainly come a long way. The son of a steelworker and a cleaning lady, he attended an elite elementary school and then a top prep school in Pennsylvania, followed by undergraduate work at Yale and then Harvard Business School. He was wooed by top consulting firms and ended up on the partner track at Deloitte Consulting, where he built the company’s marketing function. He left consulting to become the chief marketing officer of Starwood Hotels and Resorts, eventually leaving the company to become CEO of YaYa Media. In 1997, he was named by Crain‘s Chicago Business as a member of the “40 Under 40.” In 1999, he was also named one of the “Power 10” by Business Marketing, and in 2002 was named among the most creative Americans in Who's Really Who. The World Economic Forum named him a “Global Leader of Tomorrow.” In the summer of 2003, Ferrazzi was at a key crossroads in his life. He had sold YaYa Media to a company called American Vantage. He questioned the opportunities for growth within YaYa and was considering a transition from the company into a new role. Ferrazzi faced two questions: First, what should he do? Should he work for a large company in a senior management position, ultimately seeking to become the CEO? Should he seek out another CEO position at a smaller, entrepreneurial company? Should he do something entirely different, such as turn his ski
Source: Harvard
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| Kellogg Company: Creating strategic alignment with the balanced scorecard
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| 5 pp.
| Case
Author(s): Chinmoy Sahu, U21Global
U21 ID: AA-2009-022
Publication Date: 2009
Geographic Setting: North America Industry Setting: Food and Beverage
Courses: Accounting, Finance
Subjects: Performance management, cost management, ratio analysis, financial statements, balanced scorecard, DuPont Model, annual report, cost control, breakfast cereals, convenience food, Kellogg Company
Description: This assessment provides an opportunity to the performance of Kellogg Company. Students are asked to assess productivity and efficiency of the company and construct a balanced scorecard for the company. This assessment is suitable for use in both undergraduate and graduate courses in accounting and finance areas.
Source: U21Global
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| KELLY TARLTON’S ANTARCTIC ENCOUNTER AND UNDERWATER WORLD
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| 10 pp.
| Case
Kirkwood, J — University of Otago
Ruwhiu, D — University of Otago
Distributor: ecch (www.ecch.com) Reference: 600-020-1 Language: English
Category: Production and Operations Management Data source: Field research
Product Year: 2000
Geo location: Aukland, New Zealand Industry: Tourism Size: 45 employees Timing: 2000
Topics: Capacity management; Demand management; Queuing; Supply chain management; Aquariums; Promotion
Abstract: This is a case study of Kelly Tarlton’s Antarctic Encounter and Underwater World Aquarium. The aquarium is located in Auckland, New Zealand in an underground disused sewer system. The case outlines the tourism industry in New Zealand, followed by a description of the aquarium‘s layout, capacity issues, quality management, supply and demand management and the business environment it operates in. The objectives of the case are for students to apply what they have learnt about managing demand and capacity to an interesting and informative case of an aquarium. The case provides two questions for students to discuss. One concerns an attempt to increasing guest numbers without compounding current queuing problems, and the other question concentrates on increasing capacity, given the current limitations on expansion.
Source: ecch
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| Kemps LLC: Introducing Time-Driven ABC
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| 10 pp.
| Case
Author(s): Kaplan, Robert S.
Publication Date: 08/03/2005 Revision Date: 04/13/2006
Product Type: Case (Field)
Product Description: Kemps is making a strategy shift: from being focused on fulfilling customer requests to becoming the best cost dairy producer in the industry. Its existing manufacturing cost system, however, fails to capture the costs associated with handling special flavors, small production orders, and complex delivery and order processing options. The company introduces a new system — time-driven, activity-based costing — that captures the full complexity of its operations and gives managers new insights into the profitability of orders, products, and customers. The time equations feature simply and accurately represents the cost impact of all possible options from a particular production order. Managers use the information to enhance process efficiencies, negotiate new terms with customers, and attempt to win new business. The company now faces some crucial decisions about how to forge new relationships with key customers. May be used with: (R0411J) Time-Driven Activity-Based Costing.
HBS Number: 9-106-001
Geographic Setting: Midwestern United States Industry Setting: Dairy industry
Event Year Start: 2004 Event Year End: 2004
Subjects: Activity based costing; Cost systems; Customer profitability; Customer relations; Management accounting
Academic Discipline: Accounting & control
Source: Harvard
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| Kenan Systems
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| 15 pp.
| Case
Author(s): Bower, Joseph L.; Weber, James B.; Hout, S
Publication Date: 02/15/2001
Product Type: Case (Field)
Product Description: Kenan Sahin has built a very successful company using a unique business model and a unique organization and culture. Success has brought important risks, but logical options such as sale, partnering, or going public threatens the culture and hence the business. Teaching Purpose: Uses a very powerful business problem to motivate a deep examination of a counter-intuitive organization and culture.
HBS Number: 9-301-101
Geographic Setting: Cambridge, MAIndustry Setting: softwareNumber of Employees: 1,000Gross Revenues: $100 million revenues
Event Year Start: 1985Event Year End: 1998
Subjects: Business models; Corporate culture; Innovation; Organizational management; Organizational structure; Software industry
Academic Discipline: General management
Supplementary Materials: Case Video, (9-302-805), 27 min, by Joseph L. Bower
Source: Harvard
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| 15 pp.
| Case
Author(s): Bower, Joseph L.; Weber, James; Hout, Sonja Ellingson
Publication Date: 02/15/2001
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 301101
Geographic Setting: Massachusetts Number of Employees: 1,000 Gross Revenue: $100 million revenues
Event Year Start: 1985 Event Year End: 1998
Subjects: Innovation; Organizational structure; Organizational culture; Organizational management; Business models
Academic Discipline: General management
Supplementary Materials: Video Supplement, (302805), 0p, by Joseph L. Bower
Product Description: Kenan Sahin has built a very successful company using a unique business model and a unique organization and culture. Success has brought important risks, but logical options such as sale, partnering, or going public threaten the culture and hence the business.
Source: Harvard
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| Kendall Square Research Corp. (A)
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| 18 pp.
| Case
Author(s): Bruns, William J., Jr.
Publication Date: 04/12/1994 Revision Date: 11/10/1998
Product Type: Case (Library)
Product Description: Kendall Square Research was a small competitor in the supercomputer industry. Sales grew rapidly in 1992 and early 1993, and the company sold stock to the public for the first time and analysts forecast higher earnings for 1993. Then the company’s revenue recognition practices were questioned and the answers were devastating. Teaching Purpose: To discuss revenue recognition practices of new entrants to the computer industry and appropriate standards for auditors of the reports of such companies.
HBS Number: 9-194-068
Geographic Setting: United States Industry Setting: computers
Company Size: small Gross Revenues: $20 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Accounting policies; Accounting procedures; Auditing; Computer industry; Financial reporting
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Library), (9-194-069), 5p, by William J. Bruns Jr.; Supplement (Library), (9-194-133), 3p, by William J. Bruns Jr.; Teaching Note, (5-194-157), 8p, by William J. Bruns Jr.
Source: Harvard
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| Kendall Square Research Corp. (A) (Abridged)
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| 18 pp.
| Case
Author(s): Bruns, William J., Jr.; McFarlan, F. Warren
Publication Date: 07/22/2002 Revision Date: 03/25/2005
Product Type: Case (Library)
HBS Number: 9-303-036
Geographic Setting: United States Industry Setting: Computer industry Company Size: small Gross Revenues: $20 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Accounting policies; Accounting procedures; Auditing; Financial reporting
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Library), (9-303-037), 3p, by William J. Bruns Jr., F. Warren McFarlan; Case Video, (9-303-803), 41 min, by F. Warren McFarlan, Lynn Sharp Paine
Product Description: Kendall Square Research was a small competitor in the supercomputer industry. Sales grew rapidly in 1992 and early 1993, and the company sold stock to the public for the first time. Analysts forecasted higher earnings for 1993, then the company’s revenue recognition practices were questioned and the answers were devastating.
Source: Harvard
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| Kendle International, Inc.
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| 25 pp.
| Case
Author(s): Crane, Dwight B.; Marshall, Paul W.; Reinb
Publication Date: 02/28/2000 Revision Date: 10/06/2000
Product Type: Case (Field)
Product Description: Candace Kendle and Christopher Bergen, the CEO and COO of Kendle International, Inc., are reviewing ways to finance the growth of their privately-owned company. Kendle is a contract research organization that conducts clinical drug trials for pharmaceutical and biotechnology companies. To compete more effectively, Kendle plans to grow through international acquisitions. It is now time to decide whether to go ahead with a full program of two European acquisitions, a large debt financing through Nationsbank, and an initial public offering to repay the debt and provide cash for future acquisitions. The falling stock prices of Kendle’s competitors add pressure to the situation. Teaching purpose: To develop skills in designing and implementing an integrated financial and acquisition strategy.
HBS Number: 9-200-033
Geographic Setting: Cincinnati, OH Industry Setting: contract research Number of Employees: 300 Gross Revenues: $13 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Acquisitions; Bank loans; Entrepreneurial finance; Financing; Growth strategy; IPO; Pharmaceuticals industry; Stock offerings
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-201-014), 16p, by Dwight B. Crane, Indra A. Reinbergs
Source: Harvard
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| Kenhar Products, Inc.
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| 21 pp.
| Case
Kenneth F. Harling, Alan DeRoo Kenhar Products, Inc., a Canadian company selling most of its output in the United States, is a world leader in the manufacture of steel fork arms. Kenhar’s major U.S. competitor, Dyson and Sons, has asked the U.S. International Trade Commission to impose a temporary tariff of 35 percent on imported forks. Bill Harrison, Kenhar president, must decide how to respond.
Source: North American Case Research Association, Case Research Journal, Winter 1993, Volume 13, Issue 1. Copyright 1993.
Courses: Business and Society; Business Policy/Strategy; International Business; Operations Management
Topics:
Source: NACRA
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| Kennedy and the Balance of Payments
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| 17 pp.
| Case
Author(s): Yoffie, David B.; Austin, Jane K.
Publication Date: 12/16/1982 Revision Date: 07/15/1985
Product Type: Case (Library)
Product Description: In 1960, the United States was facing a balance of payments problem. Gold reserves were being drained, American products were losing competitiveness, and the dollar was under attack. This case analyzes the roots of this problem, provides an opportunity to discuss in depth balance of payments accounting, and allows students to explore various solutions to balance of payments difficulties. May be used with: (9-384-005) Balance of Payments: Accounting and Presentation.
HBS Number: 9-383-073
Geographic Setting: United States
Event Year Start: 1950Event Year End: 1960
Subjects: Balance of payments; EC single market; Economic policy; International trade; Monetary policy; National competitiveness
Academic Discipline: Business & government
Supplementary Materials: Supplement (Note), (9-384-006), 1p, by David B. Yoffie, Jane K. Austin; Supplement (Note), (9-385-243), 1p, by David B. Yoffie, Jane K. Austin; Teaching Note, (5-385-241), 13p, by David B. Yoffie
Source: Harvard
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| Kent Thiry: “Mayor” of DaVita
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| 15 pp.
| Case
Author(s): George, William W.; Kindred, Natalie
Publication Date: 05/25/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 410065
Geographic Setting: United States; California Number of Employees: 13,000 Gross Revenue: ~3B
Event Year Start: 2005 Subjects: Communication in organizations; Leadership; Change management; Vision; Employee empowerment; Personal strategy & style; Work environments
Academic Discipline: Organizational Behavior & leadership
Product Description: Kent Thiry, CEO of dialysis provider DaVita, is considering how to integrate employees from recently acquired Gambro Healthcare without damaging DaVita’s robust, unconventional internal culture. When Thiry joined DaVita in 1999, breaking an important promise to his family in order to do so, he was determined to create a differentiated company with a community-like culture. Over six years, he had engineered an impressive financial turnaround and successfully developed the strong culture he had envisioned. In late 2004, DaVita acquired arch-rival Gambro Healthcare, whose 12,000 employees would nearly double DaVita in size once the integration is completed in fall 2005. Confident that the deal makes business sense but worried about potential adverse impacts of the integration-especially in light of rumors that Gambro employees are suspicious of Thiry‘s authenticity and critical of DaVita's arguably eccentric culture-Thiry is considering whether to impose DaVita's culture on the new arrivals, or just allow Gambro to operate independently for a period of time.
Source: Harvard
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| Kentucky Fried Chicken (Japan) Ltd.
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| 20 pp.
| Case
Author(s): Bartlett, Christopher A.; Rangan, U. Srinivasa
Publication Date: 11/20/1986 Revision Date: 12/30/1992
Product Type: Case (Field)
HBS Number: 9-387-043
Geographic Setting: Japan; United States Industry Setting: Fast food industry Company Size: large Gross Revenues: $2 billion revenues
Event Year Start: 1970 Event Year End: 1983
Subjects: Business policy; Control systems; Entrepreneurship; International business; Multinational corporations; Strategic planning; Subsidiaries
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-389-006), 11p, by Christopher A. Bartlett
Product Description: Describes the internationalization of the Kentucky Fried Chicken (KFC) fast food chain, focusing on KFC’s entry into Japan. An entrepreneurial country general manager, Lou Weston, battles numerous problems to establish the business and is eventually highly successful. In doing so, Weston ignores or circumvents policies and control from KFC‘s headquarters and becomes very upset when more sophisticated planning, coordination, and control systems begin to constrain his freedom. The case presents both the headquarters and subsidiary perspectives and allows discussion of the conflicts between strategic planning and control and entrepreneurial independence in a multinational company.
Source: Harvard
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| KENYA AIRWAYS (A)
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| 25 pp.
| Case
Munene, C W — United States International University, Kenya
Low, M — Columbia University
Distributor: ecch (www.ecch.com) Reference: 306-285-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2006
Geo location: Nairobi, Kenya Industry: Airlines, transport Size: 3,600 employees Timing: February 2003
Topics: Change management; Strategic management
Abstract: The Kenya Airways Group consisted of Kenya’s national carrier Kenya Airways (KQ), Kenya Airfreight Handling Limited (KAHL), Africa Cargo Handling Limited (ACHL), Flamingo Airlines Limited, Galileo Kenya, and Kencargo Airlines International Limited. After privatisation in 1996, the group had been consistently growing. It had acquired more subsidiaries, more aircraft, was carrying more passengers, and transporting more cargo. In February 2003, Mr Titus Naikuni was hired as the Managing Director and Chief Executive Officer of the group. Profit levels had dropped by 60.2% from the previous year. Something was causing the decline in profits. Mr Naikuni had attended his first weekly business meeting as a guest before the handover from the previous managing director. During this meeting he noticed that the senior management team did not realise that the situation at Kenya Airways was ‘urgent'. Mr Naikuni felt that he needed to identify and deal with the cause of the decline in profits. He wondered whether he would begin his appointment by articulating his vision for the organisation by developing new objectives and goals, or whether he would begin by addressing the profit situation.
Source: ecch
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| KENYA TEA DEVELOPMENT AGENCY: THE ROLE OF INFORMATION SYSTEMS IN ORGANIZATIONS (A)
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| 24 pp.
| Case
Chege, G W — United States International University, Kenya
Mullins, J W — London Business School (LBS)
Low, M — Columbia University
Linge, T — United States International University, Kenya
Distributor: ecch (www.ecch.com) Reference: 906-020-1 Language: English
Category: Knowledge, Information and Communications Systems Management Data source: Field research
Product Year: 2006
Geo location: Kenya Industry: Tea industry Size: 10,000 employees Timing: 1997-2001
Topics: Information technology; Wide area networks; Local area networks; Tea production
Abstract: This case focuses on issues surrounding the computerisation of the Kenya Tea Development Agency (KTDA) at its head office, factories and auction operations in Mombasa, and their interconnection. The case describes the tea industry in Kenya and the functions performed by the major players. It describes the tea manufacturing process in factories managed by KTDA, and shows the company’s organisational structure and the various functions. The reasons that drove the organisation to computerisation have also been discussed. The case dilemma centres around the concept of islands of information as an option KDTA could have taken versus a wide area network (WAN) solution. In the former, KTDA could have created local networked environments at the head office, Mombasa, and at each of the 45 factories in early 2001, without any interconnections between them due to complexity and cost implications. In the WAN option, KTDA had a choice of rolling out a complete solution of local networks at each of its operational sites then interconnecting them with very small aperture terminals (VSAT) technology.
Source: ecch
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| KERALOGIE: L’OREAL‘S SLEEPING BEAUTY
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| 12 pp.
| Case
Kaufmann, L; Finke, J; Hassanzadeh, P; Kreft, S; Michel, M
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 504-094-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2004
Geo location: Germany Industry: (Hair care) beauty product market Size: 13.7 billion euros revenue (2001) Timing: 2002
Topics: Hair care, beauty industry; Marketing; 4P (product, price, promotion, place); Distribution strategy; Pricing; Industry analysis; Branch management; Germany; Product management; SWOT (strengths, weaknesses, opportunities, threats); 5 Forces (rivalry, threa
Abstract: The case centers on Rainer Anskinewitsch, Directeur General of Keralogie Germany, the high-end hair care brand of L’Oreal. He faces a disappointing performance of his business unit. Determined to lead his brand towards a successful future, he has to come up with a convincing strategy. The case starts with an introduction to the beauty industry followed by a brief presentation of L‘Oreal SA, the world's leading beauty company. Additionally, relevant information on L'Oreal's divisional structure and its professional product division are given. The case continues presenting information about the German coiffeur market and competing products. Keralogie's distribution network and image are described in detail, because they are the key for a solution. A set of questions is provided which students can use as a point of reference. The case does not lead to a predetermined conclusion but rather is a starting point for controversial discussion.
Source: ecch
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| KESTREL VENTURES LLC: August 1999
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| 44 pp.
| Case
Author(s): Bruner, Robert F.
Darden ID: UVA-F-1277
Published: 1/11/2000
Copyright Year: 2000
Subject Area: Finance
Keywords: mergers and acquisitions; entrepreneurship; investment analysis; valuation
Teaching Note: UVA-F-1277TN
Abstract: In late 1999, three young entrepreneurs are evaluating which, if any, of four companies to buy. They have been searching for a small business to acquire, using the “search fund” concept to raise capital to finance their acquisition search and, ultimately, their acquisition. The case relates the concept of the search fund and the experience of the three entrepreneurs in their first nine months of operation. The tasks for the student are to evaluate the progress of the entrepreneurs to date and to recommend action on the four investment opportunities. Little numerical figure-work is required; rather, the analytical challenge is in testing the suitability of investments against strategic and financial criteria. The objectives of the case are to: (1) Explore the attributes of efficient and effective acquisition search, (2) Illuminate the concept of a search fund and the requisites for search-fund success, and (3) Exercise students’ skills in the analysis of investment opportunities.
Source: Darden
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| 44 pp.
| Case
Author(s): Bruner, Robert F.
Darden ID: UVA-F-1277
Published: 1/11/2000
Copyright Year: 2000
Subject Area: Finance
Keywords: mergers and acquisitions; entrepreneurship; investment analysis; valuation
Teaching Note: UVA-F-1277TN
Abstract: In late 1999, three young entrepreneurs are evaluating which, if any, of four companies to buy. They have been searching for a small business to acquire, using the “search fund” concept to raise capital to finance their acquisition search and, ultimately, their acquisition. The case relates the concept of the search fund and the experience of the three entrepreneurs in their first nine months of operation. The tasks for the student are to evaluate the progress of the entrepreneurs to date and to recommend action on the four investment opportunities. Little numerical figure-work is required; rather, the analytical challenge is in testing the suitability of investments against strategic and financial criteria. The objectives of the case are to: (1) Explore the attributes of efficient and effective acquisition search, (2) Illuminate the concept of a search fund and the requisites for search-fund success, and (3) Exercise students’ skills in the analysis of investment opportunities.
Source: Darden
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| KEVIN INKSTER AND ARBORTECH: FINDING BETTER WAYS
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| 21 pp.
| Case
Morkel, A — The University of Western Australia
Ganganahalli, S — The University of Western Australia
Mei Tan, M — The University of Western Australia
Distributor: ecch (www.ecch.com) Reference: 601-019-1 Language: English
Category: Production and Operations Management Data source: Field research
Product Year: 2001
Geo location: Australia Industry: Power tools industries Size: SME (Small and medium enterprise) Timing: 1987-1997
Topics: Entrepreneurship; Business start-up; Patents; Innovation; Small business strategies
Abstract: This case is about entrepreneurial attributes exhibited by an Australian entrepreneur from Nannup, a small southwest country town in the timber belt of Western Australia. The growth of Arbortech, the company founded by entrepreneur Kevin Inkster, demanded greater formalisation of management and marketing. So, issues as to how an entrepreneur balances these with innovation, intellectual property and business development and ’finding better ways‘ to capitalise on technology are approached here. The case describes the process of raising seed funds, developing a network of business angels and mentors, barriers encountered in the early stages of marketing, winning prestigious Australian awards and facing the imitators who are breaching the product patent rights. This is a rich case providing an overview of the entrepreneurial activities typically encountered by an entrepreneur during the start-up of a business venture. The case is well suited to engage the students in a class discussion about the entrepreneurial and psychological attributes (need for achievement, locus of control, propensity to take risk and the need for independence). This case contains colour exhibits.
Source: ecch
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| Kevin McCarthy and Westlake Chemical Corp.
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| 12 pp.
| Case
Author(s): Riedl, Edward J.
Publication Date: 02/07/2006 Revision Date: 08/31/2006
Product Type: Case (Field)
HBS Number: 9-106-049
Geographic Setting: United States Industry Setting: Chemical industry Number of Employees: 1,800 Gross Revenues: $1.5 million revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Business cycles; Commodities; Earnings forecasting; Financial analysis; Forecasting; Industry analysis; Performance; Uncertainty; Valuation
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Field), (9-106-064), 2p, by Edward J. Riedl; Teaching Note, (5-106-061), 10p, by Edward J. Riedl
Product Description: Examines forecasting earnings/performance for a commodity chemical firm during a period of high uncertainty, highlighting the combined effects of input process (natural gas), industry capacity/utilization, and cyclicality. Assuming the role of Kevin McCarthy (the top chemical industry analyst in 2004), students must analyze macro, industry, and firm-level data to determine the future performance of this firm.
Source: Harvard
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| Kevin Sharer at Amgen: Sustaining the High-Growth Company
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| 16 pp.
| Case
Author(s): George, Bill; McLean, Andrew N.
Publication Date: 10/05/2005
Product Type: Case (Field)
Product Description: In 2005, Kevin Sharer reflects on the challenges of sustaining the growth and success that have brought Amgen to the position of third-largest U.S. pharmaceuticals company by market capitalization and the challenge of maintaining the higher P/E ratio it traditionally held. Profiles the leadership and development of Sharer, tracing his career from the U.S. Navy through McKinsey and Co., GE, and MCI to his entrance at Amgen as president and COO. Provides information on the history and business of Amgen and its science-based discovery model. Provides information about the protagonist’s career, management style, learning style, aspirations, and motivations. Raises questions about leadership in sustaining discovery-driven growth and leadership succession.
HBS Number: 9-406-020
Geographic Setting: United States Industry Setting: Biotechnology industry Number of Employees: 14,000 Gross Revenues: $10.5 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Corporate strategy; Growth strategy; Leadership; Learning; Management development; Management styles; Personal strategy & style
Academic Discipline: Organizational behavior & leadership
Source: Harvard
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| Kevin Sharer at Amgen: Sustaining the High-Growth Company (A)
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| 16 pp.
| Case
Author(s): George, Bill; McLean, Andrew N.
Publication Date: 10/05/2005 Revision Date: 09/10/2008
Product Type: Case (Field)
HBS Number: 406020
Geographic Setting: United States Industry Setting: Biotechnology industry Number of Employees: 14,000 Gross Revenues: $10.5 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Corporate strategy; Growth strategy; Leadership; Learning; Management development; Management styles; Personal strategy & style
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (409037), 5p, by William W. George
Product Description: In 2005, Kevin Sharer reflects on the challenges of sustaining the growth and success that have brought Amgen to the position of third-largest U.S. pharmaceuticals company by market capitalization and the challenge of maintaining the higher P/E ratio it traditionally held. Profiles the leadership and development of Sharer, tracing his career from the U.S. Navy through McKinsey and Co., GE, and MCI to his entrance at Amgen as president and COO. Provides information on the history and business of Amgen and its science-based discovery model. Provides information about the protagonist’s career, management style, learning style, aspirations, and motivations. Raises questions about leadership in sustaining discovery-driven growth and leadership succession.
Source: Harvard
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| Kevin Simpson
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| 13 pp.
| Case
Author(s): Hill, Linda A.; Conrad, Melinda B.
Publication Date: 03/02/1992 Revision Date: 03/27/1995
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 492041
Geographic Setting: Massachusetts
Event Year Start: 1990 Event Year End: 1990
Subjects: Power & influence; Career planning
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Case Teaching Note, (494088), 21p, by Linda A. Hill, Katherine S. Weber; Video Supplement, (494516), 0p, by Linda A. Hill, Katherine S. Weber
Product Description: Follows Kevin Simpson, a second-year Harvard Business School 1990 student, through his job search to his final decision between two very attractive but different job offers: a job as an international marketing manager at Eli Lilly and Co., a leading multinational health product corporation; and a position as the assistant to the president of Haemonetics, an entrepreneurial company in the biomedical equipment field. Addresses the factors Simpson should consider when making job choices as well as the issues he faces as an African-American professional.
Source: Harvard
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| 13 pp.
| Case
Hill, Linda A.; Conrad, Melinda B.
Follows Kevin Simpson, a second-year Harvard Business School 1990 student, through his job search to his final decision between two very attractive but different job offers: a job as an international marketing manager at Eli Lilly and Co., a leading multinational health product corporation; and a position as the assistant to the president of Haemonetics, an entrepreneurial company in the biomedical equipment field. Addresses the factors Simpson should consider when making job choices as well as the issues he faces as an African-American professional.
HBS Number: 9-492-041 Type: Case (Field)
Publication Date: 3/2/1992 Revision Date: 3/27/1995
Geographic Setting: Boston, MA
Event Year Start: 1990 Event Year End: 1990
Subjects: Biotechnology; Careers & career planning; Medical supplies; Pharmaceuticals; Power & influence
Supplementary Materials: Case Video, (9-494-516), 12 min, by Linda A. Hill, Katherine S. Weber; Teaching Note, (5-494-088), 21p, by Linda A. Hill, Katherine S. Weber
Source: Harvard
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