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Case Javed, M — Air University Bhatti, A — Air University Distributor: ecch (www.ecch.com) Reference: 409-027-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: Cement Size: 200 employees Topics: 180 degree performance appraisal; Communication gap; Employee promotion; Cement industry Abstract: This case is about Mr Imran who is employed as an Assistant Manager of Marketing in Sky Cement Company Limited (SCCL). A very hard working and devoted employee, he was not promoted in seven years of service in spite of his good record. Mr Imran applied to the general manager of marketing on the issue of his promotion. SCCL is following a 180 degree performance appraisal process, this performance evaluation is done once a year and feedback is not given to the concerned employees. They had no right of appeal against the assessment made by the immediate boss.
Case Tavcar, M — ISKRA Commerce Distributor: ecch (www.ecch.com) Reference: 490-001-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 1990 Geo location: Denmark Industry: Import and distribution Size: Small Timing: 1980 Topics: Bankruptcy; Career and career planning; Human resources; Job satisfaction; Management style; Leadership and authority; Subsidiaries Abstract: The successful manager of a large Yugoslavian manufacturing company undertakes to manage a small trading subsidiary in Denmark. Due to lack of cultural adaptation he makes a series of mistakes, which bring the subsidiary to the verge of bankruptcy. The case is designed to enhance the understanding of cultural differences and of the need to adapt business strategy to a different environment.
Case Author(s): James G. Clawson Description: This note outlines a simple but powerful model, in managerial language, for understanding why people behave the way they do. The model builds a set of relationships among perceptions, beliefs, conclusions, defense mechanisms, and behavior. The note provides a framework that has been useful in a variety of settings for practicing managers. Subjects: interpersonal relations; interpersonal behavior; relations; Darden ID: OB-0744 Teaching Note: N/A
Article Asakawa, Jun The new managing director of Yoshihira Heavy Industries proposes to implement a two-month vacation plan. Although finding volunteers for an initial vacation experiment is difficult, eventually a few come forward. Later many of the vacationers decide to defect from the company altogether. This was the result the director had in mind all along, as a way to deal with the middle management squeeze. At the story’s end, two commentators (one American, one Japanese) offer their perspectives on the issues. HBS Number: 91302 Type: Harvard Business Review Article Publication Date: 5/1/1991 Subjects: Employee benefits; International business; Japan; Management styles; Middle management; Personnel selection
20. Lenovo’s Purchase of IBM‘s PC Division Author(s): Young, Michael; Chen, Yuan Yi Case Number: DLE5020 Publication Date: 2009 Revision Date: N/A Event Year Start: 2001 Event Year End: 2009 Geographic Setting: International Industry Setting: Computers Courses: Business; Management and Organization; Strategic Management Course Sequence: Corporate-level Strategy; International Strategy Subjects: Business Policy; Competitive Strategy; Asset Analysis; Corporate Culture; Product Development Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Excel Description: Lenovo Computer, the largest PC manufacturer in China, acquired IBM Corporation’s PC division in May 2005. Was this acquisition the best way to expand in the international market, or would organic growth have been a better choice for this Chinese company?
41. The Lincoln Electric Company, 1996 Author(s): Sharplin, Arthur; Seeger, John A. Description: As The Lincoln Electric Company, a leading producer of arc-welding products famous for its happy workforce and Incentive Management System, celebrated its centennial in 1995 and went public the same year, growing discontent in the workforce and increased public scrutiny of employee bonuses lead management to question whether Lincoln’s famous pay system was consistent with the firm’s obligations to its public stockholders. This case focuses on the employee incentive program which brought thousands of managers to their headquarters every year for seminars, and also brought down the wrath of stockholders and ugly questions on policy from Business Week and the New York Times. The case also includes information leading to a discussion of whether Lincoln’s incentive bonus program would work in the company’s international factories where cultures, and therefore employee motivation, might be quite different from the U.S.A. Students might be interested to debate whether Lincoln’s pay schemes could survive rapid growth and globalization, and the changing U.S. employee environment. Publication Date: 1997 Revision Date: 1997 Event Year Start: 1992 Event Year End: 1996 Geographic Setting: International Industry Setting: Manufacturing/Welding Equipment Courses: Business/Management and Organization/Strategic Management/Organizational Behavior/Human Resource Management Course Sequence: Strategic Leadership; Intellectuial Assets; International Strategy Subjects: Business Policy; International Management; Leadership; Mission & Goals; Performance Management; Incentives; Corporate Culture; Country Culture; Employee Communication Supplements: Teaching Note Case Number: DLE3041
41. The Lincoln Electric Company, 1996 Author(s): Sharplin, Arthur; Seeger, John A. Description: As The Lincoln Electric Company, a leading producer of arc-welding products famous for its happy workforce and Incentive Management System, celebrated its centennial in 1995 and went public the same year, growing discontent in the workforce and increased public scrutiny of employee bonuses lead management to question whether Lincoln’s famous pay system was consistent with the firm’s obligations to its public stockholders. This case focuses on the employee incentive program which brought thousands of managers to their headquarters every year for seminars, and also brought down the wrath of stockholders and ugly questions on policy from Business Week and the New York Times. The case also includes information leading to a discussion of whether Lincoln’s incentive bonus program would work in the company’s international factories where cultures, and therefore employee motivation, might be quite different from the U.S.A. Students might be interested to debate whether Lincoln’s pay schemes could survive rapid growth and globalization, and the changing U.S. employee environment. Publication Date: 1997 Revision Date: 1997 Event Year Start: 1992 Event Year End: 1996 Geographic Setting: International Industry Setting: Manufacturing/Welding Equipment Courses: Business/Management and Organization/Strategic Management/Organizational Behavior/Human Resource Management Course Sequence: Strategic Leadership; Intellectuial Assets; International Strategy Subjects: Business Policy; International Management; Leadership; Mission & Goals; Performance Management; Incentives; Corporate Culture; Country Culture; Employee Communication Supplements: Teaching Note Case Number: DLE3041
Case Author(s): Star, Stephen H. Publication Date: 03/03/1975 Revision Date: 04/29/1985 Product Type: Case (Field) Product Description: Describes designing an advertising or promotion program to sustain the momentum on L’eggs successful market entry. HBS Number: 9-575-090 Geographic Setting: United States Industry Setting: Hosiery Company Size: mid-size Subjects: Advertising strategy; Apparel; Market research; Sales promotions; Test markets Academic Discipline: Marketing
Case Frederick W. LangrehrThe Dutch manager for the French L’Oreal firm must decide whether to introduce two beauty care product lines in the Netherlands. She asks her market manager to review their prior market research and to develop marketing mixes if he recommends the product launches. 1994 Source: North American Case Research Association Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: International Business; Marketing Management Topics:
Case Author(s): Dolan, Robert J. Publication Date: 10/23/1997 Product Type: Other Product Description: L’Oreal‘s strategy is to “trickle down” technology over time from high-end outlets like department stores to mass markets, such as drugstores. The mass market brand Plenitude has become the market leader in France but sales in the United States has been such that even eight years after introduction the product continues to lose money. The case presents qualitative market research data to enable students to diagnose the problem and develop an action plan. Teaching Purpose: To discuss problem diagnosis and development of a full marketing plan to turnaround a situation. Includes color exhibits. HBS Number: 9-598-056 Geographic Setting: France, United States Industry Setting: cosmetics Gross Revenues: $1 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Consumer behavior; Cosmetics; Distribution channels; France; International business; Market research; Pricing; Product positioning Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-599-017), 15p, by Robert J. Dolan
Teaching Note For use with 9-598-056 HBS Number: 5-599-017 Subjects: Consumer behavior; Cosmetics; Distribution channels; France; International business; Market research; Pricing; Product positioning
Case Franch, J — ESADE Distributor: ecch (www.ecch.com) Reference: 501-011-1 Language: English Category: Marketing Data source: Field research Product Year: 2001 Topics: Strategic vision; Competitive position; Strategic priorities; Global marketing vs multi-domestic marketing; Pan-European marketing; Entry strategies; Product and brand management Abstract: This is the first of a two-case series (501-011-1 and 501-012-1). This case study discusses how L’Oreal decided to become a leader in the European shampoo market, a market that only a few years earlier had not been a company priority because competition was very much based on price and margins were too narrow. Elseve was L‘Oreal's shampoo brand leader in the French market and the challenge for the company was to make it a leader throughout Europe. The immediate issue of this case is to discuss the definition of strategic priorities in the international marketing of Elseve, one of the L'Oreal brands, while providing a global view of the European market. This case study is suitable for use very early in a course on International Marketing or Global Marketing, possibly in the second or third class, when dealing with the issue of international competitive marketing strategies. A video 'L'Oreal: A True Partnership' (501-011-3) is available to accompany the case series. This version contains colour exhibits. There is a multimedia version of this case series that can be used instead of the paper version '501-011-0'. **EFMD European Case Writing Competition Category Winner 2001**
Case Franch, J — ESADE Distributor: ecch (www.ecch.com) Reference: 501-012-1 Language: English Category: Marketing Data source: Field research Product Year: 2001 Geo location: Europe Industry: Cosmetics and toiletries Size: Global Timing: 1997-1998 Topics: Strategy implementation; Adaptation of a global strategy; Balancing global strategy and local demand; Cross-national management; Co-ordination headquarters-subsidiaries Abstract: This is the second of a two-case series (501-011-1 and 501-012-1). The case study discusses the implementation of a global strategy in five different European markets -France, Germany, Italy, Spain and the UK- which are relevant to the case because they are the largest European markets, there are significant market and consumer differences between them, and L’Oreal and Elseve are in very different situations in each one of these markets. Case (B) is ideal for use in the closing session of a course in International Marketing or Global Marketing. Discussion would focus on how to implement global strategies in local markets and how to find a balance between global strategies and their adaptation to local markets and cultures. A video ‘L'Oreal: A True Partnership' (501-011-3) is available to accompany the case series. There is a multimedia version of the case series that can be used instead of the paper version '501-011-0'.
Case Author(s): Jones, Geoffrey G.; Kiron, David; Dessain, Vincent; Sjoman, Anders Publication Date: 04/28/2005 Revision Date: 02/02/2006 Product Type: Case (Field) Product Description: Examines L’Oreal‘s acquisition of leading U.S. cosmetics brands, including Maybelline, Redken, and Kiehl's, and their subsequent renewal and globalization. Reviews the history of L'Oreal, now the world's largest cosmetics company, from its origins in France in 1907. The company entered the United States in 1953, and from 1990, expanded rapidly with the acquisition of U.S. brands, which were renewed and then taken international. Focuses on Kiehl's — since 1851, a quirky New York luxury brand -- which L'Oreal acquired in 2000 and is now expanding globally. Shows how L'Oreal developed a portfolio of U.S. and European brands that are now sold globally. Explores the corporate strategy and marketing challenges facing consumer products firms as they globalize and how acquisitions can facilitate globalization. HBS Number: 9-805-086 Geographic Setting: United States Industry Setting: Cosmetic Gross Revenues: $15.5 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Acquisitions; Brands; Business history; Entrepreneurship; Globalization; International business; Strategy formulation Academic Discipline: Competitive strategy
Case Author(s): Dolan, Robert J. Publication Date: 10/23/1997 Product Type: Color Case HBS Number: 598056 Geographic Setting: France; United States Industry Setting: Cosmetic Gross Revenues: $1 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Consumer behavior; Distribution channels; International business; Market research; Pricing; Product positioning Academic Discipline: Marketing Supplementary Materials: Teaching Note, (599017), 15p, by Robert J. Dolan Product Description: L’Oreal‘s strategy is to “trickle down” technology over time from high-end outlets like department stores to mass-markets, such as drugstores. The mass market brand Plenitude has become the market leader in France, but even eight years after introduction in the United States, the product continues to lose money. The case presents qualitative market research data to enable students to diagnose the problem and develop an action plan. Includes color exhibits.
Case Author(s): Tao, Zhigang; Dongya, Li Publication Date: 04/11/2006 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU570 Geographic Setting: China Industry Setting: Cosmetic Subjects: Competitive environment; Emerging markets; Expansion; Growth strategy; International business; Mass markets; Mergers & Acquisitions Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (HKU571), 6p, by Zhigang Tao, Li Dongya Product Description: The world’s leading cosmetics companies are competing with — and buying — local cosmetics firms for a share of China‘s vanity cash. French cosmetics giant L'Oreal is grabbing a major share of the Chinese make-up market. The company recently announced its acquisition of Chinese cosmetic brand Yue-Sai. The surprising announcement came just 45 days after L'Oreal made a successful bid for Raystar Cosmetics (Shenzhen) Co. Ltd's skin-care brand, Mininurse, at the beginning of the year. L'Oreal has been very successful in China's high-end and middle-segment cosmetic markets. The recent two acquisitions, however, indicate that L'Oreal is focusing more on the mass market and shows its determination to step up the pace of its growth in China. It also indicates how red-hot the cosmetics trade has become in China. What competition is situation L'Oreal facing? How can L'Oreal retain its leading position in China? Is it through more acquisitions or improving on its own products? What will be the impact of the future tariff reduction? May be used with: (HKU413) China Cosmetics Industry 2005.
Case Author(s): Bagley, Constance E.; Williams, DD Publication Date: 02/22/2005 Product Type: Case (Field) Product Description: On the plane back to New York City, L. Londell McMillan focused on the music on his headphones, the latest offering from his friend and long-time client, Prince Rogers Nelson — the artist known as “Prince.” McMillan and Prince had spent several days contemplating a strategy for the release of Musicology, Prince’s newest album-length recording. As McMillan reflected on their discussions, the infectious music on his headphones underscored the enormous commercial potential of this project. To realize the full value of that potential, however, McMillan would have to work with Prince to craft and execute a carefully developed plan to market and distribute the album. HBS Number: 9-805-084 Geographic Setting: New York, NY Industry Setting: Entertainment industry Number of Employees: 20 Event Year Start: 2002 Event Year End: 2002 Subjects: Contracts; Distribution planning; Entertainment; Legal aspects of business; Marketing planning Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-806-144), 6p, by Constance E. Bagley
Case Author(s): Hennessy, Peter R.; Hennessy, Peter R. Darden ID: UVA-F-0673 Published: 3/28/1991 Revised: 2/1/1990 Copyright Year: 1985 Subject Area: Finance Keywords: banking, loan evaluation; credit analysis; employee stock ownership; loan evaluation; diverse protagonist, female; valuation; diversity Teaching Note: UVA-F-0673TN Abstract: Should Wachovia Bank and Trust lend the ESOP of Starrett the money to purchase shares? The required tasks involve a standard credit analysis and the valuation of Starrett’s shares.
Case Author(s): Hennessy, Peter R.; Hennessy, Peter R. Darden ID: UVA-F-0673 Published: 3/28/1991 Revised: 2/1/1990 Copyright Year: 1985 Subject Area: Finance Keywords: banking, loan evaluation; credit analysis; employee stock ownership; loan evaluation; diverse protagonist, female; valuation; diversity Teaching Note: UVA-F-0673TN Abstract: Should Wachovia Bank and Trust lend the ESOP of Starrett the money to purchase shares? The required tasks involve a standard credit analysis and the valuation of Starrett’s shares.
Case Brentt Eads, Julius S. BrownL.A. Gear executives face the dilemma of whether to continue expansion both domestically and overseas or pursue a retrenchment strategy. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1991. Courses: Advertising; Business Policy/Strategy; Entrepreneurship; Marketing Topics:
Case A.J. Almaney In 1990 investors became concerned that LA Gear was losing its appeal to young women. In 1991 and 1992, it lost $45 and $72 million. To enhance its credit rating, it arranged to have Trefoil Capital Investors acquire 34% of the company. Its internal operations underwent major restructuring and its retrenchment strategy was designed. Now L.A. Gear faces a questionable future. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994. Courses: Business Policy/Strategy Topics:
Case Author(s): Cardona, Pablo; Araiza, Eduardo Publication Date: 02/01/2000 Revision Date: 10/02/2000 Product Type: Case (Field) Publisher: IESE University of Navarra Product Description: Describes L. L. Bean’s first attempts to venture into the Latin American market and raises the question of how business values can be translated into what for the North American company was a very different cultural context. HBS Number: IES088 Subjects: Clothing; Cross cultural relations; International business; Retailing Academic Discipline: General management
Case Author(s): Tucker, Frank L. Publication Date: 08/20/1965 Revision Date: 12/10/1987 Product Type: Case (Field) Product Description: Discusses the development and operations of a small manufacturing and mail order company doing $3 million sales. L.L. Bean operates in violation of most reasonable business principles, but it is profitable and growing. HBS Number: 9-366-013 Geographic Setting: Freeport, ME Industry Setting: retail and mail order Subjects: Buy or make decisions; Direct marketing; Non-store retailing; Planning; Public relations; Recreational equipment; Retailing Academic Discipline: General management
Case Author(s): Takeuchi, Hirotaka; Merliss, Penny Pittma Publication Date: 06/01/1981 Revision Date: 05/18/1988 Product Type: Case (Field) Product Description: L.L. Bean, Inc., a Maine-based manufacturer and mail-order retailer of sporting goods and apparel, has grown from $3 million in sales (1967) to over $120 million (1980). Current projections predict an annual compounded growth of 25% through 1985. Management must decide how to achieve this growth: through mail order, by opening more retail stores, by increasing manufacturing operations, or by going international. In managing growth, the company president is determined to maintain the highly personal service, excellent product quality, and friendly, informal working environment which he considers key to the company’s popularity with customers and employees. HBS Number: 9-581-159 Geographic Setting: United States Industry Setting: mail order retailing, sporting goods Gross Revenues: $120 million sales Event Year Start: 1981 Event Year End: 1981 Subjects: Direct marketing; Distribution planning; Growth strategy; Recreational equipment; Retailing; Strategic planning Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-591-086), 10p, by Walter J. Salmon, David Wylie
Teaching Note For use with 9-581-159 HBS Number: 5-591-086 Subjects: Direct marketing; Distribution planning; Growth strategy; Recreational equipment; Retailing; Strategic planning
Case Author(s): Schleifer, Arthur , Jr. Publication Date: 10/27/1992 Revision Date: 09/07/1993 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 893003 Geographic Setting: Maine Gross Revenue: $600 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Inventory management; Order processing; Forecasting; Managing uncertainty; Risk management; Direct marketing Academic Discipline: Negotiations Supplementary Materials: Case Teaching Note, (895057), 11p, by Arthur Schleifer Product Description: L.L. Bean must make stocking decisions on thousands of items sold through its catalogs. In many cases, orders must be placed with vendors twelve or more weeks before a catalog lands on a customer’s doorstep, and commitments cannot be changed thereafter. As a result, L.L. Bean suffers annual losses of over $20 million due to stockouts or liquidations of excess inventory. Provides a context in which buying decisions that balance costs of overstocking and understocking when demand is uncertain are made and implemented on a routine basis.
Case Author(s): Schleifer, Arthur, Jr. Publication Date: 10/27/1992 Revision Date: 09/07/1993 Product Type: Case (Field) Product Description: L.L. Bean must make stocking decisions on thousands of items sold through its catalogs. In many cases, orders must be placed with vendors twelve or more weeks before a catalog lands on a customer’s doorstep, and commitments cannot be changed thereafter. As a result, L.L. Bean suffers annual losses of over $20 million due to stockouts or liquidations of excess inventory. Provides a context in which buying decisions that balance costs of overstocking and understocking when demand is uncertain are made and implemented on a routine basis. HBS Number: 9-893-003 Geographic Setting: Maine Industry Setting: direct marketing Company Size: large Gross Revenues: $600 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Direct marketing; Forecasting; Inventory management; Uncertainty Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-895-057), 11p, by Arthur Schleifer Jr.
Case Author(s): Lal, Rajiv; Salmon, Walter J.; Weber, James Publication Date: 03/31/2004 Product Type: Case (Field) HBS Number: 9-504-080 Geographic Setting: United States, Maine Industry Setting: catalog sales Number of Employees: 6,000 Gross Revenues: $1.5 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Catalogs; Global Research Group; Growth strategy; Retailing Academic Discipline: Competitive strategy Product Description: In mid-2003, CEO Chris McCormick felt L.L. Bean was in a good position to begin to grow again. For nearly 90 years, the company had sold clothing and gear for outdoor enthusiasts through its catalogs and a single retail store in Freeport, Maine. In the three decades prior to 1996, sales growth averaged nearly 20% per year. In 1995, sales hit $1 billion, but stagnated for the next six years — growing at less than 2% annually. The company responded with a structural reorganization and investment in its Internet sales channel. In 2002 and early 2003, McCormick led an effort to reduce overhead and improve its internal systems, including the elimination of 1,000 jobs — which reduced year-round headcount by nearly 15%. After these initiatives, the company remained profitable and enjoyed a strong balance sheet, but sales growth remained near zero. Most significantly, between 2000 and 2002, L.L. Bean opened three retail stores in shopping malls outside Maine. McCormick viewed these three stores as the first of a chain of stores that would form a new selling channel and enable L.L. Bean to grow. Early results from the three new stores were below expectations; L.L. Bean spent significant time examining its retail store activities in an attempt to learn where it could improve. As the company began to apply those lessons in the stores, performance picked up, fueling McCormick’s optimism that L.L. Bean could grow wi Source: Harvard
Case Assens, C — Universite de Rouen Bouteiller, C — Reims Management School Evans, D — Reims Management School Distributor: ecch (www.ecch.com) Reference: 304-409-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2004 Geo location: Paris, France Industry: Water treatment Timing: 1990 Topics: Networks; Co-operative management; Integration; French management practices; De-centralised management; Balanced interdependence; Internal competition; Collaborative learning Abstract: The case study focuses primarily on the workings of corporate networks. The dynamics of networking are dealt with in turn, from a global perspective and then from a more local setting. The global dynamics describe the historical stages of the creation of La Compagnie Generale des Eaux (later to become Vivendi) and enable us to understand the causes of the emergence of a network organisation and to underline the main traits of its structure and management. The local dynamics of networking are highlighted in the second part by the illustration of 5 practical cases. Each case allows us to better comprehend how, and to what extent, apparently conflicting principles such as the hierarchical relations between headquarters and subsidiary, internal competition and the defence of collective interests are applied. Teaching materials include the case study, a very detailed teaching note, a technical note (with slides) ’304-409-6‘ and a full bibliography.
Technical note Assens, C — Universite de Rouen Bouteiller, C — Reims Management School Evans, D — Reims Management School Distributor: ecch (www.ecch.com) Reference: 304-409-6 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2004 Geo location: Paris, France Industry: Water treatment Timing: 1990 Topics: Networks; Co-operative management; Integration; French management practices; De-centralised management; Balanced interdependence; Internal competition; Collaborative learning Abstract: This technical note is to accompany the case ’304-409-1‘. The abstract of the case is as follows: The case study focuses primarily on the workings of corporate networks. The dynamics of networking are dealt with in turn, from a global perspective and then from a more local setting. The global dynamics describe the historical stages of the creation of La Compagnie Generale des Eaux (later to become Vivendi) and enable us to understand the causes of the emergence of a network organisation and to underline the main traits of its structure and management. The local dynamics of networking are highlighted in the second part by the illustration of 5 practical cases. Each case allows us to better comprehend how, and to what extent, apparently conflicting principles such as the hierarchical relations between headquarters and subsidiary, internal competition and the defence of collective interests are applied. Teaching materials include the case study, a very detailed teaching note, a technical note (with slides) and a full bibliography.
Case Author(s): Elizabeth M.A. Grasby; Neeta Khera Publication Date: 6/14/2005 Revision Date: 4/29/2008 Product Type: Case Teaching Note: 8B05A11 Ivey ID: 9B05A011 Geographic Setting: Mexico Industry Setting: Hotels, Rooming Houses, Camps Size: Medium Year of Event: 2004 Level of Difficulty: 1 - Introductory Subjects: Market Strategy; Consumer Analysis; Pricing Strategy; Break-Even Analysis Major Disciplines: International; Marketing Product Description: The vice-president of a resort hotel in San Felipe, Mexico must deal with low winter sales levels. Students will gain experience in assessing the current marketing strategy, analyzing the fit of a new opportunity, making pricing decisions, designing a promotional campaign and calculating market share; and receive practice in using breakeven analysis and in analyzing an opportunity from both a qualitative and quantitative standpoint.
Case Author(s): Elizabeth M.A. Grasby; Neeta Khera Publication Date: 6/14/2005 Revision Date: 4/29/2008 Product Type: Case Teaching Note: 8B05A11 Ivey ID: 9B05A011 Geographic Setting: Mexico Industry Setting: Hotels, Rooming Houses, Camps Size: Medium Year of Event: 2004 Level of Difficulty: 1 - Introductory Subjects: Market Strategy; Consumer Analysis; Pricing Strategy; Break-Even Analysis Major Disciplines: International; Marketing Product Description: The vice-president of a resort hotel in San Felipe, Mexico must deal with low winter sales levels. Students will gain experience in assessing the current marketing strategy, analyzing the fit of a new opportunity, making pricing decisions, designing a promotional campaign and calculating market share; and receive practice in using breakeven analysis and in analyzing an opportunity from both a qualitative and quantitative standpoint.
Case Author(s): Elizabeth M.A. Grasby; Neeta Khera Publication Date: 6/14/2005 Revision Date: 4/29/2008 Product Type: Case Teaching Note: 8B05A11 Ivey ID: 9B05A011 Geographic Setting: Mexico Industry Setting: Hotels, Rooming Houses, Camps Size: Medium Year of Event: 2004 Level of Difficulty: 1 - Introductory Subjects: Market Strategy; Consumer Analysis; Pricing Strategy; Break-Even Analysis Major Disciplines: International; Marketing Product Description: The vice-president of a resort hotel in San Felipe, Mexico must deal with low winter sales levels. Students will gain experience in assessing the current marketing strategy, analyzing the fit of a new opportunity, making pricing decisions, designing a promotional campaign and calculating market share; and receive practice in using breakeven analysis and in analyzing an opportunity from both a qualitative and quantitative standpoint.
Case Author(s): Singh, Satyendra ; Morin, Martine Publication Date: 02/26/2007 Product Type: Case Publisher: Ivey School of Bus/UWO HBS Number: 907A07 Geographic Setting: Canada Subjects: Breakeven analysis; Cross cultural relations; Marketing; Feasibility studies Academic Discipline: Operations management Product Description: The director of La Liberte, a French not-for-profit weekly newspaper, needed to revitalize the newspaper as sales had been declining consistently for the past 15 years. The newspaper’s mission was to serve the French community in Manitoba, Canada. Survival of a French newspaper was essential for the French culture in the community. To reverse the negative sales trend, the director conducted a survey. Based on the findings of the survey, the director had to balance his desire to serve the French community with the need to be financially viable.
Case Author(s): Satyendra Singh; Martine Morin Publication Date: 2/26/2007 Product Type: Case (Field) Ivey ID: 9B07A007 Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Size: Small Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Not-For-Profit Marketing; Cross Cultural Management; Feasibility Analysis; Break-Even Analysis Major Disciplines: Entrepreneurship; International; Marketing Product Description: The director of La Liberte, a French not-for-profit weekly newspaper, needed to revitalize the newspaper as sales had been declining consistently for the past 15 years. The newspaper’s mission was to serve the French community in Manitoba, Canada. Survival of a French newspaper was essential for the French culture in the community. To reverse the negative sales trend, the director conducted a survey. Based on the findings of the survey, the director had to balance his desire to serve the French community with the need to be financially viable.
Case Metais, E — EDHEC - Business School Meschi, P X — Euromed Marseille Ecole de Management Hourquet, P G — EDHEC - Business School Jemel, H — EDHEC - Business School Distributor: ecch (www.ecch.com) Reference: 305-558-1 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 2005 Geo location: France Industry: Military (Navy) Size: Large Timing: 17th century Topics: Vision; Strategic intent; Royal Navy; History; Leadership; Strategic resources; Core competences; Organisational capabilities; Resource-based theory; Creative tension Abstract: This case looks at the extraordinary revival of the French Navy in the second half of the 17th century, at the instigation of Louis XIV and Colbert. In 1661 the navy was in tatters and virtually abandoned. There were very few ships left, the ports and arsenals were dilapidated, the harbours silted up and theft was rife. During the following decades, a concerted effort was made to turn France into a leading naval power, which it eventually became. The case focuses on the main elements leading up to this transformation, the central players, the key moments, details of the reorganisation of the military-industrial network and the ensuing results. The teaching objectives are: (1) to develop the participants? awareness of the factors involved in the implementation of a strategic vision through the analysis of a specific situation: the different elements, the difficulties, the various stages etc; (2) to understand how, by defining highly ambitious goals, an organisation can generate unconventional strategies and thus transform the rules of the competitive game; and (3) more generally, to think about managerial structures able to support the introduction of a strategic plan. A teaching note supplement ?305-558-9? is available to accompany the t Source: ecch
Case Author(s): George Athanassakos; Muhammad Fuad Farooqi Publication Date: 1/9/2009 Product Type: Case (Library) Ivey ID: 9B08N022 Geographic Setting: United States Industry Setting: Furniture and Fixtures Size: Medium Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Value Investing; Resource Allocation; Business Valuation; Valuation; Investments; Investment Analysis Major Disciplines: Finance Product Description: In September, 2005 an investment analyst had recommended to the investment committee of Optimal Funds (the Fund) to invest $10 million in La-Z-Boy, in addition to the $20 million that the Fund had already invested. The analyst believed La-Z-Boy represented strong value yet, having only been on the job less than one year, he knew that he needed to provide sound judgment and analysis to convince the investment committee and to maintain his credibility. After determining the entry price for La-Z-Boy shares, the analyst was requested by the committee to provide several additional pieces of information including valuation and entry-price determination; comments on the higher beta and lower price-to-earnings ratio as compared to its industry average; risks and appropriate mitigation efforts of devoting 12 per cent of the fund to a single company (La-Z-Boy); diversification efforts of the fund; and comments on the fund?s overall investment strategy. The analyst knew several other analysts were providing their own investment recommendations to the investment committee and that he had only two days to develop and strengthen his case for investing in La-Z-Boy.
Case Author(s): James E. Hatch; David Jagodzinski Publication Date: 5/14/2009 Product Type: Case (Field) Teaching Note: 8B09N11 Ivey ID: 9B09N011 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Medium Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Health sector; Initial public offerings; Financial strategy; Financing Major Disciplines: Finance Product Description: LAB International (LAB) has two divisions that have vastly different strategies. The research and development division has a continuing need for funding and a high degree of risk, while the contract research division is a cash generator and is less risky. LAB is attempting to raise additional capital but believes that the shares of the company are undervalued in the market. It is contemplating a spinoff of one of the divisions to raise the funds and to make each company more of a pure play and therefore to achieve a more appropriate market valuation. Students must assess the merits of this strategy and place a value on the spinoff.
Case Arthur SharplinLabatt’s team attempted major acquisitions in the U.K., then on the Continent. When those efforts failed, the team settled on two small Italian brewers, Prinz Brau and Birra Moretti. The deals were ready to close when serious problems were discovered at Prinz. Labatt‘s board had approved the two acquisitions as a package; Prinz could not be omitted. And the window of opportunity for any acquisition seemed to be closing rapidly as a major shareholder pressed Labatt for cash. Source: North American Case Research Association, Case Research Journal, Vol. 15, Issue 2, Spring 1995. Copyright 1995. Courses: Business Policy/Strategy; Finance; International Business Topics:
Case Lecraw DJ; Ager D; Andron A Labatt Breweries of Canada introduced its Ice Beer to the Canadian market, it gained rapid acceptance by consumers, and has spawned imitators and attracted the interest of brewers in the United States. The president of Labatt Breweries, Hugo Powell,must decide if and how Labatt should enter the U.S. market with its product and new brewing technology. The case provides information on the Canadian and United States beer markets, pointing out the differences that Labatt has to consider in tryingto profit from its new product in the U.S. An in-depth note (9A97H006) is available to accompany this case. Industry: Food and Kindred Products Issues: Doing Business in the U.S., New Products, Industry Analysis Location: Canada/USA Size: Large organization Year of event: 1993 Level: Undergraduate/MBA Revised: 15/09/1998 Ivey #: 9A94H010
Case Fry JN; Ager D This case explores a proposal by Labatt management to purchase a 22% interest in a Mexican brewing business and strike associated agreements for cooperative activities throughout North America. An evaluation of the deal requires an assessment of theprospects of the venture in the Mexican and U.S. beer markets, the potential for synergies in the cooperative activities, and ultimately the pricing and financing of an investment in a developing economy.This case is similar to “Una Cerveceria Por Favor: Labatt Buys Into Mexico”, case 9A95G013, in that it varies primarily in the time perspective from which the issues are addressed. Only one of these cases is necessary in a course. Ivey Number: 9A96G003 Publication Date: 14/07/1996 Revision Date: 4/6/2001 Geographic Setting: Mexico/Canada/USA Industry Setting: Food and Kindred Products Company Size: Large organization Event Year Start: 1994 Subjects: Strategic Alliances, Market Analysis, Corporate Strategy, Developing Countries Functional Area: General Management
Case Sogra, K J — (NIMS) NUST Institute of Management Sciences Rahman, A A — (NIMS) NUST Institute of Management Sciences Distributor: ecch (www.ecch.com) Reference: 406-073-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2006 Geo location: United Arab Emirates, Middle East Industry: Garments industry Size: 200 employees Timing: 2004-2005 Topics: Pakistan; Bangladesh; India; UAE (United Arab Emirates); Labour unions; Labour disputes; Human resource management; Culture; Language Abstract: He walked into his office passing the usual smiles and exchanging the usual glances with his office people. He reached his room, settled his coat on the coat hanger on the left side corner, pulled up his chair and sat down. He grabbed the envelopes sophisticatedly placed on his desk by his secretary. While opening the letters and going through them he called for a cup of coffee. He paused a little when he saw a mail from his UAE (United Arab Emirates) factory office. Somehow he could sense that something was going utterly wrong and so it turned out to be. He read the mail and leaned on the back of his plush chair, plunging into deep thoughts and worries; he started staring at the monitor screen which was actually turned off.
Case Author(s): McCraw, Thomas K. Publication Date: 07/09/1991 Revision Date: 03/15/1995 Product Type: Case (Library) Product Description: A vehicle for a discussion of the growth of organized labor between the World Wars. HBS Number: 9-391-257 Geographic Setting: United States Event Year Start: 1920 Event Year End: 1940 Subjects: Business history; Labor relations; Labor unions Academic Discipline: Business & government
Case (Gen Exp) Author(s): P. Fraser Johnson; Ken Mark; Jordan Mitchell Ivey ID: 9B06D004 Publication Date: 2/6/2006 Product Type: Case (Gen Exp) Teaching Note: 8B06D04 Geographic Setting: Argentina Industry Setting: Health Services Size: Medium Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Operations Analysis; Process Analysis; Capacity Analysis; Service Operations Major Disciplines: Entrepreneurship; International; Production and Operations Management Product Description: The technical director of Laboratorio de Analisis Argentina is responsible for ensuring that an average of 5,000 samples are processed daily. The samples have three sources: samples collected on-premises, samples sent from the organization’s other 40 labs and samples sent from external labs. In one week the technical director has to give her boss a recommendation about dealing with the lab‘s capacity problems.
Case Shirokova, G V — Graduate School of Management, St. Petersburg State University (GSOM) Chaika, V A — Graduate School of Management, St. Petersburg State University (GSOM) Distributor: ecch (www.ecch.com) Reference: 307-178-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: Russia Industry: Confectionery industry Size: Middle-sized Timing: 2004-2006 Topics: Russia; Change management; Business process management; Confectionery industry Abstract: The case study analyses transformation programmes implemented in Lubimy Kray Confectionery Company. A survey of the company’s competitive environment and its foundation presented in the case study are followed by a review of major problems the company and Elena Streltsova, its Chief Executive Officer, faced when putting into effect transformation programmes to increase the company‘s efficiency. The case study expands on the attitude of the company's personnel to the transformation. The case study provides detailed information on Lubimy Kray Company as the basis for discussing alternative ways for the company's development and making suggestions on how the company might stimulate effectiveness of its transformation programmes.
Technical note Ajogwu, F — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 308-268-6 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2008 Geo location: Nigeria Industry: Cross sectors Timing: 2007-2008 Topics: Contract of employment; Labour relations; Nigerian labour practices; ILO (International Labour Organisation) standards; Severance of employment; Dismissal from employment; Notice of termination; Wrongful dismissal; Remedies for dismissal Abstract: A contract of employment creates a voluntary relationship in which the parties agree to be bound by terms laid down by themselves within the limitations imposed only by the general law of contract and labour relations. Since the relationship is voluntary and based primarily on contract, this presupposes amongst all the other elements of a valid contract, the equality of the two parties to the contract, particularly with respect to the severance of the contract. This note examines the intricate nature of labour relations, the procedure for severance of that relationship, and remedies available to an aggrieved party. The note examines the common law position in the context of current legal framework for labour relations and practices in Nigeria. Reference is made to the prescriptions of the International Labour Organisation Recommendation No 119 of 1963 on the subject of termination of employment. The author is of the view that the argument on the sanctity of contract seems to over-emphasise the freedom, voluntariness and capacity of the employee to freely accept the terms of the contract. It underscores the imbalance capacity, freedom and voluntariness of the employer-employee relationship. The employee therefore needs a stronger legal protection to balance the imbalance positions of the parties to the tract of service. Emphasis should be laid on the rea Source: ecch
Case White RW; Kroeker S; Sigfstead C On the evening of August 1, 1995, members of Scotia Capital Markets’ Mergers and Acquisitions team sat back in their chairs to rework their reorganization strategy for Norcen Energy Resources Limited (Norcen). On September 1, 1994, Grant Billing,who had just come from a successful reorganization of Sceptre Resources, became the new president and CEO of Norcen. Billing‘s mandate at Norcen was to perform a similar strategic reorganization, with particular emphasis on core businesses and onthe reduction of Norcen's heavy debt level of $1.5 billion (December 31, 1994). To accomplish this, Billing had decided to divest Norcen of Labrador Mining and Exploration Company Limited. Scotia Capital Markets had suggested various divestiturealternatives, but the five alternatives under consideration were a private sale to a strategic buyer, a private sale to a financial buyer, a traditional public offering, a public offering of a royalty trust and a public offering of a yet untestedinstrument called an income fund. Ivey Number: 9A98N007 Publication Date: 5/3/1998 Revision Date: 11/5/2001 Geographic Setting: Canada Industry Setting: Metal Mining Company Size: Large organization Event Year Start: 1995 Subjects: Valuation, Initial Public Offerings, Securities, Strategic Planning Functional Area: Finance
Case Author(s): Bodily, Samuel E.; Jenkins, Robert Darden ID: UVA-QA-0707 Published: 9/11/2007 Copyright Year: 2007 Subject Area: Quantitative Analysis Keywords: decision analysis, probability distribution, decision variable search, regression, tornado diagram Abstract: The organizers of a music festival may use video from the Friday concert to create a DVD to sell to those who come to the Saturday concert. Attendance on Saturday is uncertain, as is the percentage of those who attend on Saturday who will buy the DVD. Is this a good project? If so, what number of DVDs should be burned early Saturday morning and offered for sale at that evening’s performance? By that time, Friday attendance is known, as well as whether it rained on Friday, and there is a forecast for whether it will rain on Saturday. Historical information on these variables may help us predict Saturday attendance using multiple regression; together with the results of a marketing survey, such analysis will help us make better purchasing decisions. This case series (see also the B case, UVA-QA-0708) can be used to illuminate a multitude of concepts that are covered in basic decision-analysis courses. The series starts by examining the role of uncertainty in decision making, proceeds through the estimation of probability distributions from sample data with multiple regression, culminates in the development of a full decision model, and ends with a qualitative and quantitative analysis (with a tornado diagram) of how to add value and reduce risk. Key pitfalls for students are failing to recognize both limits on sales (supply and demand), incomplete reasoning in the determination of the attendance probability distribution, and oversimplifying the full forecast model (i.e., averaging the Saturday rain/no Saturday rain outcomes, rather than incorporating the uncertainty explicitly into the simulation).
Case Author(s): Bodily, Samuel E.; Jenkins, Robert Darden ID: UVA-QA-0707 Published: 9/11/2007 Copyright Year: 2007 Subject Area: Quantitative Analysis Keywords: decision analysis, probability distribution, decision variable search, regression, tornado diagram Abstract: The organizers of a music festival may use video from the Friday concert to create a DVD to sell to those who come to the Saturday concert. Attendance on Saturday is uncertain, as is the percentage of those who attend on Saturday who will buy the DVD. Is this a good project? If so, what number of DVDs should be burned early Saturday morning and offered for sale at that evening’s performance? By that time, Friday attendance is known, as well as whether it rained on Friday, and there is a forecast for whether it will rain on Saturday. Historical information on these variables may help us predict Saturday attendance using multiple regression; together with the results of a marketing survey, such analysis will help us make better purchasing decisions. This case series (see also the B case, UVA-QA-0708) can be used to illuminate a multitude of concepts that are covered in basic decision-analysis courses. The series starts by examining the role of uncertainty in decision making, proceeds through the estimation of probability distributions from sample data with multiple regression, culminates in the development of a full decision model, and ends with a qualitative and quantitative analysis (with a tornado diagram) of how to add value and reduce risk. Key pitfalls for students are failing to recognize both limits on sales (supply and demand), incomplete reasoning in the determination of the attendance probability distribution, and oversimplifying the full forecast model (i.e., averaging the Saturday rain/no Saturday rain outcomes, rather than incorporating the uncertainty explicitly into the simulation).
Case Author(s): Bodily, Samuel E.; Jenkins, Robert Darden ID: UVA-QA-0708 Published: 9/11/2007 Copyright Year: 2007 Subject Area: Quantitative Analysis Keywords: decision analysis, probability distribution, decision variable search, regression, tornado diagram Abstract: The organizers of a music festival may use video from the Friday concert to create a DVD to sell to those who come to the Saturday concert. Attendance on Saturday is uncertain, as is the percentage of those who attend on Saturday who will buy the DVD. Is this a good project? If so, what number of DVDs should be burned early Saturday morning and offered for sale at that evening’s performance? By that time, Friday attendance is known, as well as whether it rained on Friday, and there is a forecast for whether it will rain on Saturday. Historical information on these variables may help us predict Saturday attendance using multiple regression; together with the results of a marketing survey, such analysis will help us make better purchasing decisions. This case series (see also the A case, UVA-QA-0707) can be used to illuminate a multitude of concepts that are covered in basic decision-analysis courses. The series starts by examining the role of uncertainty in decision making, proceeds through the estimation of probability distributions from sample data with multiple regression, culminates in the development of a full decision model, and ends with a qualitative and quantitative analysis (with a tornado diagram) of how to add value and reduce risk. Key pitfalls for students are failing to recognize both limits on sales (supply and demand), incomplete reasoning in the determination of the attendance probability distribution, and oversimplifying the full forecast model (i.e., averaging the Saturday rain/no Saturday rain outcomes, rather than incorporating the uncertainty explicitly into the simulation).
Case Author(s): Bodily, Samuel E.; Jenkins, Robert Darden ID: UVA-QA-0708 Published: 9/11/2007 Copyright Year: 2007 Subject Area: Quantitative Analysis Keywords: decision analysis, probability distribution, decision variable search, regression, tornado diagram Abstract: The organizers of a music festival may use video from the Friday concert to create a DVD to sell to those who come to the Saturday concert. Attendance on Saturday is uncertain, as is the percentage of those who attend on Saturday who will buy the DVD. Is this a good project? If so, what number of DVDs should be burned early Saturday morning and offered for sale at that evening’s performance? By that time, Friday attendance is known, as well as whether it rained on Friday, and there is a forecast for whether it will rain on Saturday. Historical information on these variables may help us predict Saturday attendance using multiple regression; together with the results of a marketing survey, such analysis will help us make better purchasing decisions. This case series (see also the A case, UVA-QA-0707) can be used to illuminate a multitude of concepts that are covered in basic decision-analysis courses. The series starts by examining the role of uncertainty in decision making, proceeds through the estimation of probability distributions from sample data with multiple regression, culminates in the development of a full decision model, and ends with a qualitative and quantitative analysis (with a tornado diagram) of how to add value and reduce risk. Key pitfalls for students are failing to recognize both limits on sales (supply and demand), incomplete reasoning in the determination of the attendance probability distribution, and oversimplifying the full forecast model (i.e., averaging the Saturday rain/no Saturday rain outcomes, rather than incorporating the uncertainty explicitly into the simulation).
Case Author(s): Austin, James E.; Shapiro, Helen; Gokgur, Publication Date: 03/27/1992 Revision Date: 06/25/1993 Product Type: Case (Field) Product Description: In an effort to capitalize on the entrepreneurial opportunity presented by the Brazilian government’s trade liberalization, a Panamanian automobile trading company launched a business of importing the Russian made Lada cars into Brazil. The company confronts a complex political and economic environment and strong competition from the existing automobile producers. Presents the business challenges and opportunities accompanying trade liberalization. Reveals the competitive dynamics in environments undergoing economic transformation. HBS Number: 9-392-122 Geographic Setting: Brazil Industry Setting: automobiles Event Year Start: 1990 Event Year End: 1992 Subjects: Automobiles; Developing countries; International business; International trade; South America Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-392-123), 17p, by Helen Shapiro
Teaching Note For use with 9-392-122 HBS Number: 5-392-123 Subjects: Automobiles; Developing countries; International business; International trade; South America
Technical note Martins, R — AESE - Escola de Direccao e Negocios Morgado, A V — AESE - Escola de Direccao e Negocios Distributor: ecch (www.ecch.com) Reference: 509-030-6 Language: English Category: Marketing Data source: Published sources Product Year: 2008 Topics: Political marketing; Means-end chains theory; Market research; Consumer behaviour; Laddering Abstract: Laddering is a methodology of individual qualitative interviews, which is used in marketing to research opinions, attitudes, and beliefs of individuals. It is recommended in consumer behaviour research that follows the means-end chains theory pattern. This theory links sequentially, in a growing value hierarchy, the attributes A of a product to the consequences C of that product’s use and to the personal values V of individuals, forming a chain, called a ladder, an A-C-V sequence or a means-end theory. With this technical note we attempted to show how the use of in-depth individual interview techniques, such as laddering, permit the acquisition of powerful clues in the strategy of political marketing, and to sustain the reasonability of extrapolating some of its teachings for the study of the strategy of selling products and services. The fact that we are dealing with immaterial goods, permits a reflection on the importance and validity of a correct practice of market studies in the construction of communication strategies, not only within the scope of non-profit organisations, but also when one is dealing with saleable goods.
Case Johnson PF A logistics analyst at a large, national distributor of building materials has been asked by his boss to prepare a report analyzing the company’s logistics practices. Management is particularly concerned about the high cost of servicing customerdeliveries. Students are asked to evaluate the factors contributing to the logistics problems at Ladner, including freight costs and sales mix. As part of their implementation plan, students must consider the implications of Ladner‘s decentralizedorganization structure.The multi-functional nature of the issues in this case makes it a good candidate for team teaching with logistics and marketing. An important message is the need for congruence between marketing and logistics activities within the organization. Ivey Number: 9A99D002 Publication Date: 9/4/1999 Geographic Setting: Canada Industry Setting: Wholesale Trade - Durable Goods Company Size: Large organization Event Year Start: 1998 Subjects: Logistics, Distribution, Transportation, Procurement Functional Area: Production/Operations Management
Case Andrew J. Rohm; David W. Rosenthal; Thomas C. Boyd Bill Wyatt, general merchandise manager at Lady Foot Locker, a national chain of athletic footwear and apparel stores, is faced with the complex decision of whether to partner with Reebok International and launch the Lobo I, a women’s-specific basketball shoe endorsed by Rebecca Lobo. Lobo had played at the University of Connecticut and on the 1996 U.S. Women‘s Olympic Basketball team and is now sponsored by Reebok as a member of the WNBA's New York Liberty. Recent introductions of similar women's-specific basketball shoes by well-known brands such as Nike had not been successful. Within the context of a dynamic industry characterized by declining basketball shoe sales, increasing sales of substitute footwear such as casual and hiking shoes, and an ever-fickle teen market, Wyatt and his management team must now weigh the factors for launching the Lobo I against numerous reasons why such a launch should not be pursued. (WRC). Student activists and several labor unions had founded the WRC to ensure that shoes and apparel manufactured overseas were not produced under sweatshop conditions. Knight was upset because Nike had helped found and was an active supporter of a rival organization, the Fair Labor Association (FLA). The FLA took a different approach to establishing fair wages and working conditions in the overseas shoe and apparel industry. What were the key issue in this dispute? Which organization, the WRC or the FLA, offered a more effective way to set and enforce labor standards for multinational corporations like Nike? Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 3 Subjects: Retail Strategy, Marketing Strategy, Sports Marketing, Celebrity/Product Endorsement
Case Author(s): Bagley, Constance E. Publication Date: 08/14/2002 Revision Date: 07/24/2003 Product Type: Case (Gen Exp) Product Description: Jay Entrepreneur had to decide whether it was worth his time to plow through a 12-page term sheet for a Series A round of preferred stock prepared by HBS Investors, a well-established venture capital firm that did seed, early-round, and mezzanine financings, or to send the sheet over to the solo practitioner he’d hired to incorporate the company he‘d formed with his partner, Dr. Mark I. Tech, inventor of a revolutionary new drug-delivery device. Family and friends had already provided $10,000 for lab space and equipment, and Jay and Mark had maxxed out their credit cards to pay the $7,500 retainer patent counsel required. Time was short, however, because Jay had promised to get back to HBS Investors later that week with any comments or concerns. He also had to decide (with or without the advice of counsel) whether to accept the proposal terms. Teaching Purpose: To demonstrate the importance of understanding nonfinancial aspects of venture capital financing (especially the legal aspects) and of reviewing a legal term sheet personally as well as going over it with an attorney. HBS Number: 9-803-025 Geographic Setting: Boston, MAIndustry Setting: medical devicesCompany Size: start-upNumber of Employees: 2 Event Year Start: 2002Event Year End: 2002 Subjects: Contracts; Entrepreneurial finance; Legal aspects of business; Venture capital Academic Discipline: Entrepreneurship
Case Som, A Publisher: ESSEC Business School Distributor: ecch (www.ecch.com) Reference: 306-518-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2006 Geo location: France, China, India Industry: Building, construction material Size: Sales 16 billion euros, 80,000 employees in 76 countries Timing: 2003-2006 Topics: Chief executive officer (CEO) succession; Portfolio restructuring; Organisational restructuring; Change; Internationalisation; Industry consolidation; Strategy; Growth; Emerging country; Albert Frere; Building materials; Cement industry; Holcim; China; India Abstract: This is the update of the case ’Lafarge: From a French Cement Company to a Global Leader‘ (304-019-1). The case discusses the recent changes that Lafarge faced after there was a chief executive officer (CEO) succession. It discusses what usually new CEOs do after they assume power and how the global 'mantra' of value creation is a prime concern for all. The case also discusses how a single powerful shareholder can influence the destiny of a 170 year-old organisation and how top-management responds to such a challenge. The update ends with growth opportunities in emerging countries and compares successful operations in China with not as successful growth in India.
Case Soparnot, R — ESCEM School of Business and Management Distributor: ecch (www.ecch.com) Reference: 305-065-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: France Industry: Construction material industry Size: Large Timing: 2003 Topics: Sustainable development; Competitive advantage Abstract: Operating in an industry with a heavy impact on the environment, Lafarge initiates a proactive sustainable development policy and publishes its first annual report in 2001. In a technology-intensive industry, dominated by access constraints to resources and involved by its very nature in environmental issues, Lafarge has the competences that hoist it to the rank of world leader in its sector. Recognised for the active role it plays on environmental issues on a worldwide scale, Lafarge is a reference in sustainable development. Several reasons seem to justify such an active environmental policy. However, Suez, which until recently claimed to be a ’global corporate citizen‘ and had initiated a very outspoken corporate policy, has experienced major financial difficulties, and has decided to 'disinvest the environment'. Such a decision makes one wonder about the strategic dimension of the sustainable development policy at Lafarge. An overview of the positions adopted by its main competitors with regard to sustainable development offers a number of interesting lessons.
Case Polychroniou, C — University of Cincinnati Distributor: ecch (www.ecch.com) Reference: 506-177-1 Language: English Category: Marketing Data source: Published sources Product Year: 2006 Geo location: Europe Industry: Construction, cement Size: 400 million euros Timing: 1980s and 1990s Topics: B2B (business to business) marketing strategy; International marketing; Corporate strategy; Customer management; Commoditisation; Market economics; Differentiation; Investment analysis; Operational analysis; Financial analysis Abstract: The case looks at the challenges a well-positioned company faces operating in a capital intensive industry and dealing in a commodity-product market in which the competitive advantage is cost efficiency. Lafarge - Aget Heracles is a company based in Athens, Greece and specialises in producing cement and other construction products. The company markets its products in the greater Mediterranean region and has plans to further expand operations into select Middle East countries. This involves capital investment for creating facilities in those new markets. Company executives grapple with how to differentiate Aget’s product offering and strategise managing customer relationships, to fend off price competition in an ever-increasing efficient frontier. The case is recommended for a course in: (1) business marketing strategy - the case concerns an industrial firm in a competitive environment trying to expand into new markets and searching for ways to manage its customers. The commodity nature of cement makes managing this business market even more challenging; (2) corporate strategy - the case involves capital investment for both vertical as well as horizontal expansion and is rich in terms of opportunity for quantitative financial analysis, necessary to support expansion strategies; and (3) international marketing - Aget‘s management is Source: ecch
Case Som, A Publisher: ESSEC Business School Distributor: ecch (www.ecch.com) Reference: 304-019-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2004 Version Date: 1 Aug 2007 Geo location: Global, French company, China, India Industry: Building materials, cement Size: 16 billion euros sales, 80,000 employees, 76 countries Timing: 2003-2006 Topics: Chief executive officer succession; Portfolio restructuring; Organisational restructuring; Change; Internationalisation; Industry consolidation; Strategy; Growth; Emerging country; Albert Frere; Building materials, cement industry; Holcim; France; China; India Abstract: Lafarge is a French company that has become the largest building and construction material company in the world. In the last decade, Lafarge has accelerated the pace of its growth into new countries, by acquiring companies, and expanding into new businesses and new products through its four divisions: (1) cement; (2) aggregates and concrete; (3) roofing; and (4) gypsum. Numerous acquisitions and joint ventures in all four divisions, and on every continent, particularly Asia, have seen Lafarge continue consolidating its position as a world leader in cement. Lafarge, today, operates in 75 countries with 77,000 employees, and achieves 14.6 billion euros of annual sales through its four divisions. Barely five years ago, in 1997, Lafarge operated in only 35 countries with 35,000 people and had a sales turnover of 6.4 billion euros. This case describes Lafarge’s policy of growth and profitable growth; by successful acquisitions and post-merger integration. The case deals with both the issues of internal restructuring of Lafarge to fuel its external strategy of growth and it traces the process of internationalisation of a French cement producer. The case also examines the basis for g Source: ecch
Technical note Amangbo, C — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 507-127-6 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: Nigeria, West Africa Industry: Education Size: Large Timing: 2006 Topics: Executive education; Customer relationship management; Nigeria / Africa Abstract: In January 2006, the Director of Executive Education of the Lagos Business School, Solomon Avborioko considered how to increase the number of participants on the open seminars of the school. The school was anxious to maintain a modest increase in growth across all the executive programmes by holding: (1) open seminars; (2) four-month management programmes; and (3) in-company seminars. See Exhibit 1 for a three-year graphical representation of the performance based on participant days. The objective of this descriptive case study and technical report is to illustrate a customer relationship management system that helps to increase the number of participant days consistently in the coming years. This note will be useful to other marketers of executive education in Nigeria in particular but also in other developing economies in Africa.
Case Alos, A J — Lagos Business School Bamiro, O A — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 806-018-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: Nigeria Industry: Service Size: Medium Timing: 2002 Topics: Basic operations of Lagos State Water Corporation; (LSWC) Water demand; Raw water supply and portable water; Operational constraints; New trajectory of operation; Information technology (IT) and the management of operations; Customer bill preparation; Fur Abstract: The Lagos State Water Corporation embarks on a process of becoming financially self-sufficient and introduces IT (information technology) solutions to streamline processes. This case illustrates the challenges of managing change in a public corporation and it particularly addresses issues of leadership in re-engineering processes and managing the implementation of application software packages.
Case Sullivan, J D — Boston University Distributor: ecch (www.ecch.com) Reference: 201-006-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2001 Version Date: 03.04 Geo location: Canada Industry: Transportation Size: Large Topics: Finance; Debt; Transportation; Canada; Bankruptcy; Restructuring Abstract: Founded in 1924, Laidlaw had run solid for almost 75 years. But in 1999, the atmosphere changed for the Canadian corporation. Under an aggressive acquisition strategy that consumed the 1990s, along with growth in revenue came a heavy burden of long term debt surpassing $3.1 billion. What had once been a profitable company reporting Net Income of $346 million in 1998 had experienced a reversal of fortune. For fiscal year ending August of 1999, Laidlaw’s Net Income plunged to ($1.1) billion and for the nine months ending May of 2000, Net Income fell further to ($1.9) billion. As a short-term measure, management successfully negotiated with bondholders to receive sufficient consents to permit certain subsidiaries to enter into secured banking agreements. Announced on October 25, 2000 in Dallas, Texas, the line of credit only provides Laidlaw and Greyhound with a short-term solution to their financial problems. For the company to survive, it will need to implement a solid re-structuring plan.
Case Fry JN After acquiring Greyhound U.S., Laidlaw, Inc. became the principal provider of intercity transit in North America. Nine months later, the board of Laidlaw asked its CEO to resign, citing performance problems and the need to divest certain operationsto strengthen its balance sheet.Laidlaw’s attempts to enter and to consolidate selected transportation service industries are examined. Something has gone terribly wrong and the search for the reasons pushes back to fundamental issues associated with growth by acquisition and the corporate management of (arguably) diverse businesses. This sets up a discussion of whether the CEO‘s strategy was reasonable or fundamentally flawed; whether something could have been done earlier by the CEO or the board, and if so, why actionwasn't taken; and finally, the prospects for Laidlaw as they look ahead. Ivey Number: 9B00M017 Publication Date: 15/08/2000 Revision Date: 9/2/2001 Geographic Setting: Canada Industry Setting: Transportation Services Company Size: Large organization Event Year Start: 1999 Subjects: Strategic Planning, Mergers & Acquisitions, Organizational Structure, Management Performance Functional Area: General Management
Case Author(s): Peter C. Bell; Jing Chen Publication Date: 8/3/2007 Product Type: Case (Field) Ivey ID: 9B07E002 Geographic Setting: Canada Industry Setting: Lumber and Wood Products Size: Medium Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Quality; Process analysis; Process design/Change Major Disciplines: Management Science and Information Systems Product Description: The production manager at Lake Erie Paper (LEP) was considering installing a moisture meter to test the water content of the wood chips used to make corrugated paper. Use of a moisture meter would speed up the testing process and could reduce costs and/or improve paper quality, but the manager wanted to be sure that the meter provided a consistent and reliable measure of the water content of the arriving woodchips.
Case Author(s): Badaracco, Joseph L., Jr.; West, Ellen Publication Date: 06/12/1990 Revision Date: 10/31/1991 Product Type: Case (Library) Product Description: Presents a classic dilemma in legal ethics—the conflict between an attorney’s obligations as an attorney, in this case to protect a client‘s confidentiality, and his or her own moral obligations as a person. An attorney must decide how to respond to the father of a missing young woman who has asked for information about her whereabouts. The attorney knows from conversations with his client that the young woman is dead and where her body is. Shows students what role-related obligations are, why they have strong moral claims, and the difficult dilemmas role obligations can create. HBS Number: 9-390-212 Geographic Setting: New York State Industry Setting: law firm Company Size: small Event Year Start: 1976 Event Year End: 1976 Subjects: Ethics; Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Library), (9-390-216), 3p, by Joseph L. Badaracco Jr., Ellen West; Teaching Note, (5-392-103), 12p, by Joseph L. Badaracco Jr., Allen Webb
Case Author(s): Badaracco, Joseph L., Jr.; West, Ellen Publication Date: 06/20/1990 Revision Date: 10/29/1991 Product Type: Supplement (Library) Product Description: Describes how the attorney resolved the dilemma he faced, the reasons for his decision, and the consequences he suffered. Displays vividly the personal toll that moral conflicts can create for professionals with role obligations. Must be used with: (9-390-212) Lake Pleasant Bodies Case (A). HBS Number: 9-390-216 Subjects: Ethics Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-392-103), 12p, by Joseph L. Badaracco Jr., Allen Webb
Case (Field) Author(s): David S.R. Leighton; Jonathon Kovacheff Ivey ID: 9A94M009 Publication Date: 9/26/1994 Revision Date: 8/6/2002 Product Type: Case (Field) Teaching Note: 8A94M09 Geographic Setting: Canada Industry Setting: Mining - Miscellaneous Size: Medium Year of Event: 1992 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Corporate Governance; Conflict Resolution; Business Policy; Board of Directors Major Disciplines: General Management Product Description: There is a very personal and dramatic confrontation between the chairman and the CEO of the board of directors. This circumstance will offer the students the opportunity to analyze corporate governance and the authority and accountability issues that arise when role descriptions are unclear. The case also examines the escalation of conflict and resolution alternatives.
Case George S. Vozikis, Timothy S. MecsonThis case focuses on a nonprofit regional rehabilitation hospital. It is one of the few facilities in the country to provide a broad continuum of services from acute care to job training. The case provides an industry overview, a brief look at competition, information on the organization, its marketing efforts, operations, human resources policies, and financial information. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; Human Resources; Not-for-Profit Topics:
Case Author(s): Wheeler, Michael A. Publication Date: 11/05/2001 Product Type: Case (Gen Exp) Product Description: Presents an ethical choice: How should a prospective buyer respond when a homeowner quotes a price that the buyer knows is significantly below market value? Describes a private transaction in which the prospective seller is fully competent mentally, but is apparently uninformed about current market prices. The buyer could accept the asking price (or even counter with a lower figure) without taking any financial risk, as he or she could obtain appropriate guarantees of good title, absence of environmental problems, etc. Teaching Purpose: To examine the ethical issues involved in a real estate negotiation with someone who has inaccurate information regarding the local real estate market. HBS Number: 9-902-104 Subjects: Ethics; Negotiations; Real estate Academic Discipline: Negotiations
Case Poorvu, William J.; Crum, Richard E. Lakeside Center explores the issues associated with leasing office space in a softening market from the perspective of a young leasing agent. Addresses market and lease analysis, negotiating tactics and strategy, and management of a financial partnership. HBS Number: 9-390-113 Type: Case (Gen Exp) Publication Date: 12/05/1989 Revision Date: 08/29/1995 Geographic Setting: Boca Raton, FL Industry Setting: real estate Company Size: small Event Year Start: 1989 Event Year End: 1989 Subjects: Financing; Leasing; Market analysis; Negotiations; Partnerships; Real estate Supplementary Materials: Teaching Note, (5-391-222), 10p, by William J. Poorvu, Richard E. Crum
Case Hatch JE; Daschuk M The owners of the Lakeview Inn want to raise $500,000 in the form of a private placement of equity in order to cover the costs of an expansion program. They require assistance to design the terms of the issue and create an offering memorandum aimedat prospective investors. Ivey Number: 9A96B052 Publication Date: 4/9/1996 Revision Date: 23/08/2000 Geographic Setting: Canada Industry Setting: Hotels, Rooming Houses, Camps Company Size: Small organization Event Year Start: 1996 Subjects: Entrepreneurial Finance, Private Placement, Offering Memorandum, Business Valuation Functional Area: Accounting
Case Author(s): Peterson, Joel C.; Kolodny, Jack; Blanchar Publication Date: 12/18/2002 Product Type: Case (Field) Publisher: Stanford University Product Description: Analysis of an investment in a distressed health care real estate investment trust. HBS Number: RE131 Geographic Setting: Ann Arbor, MIIndustry Setting: REITGross Revenues: $110 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Health care; Investments; Real estate; Regulated industries Academic Discipline: Finance
Case Author(s): Haskins, Mark E.; Spreng, Francis Darden ID: UVA-C-2196 Published: 3/25/2004 Copyright Year: 2004 Subject Area: Accounting and Control Keywords: contribution; analysis; job; shop; pricing; Teaching Note: UVA-C-2196TN Abstract: This case provides an opportunity to explore very simple job-order costing. It also provides a chance to discuss contribution analysis in the context of a pricing decision and the absorption of manufacturing overhead costs by the various jobs the company has under contract.
Case Author(s): Haskins, Mark E.; Spreng, Francis Darden ID: UVA-C-2196 Published: 3/25/2004 Copyright Year: 2004 Subject Area: Accounting and Control Keywords: contribution; analysis; job; shop; pricing; Teaching Note: UVA-C-2196TN Abstract: This case provides an opportunity to explore very simple job-order costing. It also provides a chance to discuss contribution analysis in the context of a pricing decision and the absorption of manufacturing overhead costs by the various jobs the company has under contract.
Case Author(s): Coughlan, Peter J.; Illes, Jennifer L. Publication Date: 07/21/2003 Revision Date: 08/28/2003 Product Type: Case (Field) Product Description: A local Philippine toothpaste manufacturer, Lamoiyan Corp., faces the challenge of staying competitive against entrenched multinational giants. The company has managed to capture, at its peak, 20% of the Philippine toothpaste market and has become the number three Philippine toothpaste producer, after Colgate-Palmolive and Unilever. However, as competition will soon intensify in the region as a result of decreasing trade barriers, Cecilio Petro, president of Lamoiyan Corp., needs to decide how to grow his company and keep it competitive. Going public, expanding channel penetration, developing new products, and expanding internationally are all strategies Pedro considers, but each move is costly and time consuming. Pedro, an optimistic, dedicated entrepreneur, must assess the best way to ensure Lamoiyan’s future success. Teaching Purpose: Examines economic and strategic concepts underlying competition when facing entrenched multinational giants. Illustrates offensive and defensive strategies that small firms can implement. HBS Number: 9-704-405 Geographic Setting: the PhilippinesIndustry Setting: toothpasteNumber of Employees: 200Gross Revenues: $6.7 million revenues Event Year Start: 1988Event Year End: 2003 Subjects: Asia; Competition; Consumer goods; Growth strategy; Multinational corporations Academic Discipline: Competitive strategy
Case Leenders MR This business game allows participants to make 12 scheduling decisions under conditions of demand uncertainty. It is played with groups of 3-5 participants and does not require a computer. Industry: Stone, Clay, Glass and Concrete Products Issues: Scheduling, Inventory, Shortages, Decision Theory Location:Size: Medium organization Year of event: 1995 Level: Undergraduate/MBA Revised: 21/01/1999 Ivey #: 9A94D001
Case Author(s): Casadesus-Masanell, Ramon; Tarzijan, Jorge; Mitchell, Jordan Publication Date: 08/21/2008 Revision Date: 08/04/2009 Product Type: Case (Field) HBS Number: 709410 Geographic Setting: Latin America Industry Setting: Airlines Number of Employees: 15,800 Gross Revenues: $3.5 billion Subjects: Business growth; Business models; Business policy; Competitive advantage; Global economy; Growth management Academic Discipline: Competitive strategy Product Description: Lan Airlines operates three distinct models: low-cost for domestic short-haul flights, full-service for international routes; and an international cargo business, the latter of which makes up 33 percent of Lan’s overall revenues (markedly different from many U.S. legacy carriers which derive 3 to 4 percent of revenues from cargo). Since a change of ownership in 1994, Lan has grown steadily and quickly at a compound annual growth rate (CAGR) of 19 percent from $318 million in revenues to $3.5 billion at the end of 2007. Lan is at an interesting point in history as the low-cost model was recently implemented. While early results have been strong, observers wonder if the airline can successfully manage three disparate business models. Learning objective: To understand how business models lead to a competitive advantage.
Case Parent M; Brohman K The Lanark Communications Network (LCN) is Canada’s only rural Integrated Community Network (ICN). A not-for-profit corporation whose mission was to create and promote a telecommunications infrastructure that would lead to economic improvement, theLCN is funded through its members and government grants. Though the LCN has been successful in the past at raising funds, there is some uncertainty over a recent large application. The case serves to present ICNs as a networking approach, and dealswith the problem of choosing from amongst a set of applications by a set of public and private sector partners with different goals. Ivey Number: 9A97E016 Publication Date: 24/10/1997 Geographic Setting: Canada Industry Setting: Communications Company Size: Medium organization Event Year Start: 1997 Subjects: Communications, Partnership, Strategic Planning Functional Area: Management Science & Information Systems
Case Author(s): Roberts, Michael J.; El-Hage, Nabil N. Publication Date: 02/14/2008 Revision Date: 09/14/2009 Product Type: Case (Field) HBS Number: 808126 Industry Setting: Construction industry; Real estate developments Gross Revenues: <$5 million Event Year Start: 2007 Event Year End: 2007 Subjects: Entrepreneurship; Finance; Real estate investment Academic Discipline: Entrepreneurship Product Description: The case focuses on Lance Johnstone, a former NFL player, who has dabbled in real estate development during his playing career, and now, as a retired player, is trying to pursue the development of a 10-unit rental apartment building in a depressed area of Philadelphia, his hometown. The case presents the process Johnstone and his partner went through to purchase the vacant land, develop a construction budget and financing plan, and asks students to evaluate the prospective financials for this development and assess the viability of the development plan and its prospective returns. The case then ends with a change in the fundamental assumption — the bank has withdrawn and a new bank will loan less than the original plan, and the construction budget has come in considerably higher. Students must evaluate the plan and prospective returns in light of this new information.
Case Bell PC; Anderson C The issue before the directors meeting of LanCo Catalogue Sales was the high level of product returns that the company was experiencing. These product returns were eroding profitability at a remarkable rate, however the directors were split into twocamps over what to do about the problem. One camp believed that speeding up shipments would reduce the returned merchandise, while the other camp believed that this would merely increase shipping costs and reduce profits even further.LanCo management was determined that the “returns problem” must first be understood, then actions must be taken to reduce returns, in order to improve the profitability of the company. (A Microsoft Excel data file is available for use with thiscase, product 7A99E007.) Ivey Number: 9A99E007 Publication Date: 31/08/1999 Geographic Setting: USA Industry Setting: Miscellaneous Retail Company Size: Medium organization Subjects: Data Analysis, Statistical Analysis, Spread Sheet Application, Retailing Functional Area: Management Science & Information Systems
Case Boland, Michael A., Amanor-Boadu, Vincent, & Barton, David Students’ familiarity with various dairy products and the Land O‘ Lakes brand should provoke a lively discussion of LOL's diversification strategy. The major changes that have occurred in Land O' Lakes' collection of businesses represents a dramatic shift in the organization and presents good opportunities to apply the tools for analyzing a company's diversification strategy and grapple with the concepts of strategic fit, resource fit, and economies of scope. Should Land O' Lakes broaden its business base, retrench to a narrower diversification base, restructure its collection of businesses, or pursue multinational diversification. Publication Date: 2004 Geographic Setting: U.S. Industry Setting: Processed Foods Event Year Start: 1921 Event Year End: 2003 Courses: Business Policy Course Sequence: Diversification Subjects: Business Policy; Diversification; Product Portfolio Management Supplements: Teaching Note/Video
Case Peck, H Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 593-003-1 Language: English Category: Marketing Data source: Field research Product Year: 1993 Geo location: UK, Europe Industry: Automotive industry Size: Turnover u626 million Timing: 1989 Topics: Market segmentation; Positioning; New product development and launch; Market research; Motor industry Abstract: The case illustrates how, with the use of a pan-european market research programme, Land Rover were able to segment the leisure/utility market. They produced in-depth demographic, socio-economic, and lifestyle profiles of the kind of person who would buy a premium 4x4 leisure/utility vehicle. Using this information Land Rover were able to design, develop and position the Discovery, a product with outstanding appeal to its target market. The case opens in November 1989, and follows the real-life experiences of one couple in their search for an affordable replacement for their elderly Range Rover. They explain their reasons for selecting the Discovery in preference to other available 4x4s, but tell how long waiting lists nearly lost the sale. The case was written as a basis for class discussion on the subjects of market segmentation and positioning; new product launch and development; and market research.
Case Author(s): Fournier, Susan Publication Date: 09/01/1995 Revision Date: 08/30/1996 Product Type: Color Case HBS Number: 596036 Geographic Setting: United States Industry Setting: Automotive industry Number of Employees: 80 Event Year Start: 1994 Event Year End: 1994 Subjects: Advertising; Automobiles; Brands; Market research; Marketing mixes; Product management; Product positioning Academic Discipline: Marketing Supplementary Materials: Case Video, (598501), 7 min, by Land Rover North America; Case Video, DVD, (598500), 7 min, by Land Rover North America; Teaching Note, (597043), 20p, by Susan Fournier Product Description: Charles Hughes, president and CEO of Land Rover North America, Inc., is debating product positioning options for the new Land Rover Discovery. The positioning decision must consider the role of the Discovery vis-‘a-vis other vehicles in the LRNA line, the brand’s strengths and weaknesses versus competition, and the positioning of the Land Rover umbrella brand in the U.K. An allocation of marketing funds across brands and mix elements must also be determined and decisions on the company‘s innovative retailing strategy and experience marketing initiatives made. The case contains rich consumer behavior data. Includes color exhibits.
Case Author(s): Fournier, Susan Publication Date: 09/01/1995 Revision Date: 08/30/1996 Product Type: Color Case HBS Number: 9-596-036 Geographic Setting: United States Industry Setting: Automotive industry Number of Employees: 80 Event Year Start: 1994 Event Year End: 1994 Subjects: Advertising; Automobiles; Brands; Market research; Marketing mixes; Product management; Product positioning Academic Discipline: Marketing Supplementary Materials: Case Video, (9-598-501), 7 min, by Land Rover North America; Case Video, DVD, (9-598-500), 7 min, by Land Rover North America; Teaching Note, (5-597-043), 20p, by Susan Fournier Product Description: Charles Hughes, president and CEO of Land Rover North America, Inc., is debating product positioning options for the new Land Rover Discovery. The positioning decision must consider the role of the Discovery vis-‘a-vis other vehicles in the LRNA line, the brand’s strengths and weaknesses versus competition, and the positioning of the Land Rover umbrella brand in the U.K. An allocation of marketing funds across brands and mix elements must also be determined and decisions on the company‘s innovative retailing strategy and experience marketing initiatives made. The case contains rich consumer behavior data. Includes color exhibits.
Case Plant, R — University of Miami Feeny, D — University of Oxford Mughal, H — The Open University Distributor: ecch (www.ecch.com) Reference: 600-001-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2000 Geo location: UK Industry: Automobile manufacturing Size: DM60 billion Timing: 1998 Topics: Mass customisation; Information technology; Operational management; Management of technology Abstract: This is the first of a three-case series (600-001-1, 301-177-1 and 307-343-1). This case examines the ultilisation of the information technology (IT) in three crucial areas facing manufacturing organisations. The need for flexibility in production, the need to follow holistic design principals to facilitate flexibility, and the need to understand ones own organisational learning, through knowledge management. The case examines a crucial period of history of Land Rover Vehicles subsequent to their acquisition by BMW in 1994. The young management team is required to develop a brand new vehicle and factory within thirty months. The case examines their quest for mass customisation and the organisation’s innovative strategies to maximise flexibility whilst minimising complexity.
Case Plant, R — University of Miami Berlin, R — University of Miami Distributor: ecch (www.ecch.com) Reference: 307-343-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: UK Industry: Automotive Size: Global Timing: 2006-2007 Topics: Automotive; Manufacturing strategy; Brand management Abstract: This is the third of a three-case series (600-001-1, 301-177-1 and 307-343-1). The series follows the development and evolution of the Land Rover Freelander / LR2. The case examines a transitional period at Land Rover Vehicles. The case discusses the relocation of Freelander / LR2 production to a plant outside Liverpool. The consequences of this action can be examined in terms of the workforce, the production processes, and volume product-mix issues. The case also discusses the redesign of the Freelander. The implications of the design changes, as they relate to the differing needs of European and US consumers, can be examined. Finally the case discusses the potential sale of Land Rover Vehicles by the Ford Motor Company allowing an examination of potential buyers to be undertaken.
Case Plant, R — University of Miami Distributor: ecch (www.ecch.com) Reference: 301-177-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2001 Abstract: This is the second of a three-case series (600-001-1, 301-177-1 and 307-343-1). The case examines strategic, operational, financial and political issues with regard to the transfer of the Land Rover assets from the BMW AG Company to Ford Motor Company. The case raises the issues facing the automobile industry executives, including: the need to consolidate manufacturing, the ability to leverage the equity of brands, the need to create a mass customisation strategy, when acquisitions occur how do you unravel the previous owners ’DNA‘ and replace it with your own? The case also allows the financial, political and executive leadership considerations of the Rover Group divestiture by BMW to be explored.
Case Author(s): Riedl, Edward J. Publication Date: 09/13/2005 Revision Date: 03/14/2006 Product Type: Supplement (Field) Product Description: An abstract is not available for this product. Must be used with: (9-105-014) Land Securities Group (A): Choosing Cost or Fair Value on Adoption of IFRS. HBS Number: 9-106-020 Subjects: Accounting; Accounting standards; Financial reporting; International business; International finance; Internet marketing; Models; Real estate Academic Discipline: Finance
Case Author(s): Riedl, Edward J. Publication Date: 08/31/2004 Revision Date: 08/26/2005 Product Type: Case (Library) Product Description: A U.K. real estate firm, required adopt international accounting standards (IAS) effective by 2005, must change the reporting of its primary asset (investment property) from the revaluation model under U.K. GAAP to either the cost or fair-value model under IAS. HBS Number: 9-105-014 Geographic Setting: United Kingdom Industry Setting: Real estate Number of Employees: 1,428 Gross Revenues: 1.2 billion British pounds revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Accounting; Accounting standards; Financial reporting; International business; International finance; Internet marketing; Models; Real estate Academic Discipline: Finance Supplementary Materials: Supplement (Field), (9-106-020), 2p, by Edward J. Riedl; Teaching Note, (5-105-015), 16p, by Edward J. Riedl
Teaching Note For use with 9-105-014 HBS Number: 5-105-015 Subjects: Accounting; Accounting standards; Financial reporting; International business; International finance; Internet marketing; Models; Real estate; United Kingdom
Teaching Note For use with HKU267 HBS Number: HKU268 Subjects: Asia; Australia; International finance; Investment trusts; Investments; Portfolio management; Real estate; Real estate investment; Return on investment
Case Pesenti, S Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 398-059-1 Language: English Category: Strategy and General Management Data source: Unspecified Product Year: 1998 Geo location: Yorkshire Industry: Agriculture Timing: 1989 Topics: Financing; Valuation; Management buy-out/buy-in; Exit Abstract: Monday July 10 1989, Landor Group Board Meeting: Andrew Grant, Group Managing Director, glanced at the agenda. Landor board meetings, although serious, were customarily relaxed affairs over a ’picnic‘ sandwich lunch. Today's, though, was particularly important.....Item 3: Sale of the Company: In 1984 Grant had led a management buy-out of the company with his two fellow directors. Nearly five years on, the company had grown significantly and his two colleagues were now seriously considering the possibility of leaving the business and selling their equity stakes. Grant, however, had decided that in principle he would like to continue as Managing Director. 3i, the company's venture capital investor, was positive about finding a buyer for the business and had suggested some possible candidates. Grant looked down the list and wondered, if they decided to go ahead, how he and his colleagues should go about selling the business. He looked at it again. What deal would be best for him and the company? Could he really be happy working for other people?
Case Rarick, C A — Barry University Duchatelet, M — Barry University Distributor: ecch (www.ecch.com) Reference: 404-040-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2004 Geo location: Florida, USA Industry: Banking Size: 123 employees Timing: 2003 Topics: Employment discrimination; Pregnancy; Civil Rights Act Abstract: Laura Patterson, a 21 year-old recent college graduate informs her supervisor at Landshire National Bank that she is pregnant. Laura, who has only been with the bank for a few weeks, working as a loan-processing assistant, is dismissed shortly after announcing her pregnancy. She files a charge of employment discrimination with the state Equal Employment Opportunity Commission (EEOC) and the case raises interesting questions concerning the legality of the bank’s action.
Case Huchzermeier, A; Randolf Scheller, K Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 699-012-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 1999 Geo location: East Germany Industry: Beer Size: 100-200 employees Timing: to 1993 Topics: Change management; Production strategy; Marketing strategy; Eastern Europe Abstract: Landskron Brauerei Goerlitz (LKB), a German brewery located on the Polish border, has just been re-privatised in 1992. The radical events which unfolded in the autumn of 1989 in Germany have taken everyone by surprise. The market for LKB has changed dramatically from a centrally planned economy where the brewery possessed almost a monopoly in its region, to a market based economy which; (1) were ’invaded‘ by the 'new' Western-German brewing competitors; (2) called for a new business treatment of the new distribution clients; (3) bred a more demanding consumer; and (4) last but not least, had to deal with the 'imported' West-German laws and regulations. Landskron had to adapt to this new situation. The most necessary and urgent investment in the production process were made, a new pricing structure implemented, and a first large reduction in employment had been achieved. Many choices and risks, however, remain. The case provides an opportunity to assess a company in a transformation process of change management.
Case Gunz, S — University of Waterloo McCutcheon, J — Wilfrid Laurier University Distributor: ecch (www.ecch.com) Reference: 302-167-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2002 Geo location: Canada, USA, Cuba Industry: Agri-pharmaceuticals Size: Medium Topics: International strategy; Business law; Ethics; Control systems Abstract: The purpose of this case is to expose students to the experience of issues as they arise in an international business context. The essence of the international context is understanding how business people assume different cultural and socio-political positions in different countries and that these clearly impact subsequent commercial considerations. This may be most difficult for students and managers to grasp where countries appear on the surface to be very similar. The case builds on a vignette which exposes students to US and Canadian law involving trading with Cuba. Students are supplied with an appendix containing appropriate US and Canadian legislation. Students will quickly realise that the positions of the two countries are quite opposite. A further vignette explores various issues associated with ’bucket shop‘ air tickets. This case was sponsored by the Indiana University CIBER Case Collection.
Article Author(s): Wreden, Nick Publication Date: 06/01/2002 Product Type: Harvard Management Communication Letter Article Product Description: The oft-quoted Winston Churchill understood well the connection between language and leadership. He did not start out as a gifted speaker, yet at an early age he grasped the fundamentals of powerful oratory. Emphasizing vigorous preparation and a drive for simplicity, his notes on rhetoric are still essential for any speaker today, regardless of subject or audience. HBS Number: C0206D Subjects: Leadership; Management communication; Presentations; Writing Academic Discipline: Organizational behavior & leadership
Case Author(s): Gregory S. Zaric Publication Date: 10/19/2000 Revision Date: 11/12/2007 Product Type: Case Ivey ID: 9B00E013 Geographic Setting: Canada Industry Setting: Real Estate Industry Size: Small Year of Event: 2000 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Data analysis; Linear regression; Real estate; Regression analysis; Statistical analysis Major Disciplines: Management Science and Information Systems Product Description: A real estate appraiser has been hired by a law firm as a consultant in a dispute over the price of a piece of commercial real estate. He used traditional methods of real estate valuation, whereas the opponents in the dispute used multiple linear regression analysis to determine the value of the property, and arrived at a higher estimate. The appraiser has never used linear regression analysis before but needs to respond to this alternate valuation method.
Case Author(s): Gregory S. Zaric Publication Date: 10/19/2000 Revision Date: 11/12/2007 Product Type: Case Ivey ID: 9B00E013 Geographic Setting: Canada Industry Setting: Real Estate Industry Size: Small Year of Event: 2000 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Data analysis; Linear regression; Real estate; Regression analysis; Statistical analysis Major Disciplines: Management Science and Information Systems Product Description: A real estate appraiser has been hired by a law firm as a consultant in a dispute over the price of a piece of commercial real estate. He used traditional methods of real estate valuation, whereas the opponents in the dispute used multiple linear regression analysis to determine the value of the property, and arrived at a higher estimate. The appraiser has never used linear regression analysis before but needs to respond to this alternate valuation method.
Case Author(s): Wong, Richard; Lau, Amy; Woo, Claudia H.L. Publication Date: 03/18/2009 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU827 Geographic Setting: China Industry Setting: Agriculture industry; Forestry, fishing & hunting Subjects: Accounting; Compensation; Corporate governance; Financial ratios; Fraud; State-owned enterprises; Whistleblowing Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (HKU828), 19p, by Richard Wong, Amy Lau, Claudia H.L. Woo Product Description: Lantian Stock was China’s first state-owned agricultural enterprise to have gone through the corporatization reform in the mid-90s. Since its listing in 1996, Lantian Stock had recorded a dazzling performance in its financial statements. However, in October 2001, its resplendent image was smashed by an academic researcher, Liu Shuwei with her powerful 600-word article that pointed out the liquidity crisis of Lantian Stock. Consequently, all banks in China refused to extend loans to the company. Meanwhile, Liu faced defamation prosecution brought up by the company who initially denied the allegation. The defamation charge was dropped eventually as the Chinese regulators began to unveil the hidden truth that Lantian Stock had indeed involved in misreporting and perpetrating accounting fraud. Chinese media also dug up the controversial background, mythical tales and the previous fraud record of Lantian Stock. Since Liu could uncover the misstatement based on some basic financial ratio analysis, she remained skeptical about why such wrongdoings had not been discovered by related parties earlier. Alternately, the auditing or CPA firm of Lantian Stock commented that the fraud was undetectable as it had gone far beyond what CPAs could discover from its required procedure, and blamed it on the Chinese environment that was Source: Harvard
Case Kaufmann, L; Michel, A; Dachsel, O; Giesecke, R; Franke, M; Kuhlo, J Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 306-207-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2006 Geo location: Europe Industry: Chemicals Size: 75,000 employees Timing: 2003 Topics: Strategy; Restructuring; Spin-off; Bayer; Shareholder value; Reorganisation; Optimisation; SWOT (strengths, weaknesses, opportunities, threats); Health care; Chemicals; Crop science; Pharmaceuticals; Going public Abstract: This is the first of a two-case series (106-059-1 and 306-207-1). This case is situated in the chemical and pharmaceutical industry and deals with the ongoing restructuring at Bayer AG, which resulted in the separation of most of the company’s chemical activities and about one third of its polymer operations into an independent publicly-traded company Lanxess AG. Bayer was pressured by financial markets and needed to change its strategy in the light of decreasing stock value. Furthermore the case serves as the prelude for the case Lanxess AG (B), which presents in more depth the financial background and the rationale for different options to realise such a separation. A teaching note supplement (306-207-9) is available to accompany the teaching note.
Case Kaufmann, L; Michel, A; Dachsel, O; Giesecke, R; Franke, M; Kuhlo, J Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 106-059-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2006 Version Date: 01-11-06 Geo location: Europe Industry: Chemicals Size: > 5000 employees Timing: 2004 Topics: Strategy; Restructuring; Bayer; Value; Evaluation; Spin-off; Capital structure; Optimisation; Cash flow; Valuation; Reorganisation; Exit; Options; IPO (initial public offering); Trade sale Abstract: This is the second of a two-case series (106-059-1 and 306-207-1). In 2003, under pressure from the financial markets, Bayer AG, one of the global players in the chemical and pharmaceutical industry, decided to partly dissolve its conglomerate structure by carving-out the chemical activities together with about one third of its polymer operations and to subsequently exit the chemical industry. The newly established company, to which the assets were transferred, was named Lanxess. The rationale of the hive-off and the decision to exit the chemical business is the subject of the predecessor to this case (306-207-1). This case illustrates the corporate finance related aspects of Bayer’s restructuring, namely the spin-off of Lanxess. It presents in more depth the financial background of the separation and the rationale of why the spin-off was chosen among all potential exit options. Hence, this case can be used as an extension to the (A) case to cover comprehensively a major corporate restructuring of a diversified conglomerate. However, this case can also be used on a stand-alone basis if the focus should be solely on the corporate finance related aspects of the restructuring, ie the valuation of a privately held, at that time non-performing entity in the global chem Source: ecch
Case Kotler, P; Pfoertsch, W A Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 507-121-1 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: Germany, global Industry: Chemicals Size: Medium Timing: 2006 Topics: Brand management; Strategic changes; Brand communication; Brand positioning; Corporate communication Abstract: Lanxess was named as a new chemical commodity company which had spun-off from Bayer. Since its beginning, Lanxess had strived to build a new corporate brand with the value proposition of courage, capability and energy. Furthermore, it attempted to play a role of co-ordinated global communication activities executed in different countries under one central lead. Lanxess branding goals were carried out step by step. At this time, more challenges need to be overcome.
Case Author(s): Isenberg, Daniel Publication Date: 08/20/2007 Revision Date: 08/24/2007 Product Type: Color Case HBS Number: 9-808-008 Geographic Setting: South Africa Industry Setting: Manufacturing industries Number of Employees: 12 Gross Revenues: $500,000 revenues Event Year Start: 2000 Event Year End: 2006 Subjects: Cross cultural relations; Entrepreneurial finance; Entrepreneurial management; Entrepreneurs; International entrepreneurial finance; Social enterprise Academic Discipline: Entrepreneurship Product Description: Shane Immelman, founding CEO of Lapdesk (South Africa), is facing several acute problems: a conflict between his director of marketing and his director of field operations; a dramatic increase in prices by a key supplier; and a major strategic alliance that does not seem to be moving forward. Lapdesk is a for profit social enterprise (FOPSE) dedicated to eradicating the shortage of classroom desks in public schools. What should Immelman do? Will Lapdesk achieve its mission?
Case Author(s): Isenberg, Daniel J. Publication Date: 12/18/2008 Revision Date: 06/09/2009 Product Type: Case (Field) HBS Number: 809066 Geographic Setting: South Africa Event Year Start: 2007 Event Year End: 2007 Subjects: Cross cultural relations; Entrepreneurial finance; Entrepreneurial management; International entrepreneurial finance Academic Discipline: Entrepreneurship Product Description: Shane Immelman, founding CEO of the Lapdesk Company of South Africa, is facing a number of challenges in taking Lapdesk from South Africa and into the rest of the African continent. How should the African strategy be different from that of South Africa? What is the appropriate structure?
Case James W. Clinton This case demonstrate the ability of a small group of concerned citizens to make a difference in their community by coordinating delivery of a multiplicity of complex government programs affecting local senior citizens. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994. Courses: Business Policy/Strategy; Healthcare Topics:
Case Newson EFP; Volkoff-Richardson O This case documents the origins and development of a collaborative interorganizational system. This system is an experimental broadband network being used to trial both ATM technology and new applications such as the transmission, retrieval andarchiving of medical images. Director of LARG*net confronts the difficulties of technological innovation and interorganizational management. It provides an illustration of the technical difficulties in integrating different systems, ensuringsecurity, and the ramifications to an organization’s own systems when connectivity with other organizations is attempted. It highlights the fact that IT infrastructure is more than just physical hardware. At the same time it raises the issues ofhandling accountability and responsibility across organizational boundaries. Ivey Number: 9A96E003 Publication Date: 28/05/1996 Revision Date: 12/2/2001 Geographic Setting: Canada Industry Setting: Health Services Company Size: Large organization Event Year Start: 1995 Subjects: Information Systems, Organizational Structure, Strategic Planning, Strategic Alliances Functional Area: Management Science & Information Systems
Case Author(s): Edmondson, Amy C.; Hajim, Corey Publication Date: 02/25/2003 Revision Date: 03/25/2003 Product Type: Case (Field) Product Description: Describes the organizational transformation occurring at the Washington Suburban Sanitary Commission (WSSC), a public utility. Faced with the possibility of privatization after decades of providing service in the absence of competition or performance pressures, the WSSC leadership orchestrates a reorganization to improve efficiency and effectiveness, while facing massive layoffs. A critical decision the organization faces is whether, and how, to add new entrepreneurial services to increase otherwise flat revenues. Analyses focus on assessment of the change process and approach. Teaching Purpose: To explore large-scale change in a public sector organization trying to become competitive and efficient, borrowing insights from the private sector while not losing sight of the organization’s core public mission to provide safe drinking water and other critical community services. HBS Number: 9-603-056 Geographic Setting: United States Industry Setting: utilities Number of Employees: 2,000 Gross Revenues: $425.9 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Downsizing; Leadership; Management of change; Organizational change; Privatization; Public sector; Public utilities; Reorganization Academic Discipline: Operations management
Case Hill, Linda A.; Suesse, Jennifer M. Two HBS MBA’s leave McKinsey and Morgan Stanley to become entrepreneurs in Hong Kong. Together they start up a cinema chain throughout Asia. This case describes the experiences of managing a team in their Wuhan, China cinema. Looks at the challenges of managing growth in an entrepreneurial venture in an emerging market; leading a multicultural team; and coping with headquarter-field relationships. HBS Number: 9-499-023 Type: Case (Field) Publication Date: 8/10/1998 Revision Date: 10/2/1998 Geographic Setting: Hong Kong and China Industry Setting: entertainment Gross Revenues: $50 million revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Asia; China; Emerging markets; Entertainment industry; Entrepreneurial management; Leadership; Management performance; Multiculturalism & pluralism; Multinational corporations; Teams Supplementary Materials: Supplement (Field), (9-499-025), 2p, by Linda A. Hill, Jennifer M. Suesse; Supplement (Field), (9-499-024), 2p, by Linda A. Hill, Jennifer M. Suesse; Case Video, (9-499-502), 7 min, by Lark Internatonal Entertainment
Case Author(s): Hill, Linda A.; Suesse, Jennifer M. Publication Date: 08/10/1998 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-499-023) Lark International Entertainment Ltd. (A). HBS Number: 9-499-024 Geographic Setting:Industry Setting: Subjects: China; Emerging markets; Entertainment industry; Entrepreneurial management; Leadership; Management performance; Multiculturalism & pluralism; Multinational corporations; Teams Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-499-502), 7 min, by Lark Internatonal Entertainment
Case Author(s): Hill, Linda A.; Suesse, Jennifer M. Publication Date: 08/10/1998 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-499-023) Lark International Entertainment Ltd. (A). HBS Number: 9-499-025 Geographic Setting:Industry Setting: Subjects: China; Emerging markets; Entertainment industry; Entrepreneurial management; Leadership; Management performance; Multiculturalism & pluralism; Multinational corporations; Teams Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-499-502), 7 min, by Lark Internatonal Entertainment
Case Author(s): DiStefano, Joe; Lief, Colleen Publication Date: 01/01/2003 Revision Date: 07/22/2003 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Outlines strategy for a change management scenario. Issues include subsidiary/headquarters relationships, multicultural groups, dynamic industry conditions, and culture and personality as driving forces in a corporate turnaround. Having grown as much as possible in its Scandinavian home markets, House of Prince aims to make its Prince cigarette brand as dominant a competitor in the emerging Baltic markets as it is in Denmark. The company sends Lars Kruse Thomsen to Warsaw as the newly appointed director of sales and marketing at House of Prince’s Polish operation. What he finds upon his arrival — organizational inertia, a leadership vacuum, and unreliable sales and performance data — shocks him. Thomsen realizes that to reverse the company‘s precipitous decline, he must fix what is at the root of its malaise. Under his direction, the sales and marketing department will lead the way. May be used with: (IMD151) Facing a Crisis: Lars Kruse Thomsen Starts His New Job (A); (IMD154) Resolving a Crisis: Lars Kruse Thomsen Assesses the Results of Change (C). HBS Number: IMD153 Geographic Setting: Poland, Denmark Industry Setting: tobacco Event Year Start: 2000 Event Year End: 2002 Subjects: Eastern Europe; Europe; Implementation; International management; Leadership; Management of change; Management of crises; Marketing implementation; Marketing management; Marketing strategy; Organizational behavior; Organizational change; Organizational problems; Reorganization; Sales organization; Scandinavia; Tobacco industry Academic Discipline: Organizational behavior & leadership
Case Author(s): DiStefano, Joe; Lief, Colleen Publication Date: 01/01/2001 Revision Date: 07/22/2003 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development HBS Number: IMD151 Geographic Setting: Poland, Denmark Industry Setting: tobacco Event Year Start: 2000 Event Year End: 2002 Subjects: Eastern Europe; Europe; Implementation; International management; Leadership; Management of change; Management of crises; Marketing implementation; Marketing management; Marketing strategy; Organizational behavior; Organizational change; Organizational problems; Reorganization; Sales organization; Scandinavia; Tobacco industry Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IMD152), 27p, by Joe DiStefano, Colleen Lief Product Description: Sets the stage for a change management scenario. Issues include subsidiary/headquarters relationships, multicultural groups, dynamic industry conditions, and culture and personality as driving forces in a corporate turnaround. Having grown as much as possible in its Scandinavian home markets, House of Prince aims to make its Prince cigarette brand as dominant a competitor in the emerging Baltic markets as it is in Denmark. The company sends Lars Kruse Thomsen to Warsaw as the newly appointed director of sales and marketing at House of Prince’s Polish operation. What he finds upon his arrival — organizational inertia, a leadership vacuum, and unreliable sales and performance data — shocks him. Thomsen realizes that to reverse the company‘s precipitous decline, he must fix what is at the root of its malaise. Under his direction, the sales and marketing department will lead the way. May be used with: (IMD153) Dealing with Crisis: Lars Kruse Thomsen Moves to Solve Problems (B); (IMD154) Resolving a Crisis: Lars Kruse Source: Harvard
Case Author(s): DiStefano, Joe; Lief, Colleen Publication Date: 12/06/2002 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Discusses implementation and results for a change management scenario. Issues include subsidiary/headquarters relationships, multicultural groups, dynamic industry conditions, and culture and personality as driving forces in a corporate turnaround. Having grown as much as possible in its Scandinavian home markets, House of Prince aims to make its Prince cigarette brand as dominant a competitor in the emerging Baltic markets as it is in Denmark. The company sends Lars Kruse Thomsen to Warsaw as the newly appointed director of sales and marketing at House of Prince’s Polish operation. What he finds upon his arrival — organizational inertia, a leadership vacuum, and unreliable sales and performance data — shocks him. Thomsen realizes that to reverse the company‘s precipitous decline, he must fix what is at the root of its malaise. Under his direction, the sales and marketing department will lead the way. May be used with: (IMD151) Facing a Crisis: Lars Kruse Thomsen Starts His New Job (A); (IMD153) Dealing with Crisis: Lars Kruse Thomsen Moves to Solve Problems (B). HBS Number: IMD154 Geographic Setting: Poland, Denmark Industry Setting: tobacco Event Year Start: 2000 Event Year End: 2002 Subjects: Eastern Europe; Europe; Implementation; International management; Leadership; Management of change; Management of crises; Marketing implementation; Marketing management; Marketing strategy; Organizational behavior; Organizational change; Organizational problems; Reorganization; Sales organization; Scandinavia; Tobacco industry Academic Discipline: Organizational behavior & leadership
Case Author(s): Beamish PW; Litvak I; Cheung H Description: The vice-president of international operations must decide whether to continue to operate or abandon the company’s Nigerian joint venture. Although the expatriate general manager of the Nigerian operation has delivered a very pessimistic report,Larson‘s own hunch was to stay in that country. Maintaining the operation was complicated by problems in staffing, complying with a promise to increase the share of local ownership, a joint venture partner with divergent views, and increasing costsof doing business in Nigeria. If Larson decides to maintain the existing operation, the issues of increasing local equity participation (i.e. coping with indigenization) and staffing problems (especially in terms of the joint venture generalmanager) have to be addressed. Ivey Number: 9B04M012 Publication Date: 3/2/2004 Geographic Setting: Africa Industry Setting: Electric & Electronic Equipment Supplies Company Size: Large organization Event Year Start: 2003 Subjects: Subsidiaries; Staffing; Third World; Government Regulation Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Case Nick Balls, Idaho State University George Johnson, Idaho State University Source: The Society for Case Research, Annual Advances in Business Cases 2000 Copyright 2002
Case Author(s): van den Berg, Jeroen; Pretorius, Frederik Publication Date: 05/07/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU652 Geographic Setting: Macau; United States Industry Setting: Gaming industry; Hotel industry; Restaurant industry Subjects: Financial analysis; Gaming; Investment banking; Valuation Academic Discipline: Finance Product Description: In May 2004, Las Vegas Sands Corp. became the first to open a Western-style casino in the Chinese enclave of Macau. Run and owned in majority by Sheldon Adelson, Nevada-based Las Vegas Sands Corp. had pioneered the convention-driven business model in the Las Vegas gaming industry. As one of three new gaming license holders in Macau, Adelson was set to replicate the model in Macau and break the monopoly held by Stanley Ho’s Sociedade de Turismo e Diversoes de Macau (STDM) for more than 40 years. By May 2005, Macau was experiencing construction frenzy. Billions of dollars worth of casinos, convention venues, and hotels were under development. Las Vegas Sands Corp. was one of the main instigators, with a US$1.8 billion casino resort under construction, as well as an interest in six hotel casino complexes. The company was also expanding its Las Vegas business with a US$1.6 billion casino resort next to its existing Las Vegas Venetian development.
Case Linda J. Morris; John L. Lawrence After years of wearing contact lenses and glasses, Linda is considering LASIK eye surgery. Her friend, Carla, is having the surgery performed in Canada because it is considered elective surgery in the United States and is not covered by medical insurance. The Canadian-based clinics are substantially less expensive than U.S.-based clinics and have been performing the surgery longer than in the United States. Linda’s high-involvement consumer decision focuses on two issues: (1) Should she have surgery? (2) Where should she have surgery? To answer these questions, Linda obtains information from several reliable sources before making her final decision. The consumer service scripts can uncover where the service process costs differ and where the degree of customer persoanlization enhances the perception of a high-quality service. The challenge is to determine how these nonprice issues guide the consumer decision process for this elective surgery. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 3 Subjects: Consumer Behavior; Services Marketing; Services Operations Management
Article Author(s): Duboff, Robert S.; Friel, Thomas J. Publication Date: 01/01/2009 Product Type: Harvard Business Review Article HBS Number: R0901G Subjects: CEO; Knowledge transfer; Leadership; Mentors Academic Discipline: Organizational behavior & leadership Product Description: No one is in a better position to get an incoming CEO up to speed than his or her predecessor, whose insights and accumulated wisdom are uniquely valuable during the transition and even beyond. The outgoing leader can provide information about the expectations of high-ranking employees; short-term opportunities ripe for harvesting; how the board and others perceive the newcomer’s reputation or personal brand; the strengths and foibles of internal allies and external partners; organizational bench strength; and the wisdom that comes from experience well-reflected upon. Organizations and their shareholders don‘t want intellectual capital like this to simply evaporate, which is why nearly every multinational corporation makes ongoing consultation a requirement in severance contracts and pays handsomely for it. Nevertheless, candid, in-depth discussions between outgoing and incoming CEOs rarely take place. Friel, formerly the chairman and CEO of Heidrick & Struggles, and Duboff, the CEO and a cofounder of HawkPartners, conducted numerous interviews with people who had been through at least one CEO transition to find out why those discussions don't happen as a matter of course and how best to draw on the knowledge of a departing leader. They clearly outline the steps that organizations can take, such as making golden parachutes contingent on debriefing conversations, having HR arrange the meetings to dispel any awkwardness, and creating a thorough agenda. And they advise the two executives to meet as equals, share the “first 90 days plan,” and speak consistently about the past and future — to the media as well as to sta Source: Harvard
Case Author(s): Light, Jay O.; Applegate, Lynda M.; Green, Publication Date: 09/14/1999 Revision Date: 01/25/2000 Product Type: Note Product Description: Provides an overview of broadband access technology. Includes technical overviews of cable, DSL, fixed wireless, and satellite systems, and suggests the technical suitability of each to accommodate broadband applications. Teaching Purpose: To accompany cases written about broadband infrastructure companies; provides a technical primer to students so that they can understand broadband infrastructure business models. HBS Number: 9-800-076 Subjects: Internet; Technological change; Technology; Telecommunications Academic Discipline: General management
Case Yazici-Malkoclar, S — University of Surrey Buhalis, D — University of Surrey Distributor: ecch (www.ecch.com) Reference: 907-024-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2006 Topics: Tourism; Intermediation; Strategic marketing Abstract: Tourism requires accurate, timely and comprehensive information, often for places that are thousands of miles apart. The Internet facilitates these communications. The Internet has changed the structure of tourism and travel, by enabling organisations to use dynamic mechanisms to reach customers efficiently and cost effectively. It has become a virtual market place for both tourists and travel companies. Therefore, the Internet opened a new business world for travel and tourism industries facilitated by e-Business / e-Tourism and e-Trade. The Internet brought two conflicting trends in the marketplace. On the one side disintermediation, where suppliers could go directly to the consumers and on the other side re-intermediation, where new intermediaries emerged to support transactions in cyberspace. This case study celebrates one of the most well known Internet companies, Lastminute.com. In 1998, Hoberman and Lane Fox created Lastminute.com as a unique and different travel website lifestyle portal. They realised the future benefits of the Internet for the tourism and leisure industries. They launched their Lastminute.com website as a mechanism to distribute distressed travel inventory to consumers that would like instant response to their needs rather than plan their holidays months in advance. In seven years, they achieved incredible success and growth. However, it was not enough to survive in the competitive travel industry. The competitors in the travel industry were strong and powerful in terms of the financial and global perspective. Fourteen acquisit Source: ecch
Article Author(s): Kiechel, Walter Publication Date: 06/01/1996 Product Type: Harvard Management Update Article Product Description: A review of the recent literature on how to grow a company shows that more companies are realizing that they cannot downsize their way to glory. So, how can a manager take an established organization and increase its sales and profits step by step? The best ideas can be distilled into four workable strategies: 1) sell ever more to the same base of carefully selected customers; 2) systemically cook up new products or services; 3) establish control of a market and then grow as it grows; and 4) rethink how you get your service or product to customers. HBS Number: U9606B Subjects: Expansion; Growth management; Growth strategy; Innovation Academic Discipline: Competitive strategy
Case Author(s): Porter, Michael E.; Ketels, Christian Publication Date: 02/07/2007 Revision Date: 11/19/2007 Product Type: Case (Library) HBS Number: 9-707-515 Event Year Start: 1990 Event Year End: 2004 Subjects: Latvia Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-707-524), 15p, by Michael E. Porter, Christian Ketels Product Description: Describes the economic development of Latvia, a small eastern European country on the shores of the Baltic Sea, from regaining independence in 1991 to European Union (EU) accession in 2004 and is set on May 1st, 2004, the day Latvia became an EU member. Latvia had achieved strong growth since regaining independence from the Soviet Union in 1990. Describes Latvia’s economic development over this period, discussing the economic policy efforts that have taken place and includes general information on the country, its history and politics, and the business environment that companies faced in 2004. A special focus is the influence that the EU accession process has on the Latvian economy and on economic policy choices in the country. Challenges students to discuss how the environment changes as EU membership is achieved, and which new priorities the country might need to define for its economic policy.
Case Author(s): Porter, Michael E.; Ketels, Christian Publication Date: 02/07/2007 Revision Date: 11/19/2007 Product Type: Case (Library) HBS Number: 9-707-515 Event Year Start: 1990 Event Year End: 2004 Subjects: Latvia Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-707-524), 15p, by Michael E. Porter, Christian Ketels Product Description: Describes the economic development of Latvia, a small eastern European country on the shores of the Baltic Sea, from regaining independence in 1991 to European Union (EU) accession in 2004 and is set on May 1st, 2004, the day Latvia became an EU member. Latvia had achieved strong growth since regaining independence from the Soviet Union in 1990. Describes Latvia’s economic development over this period, discussing the economic policy efforts that have taken place and includes general information on the country, its history and politics, and the business environment that companies faced in 2004. A special focus is the influence that the EU accession process has on the Latvian economy and on economic policy choices in the country. Challenges students to discuss how the environment changes as EU membership is achieved, and which new priorities the country might need to define for its economic policy.
Case Author(s): Rayport, Jeffrey F.; Toth, Michelle Publication Date: 03/18/1998 Product Type: Case (Field) Product Description: Launch has developed an entertainment publication on CD-ROM with 240,000 subscribers and has recently introduced an on-line entertainment product (www.mylaunch.com) to complement the CD-ROM. Deals with multiple-channel delivery and platform selection and branding on the Web. HBS Number: 9-898-079 Geographic Setting: Santa Monica, CAIndustry Setting: CD-ROM/musicCompany Size: smallNumber of Employees: 30Gross Revenues: $5 million revenues Event Year Start: 1998Event Year End: 1998 Subjects: CD-ROM; Entertainment industry; Information technology; Marketing strategy; Service management; World Wide Web Academic Discipline: Service management
Case Author(s): Parry, Mark E.; Jones, Melanie Darden ID: UVA-M-0704 Published: 1/10/2005 Revised: 7/1/2005 Copyright Year: 1999 Subject Area: Marketing Keywords: #new products new product launch brand strategy brand extensions consumer marketing marketing strategy product lifecycle; # Abstract: In January 2002, Anheuser-Busch is preparing to launch Bacardi Silver, a new premium malt beverage. Marlene Coulis, director of new products for Anheuser-Busch, must decide what steps she should take to ensure a successful new product launch. In particular, she must decide how much money to invest in the launch.
Case Author(s): Parry, Mark E.; Jones, Melanie Darden ID: UVA-M-0704 Published: 1/10/2005 Revised: 7/1/2005 Copyright Year: 1999 Subject Area: Marketing Keywords: #new products new product launch brand strategy brand extensions consumer marketing marketing strategy product lifecycle; # Abstract: In January 2002, Anheuser-Busch is preparing to launch Bacardi Silver, a new premium malt beverage. Marlene Coulis, director of new products for Anheuser-Busch, must decide what steps she should take to ensure a successful new product launch. In particular, she must decide how much money to invest in the launch.
Case Barclay DW From a strategic perspective, the Bank of Montreal, a major Canadian bank, has committed to entering the ’virtual banking‘ marketplace in Canada. There is also the potential to launch later in the USA and Mexico. They plan to do this in apreemptive fashion to gain first mover advantage. This means no extensive pilots and a short time to launch. The decision makers are charged with developing a complete launch strategy. They have two years of tentative ideas to work with, but anumber of major decisions on product line, pricing, communications, salesforce, etc. are still to be made.The purpose of the case is to introduce students to the entire scope of marketing decisions to be made in such a situation, including fundamental decisions around targeting and positioning. It also drives students to make decisions in the face ofincomplete information and short time horizons. To date, the case has been successfully used to set the stage for marketing management courses, and to kick off marketing management modules in executive development programs. (A nine-minute video canbe purchased with this case, video 7A98A025.) Ivey Number: 9A98A025 Publication Date: 23/09/1998 Geographic Setting: Canada Industry Setting: Banking Company Size: Large organization Event Year Start: 1996 Subjects: Consumer Marketing, New Products, Market Strategy, Market Entry Functional Area: Marketing
Case Author(s): Gloria Barczak; David T.A. Wesley Publication Date: 8/3/2007 Product Type: Case (Pub Mat) Ivey ID: 9B07A014 Geographic Setting: United States; United Kingdom Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Generating profit from new technology; Market strategy; Product design/Development; New products Major Disciplines: International; Marketing Product Description: The PlayStation 3 (PS3) was the successor of the acclaimed PlayStation 2 (PS2), recognized as the world’s best-selling video game console with more than 100 million units sold. The unprecedented display of enthusiasm for the PS3 suggested that Sony had another winner on its hands. The company projected sales of six million PS3 consoles worldwide between November 2006 and March 2007, a level that the PS2 took almost a year to reach. Sony‘s initial euphoria was short-lived. By February 2007, more than a third of PS3 consoles remained unsold, while some retailers reported a higher number of returns than sales. Consumers said they felt let down by Sony. The PS3 looked no better than Microsoft's Xbox 360, they complained, even though the Xbox 360 had already been on the market for more than a year, and sold for $200 less than the PS3. Customers also lamented the PS3's lack of interesting games, spotty support for PlayStation 2 games, and uninspiring online capabilities. Meanwhile, Nintendo's inexpensive and quirky Wii console had become all the rage, despite its underpowered processor and comparatively basic graphics. The case examines the characteristics of a successful new product launch, particularly product features, brand loyalty, content availability, third-party support, and adherence to industry standards. The case also considers how radical innovations can be used to win market share Source: Ivey
Article Author(s): Bamford, James; Ernst, David; Fubini, David G. Publication Date: 02/01/2004 Product Type: Harvard Business Review Article Product Description: More than 5,000 joint ventures, and many more contractual alliances, have been launched worldwide in the past five years. Companies are realizing that JVs and alliances can be lucrative vehicles for developing new products, moving into new markets, and increasing revenues. The problem is, the success rate for JVs and alliances is on a par with that for mergers and acquisitions—not very good. The authors, all McKinsey consultants, argue that JV success remains elusive for most companies because they don’t pay enough attention to launch planning and execution. The launch phase begins with the parent companies‘ signing of a memorandum of understanding and continues through the first 100 days of the JV or alliance's operation. During this period, it's critical for the parents to convene a team dedicated to exposing inherent tensions early. Specifically, the launch team must tackle four basic challenges. First, build and maintain strategic alignment across the separate corporate entities, each of which has its own goals, market pressures, and shareholders. Second, create a shared governance system for the two parent companies. Third, manage the economic interdependencies between the corporate parents and the JV. And fourth, build a cohesive, high-performing organization (the JV or alliance). Using real-world examples, the authors offer their suggestions for meeting these challenges. HBS Number: R0402G Subjects: Alliances; Joint ventures; Mergers & acquisitions; Organizational structure; Strategic alliances Academic Discipline: Competitive strategy
Case Author(s): Casadesus - Masanell, Ramon ; Fernandez, Celso ; Jobke, Moritz Publication Date: 07/11/2007 Revision Date: 08/04/2008 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 708414 Geographic Setting: Denmark Number of Employees: 36 Gross Revenue: DKK 176,000,000 Event Year Start: 2000 Event Year End: 2003 Subjects: Innovation; Competitive environment; Business models; Competitive advantage Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (708415), 2p, by Ramon Casadesus - Masanell,Celso Fernandez,Moritz Jobke; Supplement, (708416), 2p, by Ramon Casadesus - Masanell,Celso Fernandez,Moritz Jobke; Case Teaching Note, (708520), 30p, by Ramon Casadesus - Masanell Product Description: To maximize their effectiveness, color cases should be printed in color. Includes color exhibits. When the Danish mobile phone service provider Telmore entered the market in October 2000, few people took notice. Its business model was not perceived as particularly aggressive or threatening to the industry. Less than three years later, Telmore’s creative adaptation of the well-known, no-frills model of the airline industry had taken the Danish market by storm. With a combination of rock-bottom prices, simplicity, and a focus on customer satisfaction backed by a unique low-cost infrastructure, Telmore‘s business model, with its powerful virtuous cycles, proved to be the most successful innovation the industry had seen in many years.
Case Author(s): Casadesus - Masanell, Ramon ; Fernandez, Celso ; Jobke, Moritz Publication Date: 07/11/2007 Revision Date: 08/06/2008 Product Type: Supplement Publisher: Harvard Business School HBS Number: 708415 Subjects: Innovation; Competitive environment; Business models; Competitive advantage Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (708520), 30p, by Ramon Casadesus - Masanell Product Description: Supplement to the (A) case. An abstract is not available for this product.
Case Author(s): Casadesus - Masanell, Ramon ; Fernandez, Celso ; Jobke, Moritz Publication Date: 07/11/2007 Product Type: Supplement Publisher: Harvard Business School HBS Number: 708416 Subjects: Innovation; Competitive environment; Business models; Competitive advantage Academic Discipline: Competitive strategy Product Description: Supplement to the (A) case. An abstract is not available for this product.
Case Author(s): Fournier, Susan; Dolan, Robert J. Publication Date: 02/14/1997 Revision Date: 01/08/2002 Product Type: Color Case HBS Number: 597002 Industry Setting: Automotive industry Subjects: Brands; Communication strategy; New product marketing; Product placement; Product positioning; Public relations Academic Discipline: Marketing Supplementary Materials: Case Video, (500502), 32 min, by Susan Fournier, Robert J. Dolan; Case Video, DVD, (500501), 32 min, by Susan Fournier, Robert J. Dolan; Case Video, Streaming, (1-179-4), 32 min, by Susan Fournier, Robert J. Dolan; Teaching Note, (500025), 32p, by Susan Fournier, Andrea Wojnicki Product Description: James McDowell, vice president of marketing at BMW North America, Inc., must design Phase II communication strategies for the launch of the new BMW Z3 Roadster. The program follows an “out-of-the-box” prelaunch campaign centered on the placement of the product in the November 1996 James Bond hit movie, “GoldenEye”, and including other “nontraditional” elements such as a product appearance on Jay Leno’s Tonight Show, an offering of a Bond Edition Roadster in the Neiman Marcus Christmas Catalog, and large-scale public relations activities. McDowell must assess the effectiveness of the prelaunch activities and design marketing tactics that can sustain product excitement until product availability in March. Includes color exhibits.
Case Author(s): Fournier, Susan; Dolan, Robert J. Publication Date: 02/14/1997 Revision Date: 01/08/2002 Product Type: Color Case HBS Number: 9-597-002 Industry Setting: Automotive industry Subjects: Brands; Communication strategy; New product marketing; Product placement; Product positioning; Public relations Academic Discipline: Marketing Supplementary Materials: Case Video, (9-500-502), 32 min, by Susan Fournier, Robert J. Dolan; Case Video, DVD, (9-500-501), 32 min, by Susan Fournier, Robert J. Dolan; Teaching Note, (5-500-025), 32p, by Susan Fournier, Andrea Wojnicki Product Description: James McDowell, vice president of marketing at BMW North America, Inc., must design Phase II communication strategies for the launch of the new BMW Z3 Roadster. The program follows an “out-of-the-box” prelaunch campaign centered on the placement of the product in the November 1996 James Bond hit movie, “GoldenEye”, and including other “nontraditional” elements such as a product appearance on Jay Leno’s Tonight Show, an offering of a Bond Edition Roadster in the Neiman Marcus Christmas Catalog, and large-scale public relations activities. McDowell must assess the effectiveness of the prelaunch activities and design marketing tactics that can sustain product excitement until product availability in March. Includes color exhibits.
Teaching Note For use with 9-597-002 HBS Number: 5-500-025 Subjects: Automobiles; Brands; Communication strategy; New product marketing; Product positioning; Public relations
Case Author(s): Childress, Stacey Publication Date: 01/28/2005 Product Type: Case (Field) Product Description: Examines the start-up process of a new, small high school inside the New York City public school system, with funding from the Bill and Melinda Gates Foundation. Covers the entrepreneurial process, the specific performance challenges in public high schools in the United States, and the quest for sustainability in a new enterprise. Also addresses the small high school movement in the United States. HBS Number: 9-805-093 Geographic Setting: GlobalNumber of Employees: 13Gross Revenues: $900,000 Event Year Start: 2005Event Year End: 2005 Subjects: Education; Entrepreneurship; Partnerships; Public schools; Social enterprise Academic Discipline: Entrepreneurship
Case Author(s): Goldberg, Ray A.; Hogan, Hal Publication Date: 10/20/2003 Revision Date: 02/20/2004 Product Type: Case (Field) Product Description: The first food safety commission is established for the European Union. How does it handle food safety, scientific evaluations, and people’s attitudes toward scientific changes in food growing and processing, e.g., genetically modified organisms? Teaching Purpose: To understand the importance of food safety to consumers and the food system. HBS Number: 9-904-414 Geographic Setting: EuropeNumber of Employees: 350 Event Year Start: 2003Event Year End: 2003 Subjects: Europe; Food; Food processing industry; Government policy; Health; Trade policy Academic Discipline: Business & government
Case Dana, T E — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 598-067-1 Language: English Category: Marketing Data source: Published sources Product Year: 1998 Geo location: France Industry: Automobile Size: Large Topics: Advertising; Strategy; Sales Abstract: In October 1996, Ford was ready to launch its new ’Ka‘ to the French market. Ford hired the Ogilvy and Mather advertising agency to create the launch campaign. With a 60 million franc budget for a three-month campaign, the parent company hoped to achieve a 2% market share, by selling 35,000 to 40,000 cars in the first year. The agency opted for a highly creative and avant-garde campaign in order to create awareness of Ford's new product. This case presents the salient information required to launch a car in France and gives students the opportunity to create their own campaign based on the information given.
Case Author(s): Roberto, Michael A.; Carioggia, Gina M. Publication Date: 08/19/2002 Revision Date: 10/17/2002 Product Type: Case (Library) Product Description: Describes the decision-making process employed by President Bush’s War Cabinet in the days following the September 11th terrorist attacks. Examines how the president and his advisers framed the problem, exchanged ideas, generated alternatives, and developed a plan of action. Teaching Purpose: To examine a high-stakes decision-making process by a senior executive team. HBS Number: 9-303-027 Geographic Setting: United StatesIndustry Setting: government Event Year Start: 2001Event Year End: 2001 Subjects: Decision making; Group dynamics; Human resources management; Leadership; Management of crises; Management styles; Organizational behavior; Teams Academic Discipline: Competitive strategy
Teaching Note For use with 9-194-142 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation
Teaching Note For use with 9-194-143 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation
Teaching Note For use with 9-194-144 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation
Case Heath, J — Published by ecch Distributor: ecch (www.ecch.com) Reference: 398-164-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1998 Geo location: Global Industry: Clothing and home furnishings Size: u336 million turnover (1996) Timing: 1953-1996 with a focus on 1986-1996 Topics: Competence analysis; Expectations, objectives, purpose; Global management; Vertical integration; Management style; Leadership; Restructuring; Strategic alliance Abstract: This case describes the growth and development of a leading clothing, home furnishings and related products group from its origins in 1953 until 1996. Over this period the business grew from a home based husband and wife concern to an international group whose brand name Laura Ashley was recognised around the world and regarded by many as the group’s major asset. The case begins with a short account of the Laura Ashley‘s development to 1985 when it became a quoted UK public company. The company's ambitious expansion plans and the difficulties it faced in the late 1980s and early 1990s are then described. A new CEO was appointed in September 1991 but despite the changes he implemented the group continued to struggle and he resigned in April 1994. In June 1995 Ann Iverson was appointed CEO. Her aim was to re-establish a 'retail culture' and a strong unified look across the group's product range. The case concludes with a summary of her assessment of the business and her proposals for returning the group to a satisfactory level of performance within three years. The early results seemed promising.
Case Author(s): Loveman, Gary W.; Anthony, Robert T. Publication Date: 10/08/1992 Revision Date: 12/04/1996 Product Type: Case (Field) HBS Number: 9-693-050 Geographic Setting: London Industry Setting: Apparel industry; Home furnishings Company Size: large Event Year Start: 1992 Event Year End: 1992 Subjects: Customer service; Distribution; International business; Partnerships; Service management Academic Discipline: Service management Supplementary Materials: Teaching Note, (5-693-083), 16p, by Gary W. Loveman, Robert T. Anthony Product Description: In an effort to improve its global distribution system and thus enhance customer service in its shops around the world, Laura Ashley entered into a path-breaking strategic alliance with Federal Express Business Logistics Services. Under the terms of a loosely structured partnership, Federal Express essentially takes over the warehouse and distribution activities formerly handled by Laura Ashley. The alliance is path breaking due to its largely informal structure, based more on trust and mutual benefit than on complicated rules and measures.
Teaching Note For use with 9-693-050 HBS Number: 5-693-083 Subjects: Customer service; Distribution; International business; Partnerships; Service management
Case Heath, J — University of Leicester Distributor: ecch (www.ecch.com) Reference: 387-022-2 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1987 Geo location: UK Industry: Clothing, furnishing Size: 5000+ employees Timing: 1954-1985 Topics: Background information; Business environment; Business objectives; Company performance evaluation; Corporate strategy; Corporate structure and development; Entrepreneurship; Growth and expansion; Growth strategy; International business; Manufacturing strategy; Marketing strategy Abstract: This case traces the development of the company from its origins to 1985, when it went public, and describes its 1985 structure and operations in some detail. The case can be used to trace the company’s strategic decisions as it developed and provide a basis upon which to discuss current strategies. ** //www.ecch.com/caseawards target=_blank>ecch European Case Awards Category Runner up 1991**
Case Heath, J — University of Leicester Distributor: ecch (www.ecch.com) Reference: 391-051-1 Language: English Category: Strategy and General Management Abstract: This case is an update of Laura Ashley Holdings Plc (A) (387-022-2). The (A) case describes the growth and development of the company until it
Case Author(s): Perlow, Leslie A. Publication Date: 09/23/2003 Revision Date: 03/01/2004 Product Type: Case (Compilation) Product Description: According to her managers, Laura is an “ideal female employee.” Depicts her life and provides a log of how she spends her time. This is a rewritten version of an earlier case. May be used with: (9-404-055) The PEARL Project: Work Patterns at Ditto (A); (9-404-057) Max Green: Work Patterns at Ditto (C); (9-404-058) Time Distribution and Interaction Patterns for PEARL Project Team: Work Patterns at Ditto (D). HBS Number: 9-404-056 Geographic Setting: Northeastern United StatesIndustry Setting: high techNumber of Employees: 100,000 Subjects: Career advancement; Families & family life; Organizational behavior; Performance effectiveness; Product development; Software; Success; Teams; Time management; Women in business; Work hours Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-404-059), 18p, by Leslie A. Perlow
Teaching Note For use with 9-404-056 HBS Number: 5-404-059 Subjects: Career advancement; Families & family life; Organizational behavior; Performance effectiveness; Product development; Software; Success; Teams; Time management; Women in business; Work hours
Case Author(s): Desai, Mihir; Tufano, Peter Publication Date: 08/23/2000 Revision Date: 07/10/2001 Product Type: Case (Field) Product Description: CSFB equity research analyst Laura Martin publishes a report on valuing Cox Communications that introduces an innovative approach to valuation. She contends that EBITDA multiple analysis, typical for the cable industry, is flawed because it overlooks the value of the “stealth tier” (unused capacity on cable companies’ fiber optic network). Martin proposes using real options valuation to impute value to the stealth tier, and she thereby arrives at a higher valuation for Cox stock. This provides the context for contrasting several valuation methodologies—traditional DCF analysis, regression-based ROIC and multiple analysis, and real option theory--and assessing how selected assumptions impact the various valuation techniques. In particular, Martin reviews ways in which the industry is evolving and students can think about how these changes impact which valuation method is most appropriate. More generally, this case provides a context for discussing the role of equity research analysts, highlighting all the constituencies they serve and how this can create conflicts of interest. Martin‘s application of real options theory provides an opportunity to evaluate where it works, where it doesn't, and why. HBS Number: 9-201-004 Geographic Setting: New York, NY Industry Setting: securities analysis Number of Employees: 15,000 Event Year Start: 1999 Event Year End: 1999 Subjects: Communications industry; Real options; Securities analysis; Valuation Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-202-060), 16p, by Mihir Desai, Mark Veblen
Case Author(s): Gentile, Mary Publication Date: 07/08/1992 Product Type: Case (Gen Exp) Product Description: Laura Wollen, a group marketing director for ARPCO, Inc., must decide whether to recommend a high performance product manager for a choice position overseas. The supervisor overseas resists the hire because of the candidate’s race and Wollen fears that insisting will set her candidate up for failure. On the other hand, she believes she is the best candidate and should not be denied the position. HBS Number: 9-393-003 Geographic Setting: Columbus, OH Industry Setting: electrical appliances and home machinery Company Size: large Gross Revenues: $2.5 billion revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Careers & career planning; Discrimination; Diversity; Ethics Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-393-031), 7p, by Mary Gentile
Case (Gen Exp) Author(s): Michael Sider; Ken Mark Ivey ID: 9B06M032 Publication Date: 4/28/2006 Revision Date: 1/30/2006 Product Type: Case (Gen Exp) Geographic Setting: Canada Industry Setting: Textile Mill Products Size: Small Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Human Resources Management; Leadership; Communications; Discrimination Major Disciplines: General Management Product Description: A senior manager at Laurel Upholstery learns from an unexpected meeting with a former senior manager at the firm’s Montreal factory that only managers of a certain origin - regardless of seniority or performance - were being promoted into top management positions. Although the former manager alleged he had no interest in pursuing the matter, he was frustrated enough to leave the firm, and indicated the matter seemed serious enough to warrant further investigation.
Case Author(s): John S. Haywood-Farmer; Jenna Weaver; Anne Cybulski Publication Date: 1/8/2008 Revision Date: 2/15/2008 Product Type: Case (Field) Teaching Note: 8B07D20 Ivey ID: 9B07D020 Geographic Setting: Canada Industry Setting: Business Services Size: Medium Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Job Requirements; Professional Firms; Accounting Environment; Management of Professionals Major Disciplines: Production and Operations Management Product Description: Lauren McDonald, a recently promoted manager at the public accounting firm Ernst & Young in London, Ontario, has an appointment with one of her senior staff accountants. McDonald had met with the staff accountant two months earlier as part of the staff accountant?s mid-year performance review. The meeting had also included an informal discussion as to whether the staff accountant was on track for a promotion to manager, which would be decided later in the year. The staff accountant had asked McDonald for another meeting to discuss the responsibilities of becoming a manager in more detail. McDonald had faced many challenges in her three months as a manager and had not had time to reflect on her own performance. However, she wanted to share her experiences with the staff accountant to better prepare her for the challenges she might face in the coming year.
Case Author(s): Stephen R. Foerster; Rob Barbara Publication Date: 12/8/1995 Revision Date: 6/26/2006 Product Type: Case Ivey ID: 9A95B029 Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Large Year of Event: 1995 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Capital Budgeting; Planning Major Disciplines: Finance Product Description: The vice-president of operations must submit a valuation and recommendation to expand his plant to handle a doubling of sales over the next three years. Students will have to understand the process review for capital allocation in this
Case Author(s): David C. Shaw; Stephen R. Foerster; Mary Heisz; Rob Barbara Publication Date: 7/20/2006 Revision Date: 7/17/2006 Product Type: Case Ivey ID: 9B06B027 Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Capital Budgeting; Planning Major Disciplines: Finance Product Description: The vice-president of operations must submit a valuation and recommendation to expand his plant to handle a doubling of sales over the next three years. Students will have to understand the process review for capital allocation in this large corporation in order to make their recommendation, as well as complete a discounted cash flow.
Case Fry JN Executives of the Laurentian Bank of Canada were reviewing their plans for the launch of B2B Trust - a new business that would become Canada’s first Internet-enabled wholesaler of financial services and products. If they proceed, they would bemaking a major internal and external commitment to a new way of doing business. They wanted to be sure they had it right and that the introduction would go smoothly. During this review they needed to facilitate a strategic analysis of the B2B Trustinitiative - assess the validity of the concepts, the appropriateness of it for the Laurentian Bank and prepare recommendations for senior management. Ivey Number: 9B00M035 Publication Date: 22/09/2000 Geographic Setting: Canada Industry Setting: Banking Company Size: Medium organization Event Year Start: 2000 Subjects: Strategic Planning, New Products, E-Commerce Functional Area: General Management
Case Cook, J; Mitchell, C Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 305-425-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2005 Geo location: Johannesburg, South Africa Industry: Financial services Size: Large Timing: 2004 Topics: Leadership; Governance; Corporate entrepreneurship Abstract: By 2004, Laurie Dippenaar had been at the helm of FirstRand, one of the largest financial services groups in South Africa, for six years. He was chairman of two of the companies within the FirstRand group the Momentum Group Limited and Discovery, both of which operated in the life and health insurance market. In early 2004, Discovery had come up with an idea for an investment product that was a paradigm shift away from what was currently offered in the market and Dippenaar believed it had huge potential. The immediate question was whether to allow Discovery to proceed with its new product, as it would compete directly with the products offered by Momentum. The real issue was that FirstRand had two horses in one race, and he wondered whether the current situation was sustainable.
Case Author(s): Bruns, William J., Jr. Publication Date: 01/29/1993 Revision Date: 05/25/2004 Product Type: Case (Gen Exp) Product Description: A small manufacturer needs additional financing for expansion and production improvements. A bond issue would provide needed funds, and a zero-coupon bond would delay payments until funds provided by operations were available. Present value tables are included. HBS Number: 9-193-098 Geographic Setting: North Carolina Industry Setting: Plastics industry Company Size: small Event Year Start: 1993 Event Year End: 1993 Subjects: Bonds; Financial reporting; Present value Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-193-181), 6p, by William J. Bruns Jr.
Case Zaghi, K Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 505-087-1 Language: English Category: Marketing Data source: Field research Product Year: 2005 Geo location: France Industry: Coffee sector Size: 600 million euros turnover Timing: 1982-1997 Topics: International marketing; Channel management; New market entry Abstract: Founded in 1895, Lavazza recently celebrated its first century in business: a hundred years dedicated exclusively to growth in the coffee sector in which the company has invested all its resources in a constant commitment to continuous innovation, in an effort to improve quality and construct the brand image that Lavazza enjoys today u the coffee by definition, the chosen coffee of the Italians. The Italian leader in the sector of roasted coffee, Lavazza had a total turnover of 568,102,589.00 euros in 1997, around 20% from exports. The first step towards the progressive internationalisation of the business, was the setting up of Lavazza France Sarl in 1982. For several years, the French subsidiary remained the sole example of an organic insertion of the company in a European country. Almost twenty years of experience acquired in close contact with the various local situations were necessary to obtain this result, passing from simple indirect exportation in the seventies up to a genuine process of internationalisation of the company.
Case Acosta, F — Strathmore Business School Renart, L — IESE Business School Distributor: ecch (www.ecch.com) Reference: 806-077-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: Nairobi Industry: Publishing Size: Small Timing: 2000 Topics: Entrepreneurship; Start-up; Nairobi; Kenya Abstract: In October 2000, Maina Waweru, the Chief Executive Officer (CEO) of LawAfrica, and Chief of Operations Katarina Juma, were on the horns of a dilemma. Despite their success in locating, photocopying and digitising most of the court cases in secret, LawAfrica faced significant challenges. The business was not generating any revenue because the on-line product was not ready. It was suffering from a major setback of an intensified disagreement with its website developer. The case writing process was financed by the Ministry of Trade and Industry of the Government of Kenya through an IFC / IDA credit to support micro, small and medium enterprises (Project P085007). The process was managed by the Management Education and Research Consortium.
Case Author(s): Reiling, Henry B. Publication Date: 12/05/2003 Revision Date: 02/07/2008 Product Type: Note HBS Number: 204080 Subjects: Forecasting; Legal aspects of business Academic Discipline: Business & government Product Description: Gives prominence to Mr. Justice Holmes’ Prediction Theory of the law as a practical — and by analogy to forecasting in finance and other functional areas of business — comfortable, and familiar way for businesspeople to think about the law. Law is defined as a forecast of what the relevant facts proving the presence or absence of those concepts or principles will turn out to be. The basis for the forecast of concepts is a hierarchy of sources beginning with statutes, followed in sequence by an assessment of case precedent and considerations of social advantage. May be used with: (9-204-114) Texas Gulf Sulphur: The Timmins Ontario Mine; (9-206-079) Allemeier v. Commissioner.
Case Author(s): Reiling, Henry B. Publication Date: 12/05/2003 Revision Date: 07/11/2005 Product Type: Note Product Description: Gives prominence to Mr. Justice Holmes’ Prediction Theory of the law as a practical — and by analogy to forecasting in finance and other functional areas of business -- comfortable, and familiar way for businesspeople to think about the law. Law is defined as a forecast of what the relevant facts proving the presence or absence of those concepts or principles will turn out to be. The basis for the forecast of concepts is a hierarchy of sources beginning with statutes, followed in sequence by an assessment of case precedent and considerations of social advantage. May be used with: (9-204-114) Texas Gulf Sulphur: The Timmons Ontario Mine. HBS Number: 9-204-080 Subjects: Forecasting; Legal aspects of business Academic Discipline: Business & government
Article Author(s): Michael C. Feiner Publication Date: 01/01/2005 Product Type: Article Ivey ID: 9B05TA04 Subjects: Leadership Major Disciplines: General Management Product Description: Some leaders intimidate; others are unapproachable. But is that really the case? Confronting a leader in the right way can lead to pleasant surprises. High-performance leaders realize that more often than not they just don’t know how their people really feel about their leadership. Push-back, having the courage to question a leader and point out that his or her behaviour is counter-productive, can help a leader make a better, truly informed decision. The wise and mature leader will welcome the push-back: And it will make his or her job easier.
Case Amangbo, C — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 503-101-1 Language: English Category: Marketing Data source: Field research Product Year: 2003 Geo location: Nigeria, Lagos Industry: Publishing, law Size: 20 employees Timing: 1 year Topics: Distribution; Channel management Abstract: This short case describes the challenges faced by the publisher of a law report - the judgements of the Supreme Court of Nigeria - in the distribution of his books. The case gives a brief background of the enterprise, the strategies used for distribution and promotion and the various options that are under consideration for distribution. The purpose of this case is to assess the options proposed by the protagonist with a view to recommending a way forward that is not only efficient in reaching out to the targeted professionals but that is also cost effective and able to overcome the challenges of payment collection. This case can be used in classes on entrepreneurship, distribution (channel design and management) and marketing of specialised products.
Case Author(s): Newton, Derek A. Publication Date: 03/01/1980 Product Type: Case (Field) Product Description: Observes a salesman in a complex selling situation. HBS Number: 9-580-124 Geographic Setting: New York Industry Setting: electrical equipment Company Size: mid-size Gross Revenues: $200 million annual sales Event Year Start: 1979 Event Year End: 1979 Subjects: Competition; Electric industries; Sales management Academic Discipline: Marketing
Case Author(s): Newton, Derek A. Publication Date: 03/01/1980 Product Type: Case (Field) Product Description: Observes a salesman in a complex selling situation. HBS Number: 9-580-124 Geographic Setting: New York Industry Setting: electrical equipment Company Size: mid-size Gross Revenues: $200 million annual sales Event Year Start: 1979 Event Year End: 1979 Subjects: Competition; Electric industries; Sales management Academic Discipline: Marketing
Case Author(s): Fairchild, Gregory B.; Ganz, Adam Darden ID: UVA-ENT-0081 Published: 7/18/2006 Copyright Year: 2006 Subject Area: Entrepreneurship and Innovation Keywords: Entrepreneurship, Acquisitions Abstract: Having acquired Allied Screens two years earlier, Lawrence Berger is now facing a set of challenges: First, he has lost his largest customer; second, recent sales initiatives were showing mixed results; third, he is facing increasing pressure from his lender. On top of all these challenges, he wonders whether it is time to purse alternative career options. The case requires students to qualitatively and quantitatively analyze and develop alternatives for Berger, given his personal objectives and strategic challenges.
Case Author(s): Gordon, Rachel; Margolis, Joshua D. Publication Date: 10/01/2008 Product Type: Case (Field) HBS Number: 9-409-017 Geographic Setting: Vietnam Event Year Start: 2006 Event Year End: 2006 Subjects: Careers & career planning; Ethics; Leadership development Academic Discipline: Entrepreneurship Product Description: Should Lawrence Trinh pursue his aspiration of working in Vietnam — and if so, what set of principles and practices should he adopt if he encounters corruption? These are questions that reverberate for many students who wish to work in emerging markets and other contexts that pose stiff ethical challenges. Trinh seeks to combine his background in financial services with his desire to contribute to Vietnam’s economic development, and he has to decide among four job offers with investment firms. But it is a complicated decision. First, none of the job offers first his selection criteria perfectly. Second, despite growing reforms, Vietnam is still ranked poorly on indices of corruption. Third, Trinh‘s father (who fled Vietnam following the war) frowns upon doing anything that could contribute to the communist regime. Fourth, Trinh's girlfriend is about to start her next stage of medical training in the United States, which means that pursuing his aspiration now will separate them. All of these considerations raise three questions: (1) Is the timing right for Trinh to embark on his personal mission of contributing to the well-being of Vietnam? (2) Which job offer should he accept? (C) What set of principles and practices should he adopt that will enable him to remain true to his values, sustain his capacity to be a true agent of change, yet not undermine his ability to succeed as an investor?
Case Author(s): Gordon, Rachel; Margolis, Joshua D. Publication Date: 10/01/2008 Product Type: Case (Field) HBS Number: 9-409-017 Geographic Setting: Vietnam Event Year Start: 2006 Event Year End: 2006 Subjects: Careers & career planning; Ethics; Leadership development Academic Discipline: Entrepreneurship Product Description: Should Lawrence Trinh pursue his aspiration of working in Vietnam — and if so, what set of principles and practices should he adopt if he encounters corruption? These are questions that reverberate for many students who wish to work in emerging markets and other contexts that pose stiff ethical challenges. Trinh seeks to combine his background in financial services with his desire to contribute to Vietnam’s economic development, and he has to decide among four job offers with investment firms. But it is a complicated decision. First, none of the job offers first his selection criteria perfectly. Second, despite growing reforms, Vietnam is still ranked poorly on indices of corruption. Third, Trinh‘s father (who fled Vietnam following the war) frowns upon doing anything that could contribute to the communist regime. Fourth, Trinh's girlfriend is about to start her next stage of medical training in the United States, which means that pursuing his aspiration now will separate them. All of these considerations raise three questions: (1) Is the timing right for Trinh to embark on his personal mission of contributing to the well-being of Vietnam? (2) Which job offer should he accept? (C) What set of principles and practices should he adopt that will enable him to remain true to his values, sustain his capacity to be a true agent of change, yet not undermine his ability to succeed as an investor?
Case Shaw DC; Blair CL A group of officers and senior managers at Lawson & Jones is proposed a leveraged buyout of the Canadian operations. They face issues of deciding on an offering price and evaluating the financing proposal. Two follow-on cases of the same name(9A87B018 and 9A87B019) outline the subsequent events. Ivey Number: 9A87B017 Publication Date: 1/1/1987 Revision Date: 7/12/1998 Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Company Size: Large organization Event Year Start: 1985 Subjects: Valuation, Financing, Pricing Functional Area: Finance
Case Author(s): Shaw DC; Blair CL Description: The head of a management group that is preparing a leveraged buyout is trying to decide how to communicate the offer to the parent company, who should be the spokesperson, and what would be communicated. This case is a supplement to the (A) case ofthe same name, 9A87B017. Ivey Number: 9A87B018 Publication Date: 1/1/87 Revision Date: 3/21/2003 Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Company Size: Large organization Event Year Start: 1985 Subjects: Communications; Management Communication Level of Difficulty: Undergraduate/MBA
Case Author(s): Shaw DC; Blair CL Description: A group of officers and senior managers at the Canadian division of a British corporation has prepared a leveraged buyout proposal. Just prior to presenting this proposal to the U.K. management, the senior executives learn that the whole parentcompany is for sale. They then put together a proposal to buy out the parent. They must value the company and evaluate the financing proposed. This is the final supplement of a three-case series; the (A) and (B) cases carry the same name (9A87B017and 9A87B018). Ivey Number: 9A87B019 Publication Date: 1/1/87 Revision Date: 6/4/2003 Geographic Setting: United Kingdom Industry Setting: Printing, Publishing & Allied Industries Company Size: Large organization Event Year Start: 1985 Subjects: Valuation; Financing Level of Difficulty: Undergraduate/MBA
Case White RW; Giacomelli E The focus of the case is on the financial strategy of Lawson Mardon Group following an leveraged buyout. The immediate decision involves exploring the Euro-Commercial Paper Market and the Sterling Commercial Paper Market as possible alternatives to its current banking facility, a multi-option facility. The case is an ideal vehicle for initiating a discussion of interest rates, the term structure of interest rates, bond ratings and money market instruments. Three follow-up cases of the samename outlined subsequent events. Ivey Number: 9A90B045 Publication Date: 1/1/1990 Revision Date: 20/03/2002 Geographic Setting: Canada/Global Industry Setting: Miscellaneous Manufacturing Industries Company Size: Large organization Event Year Start: 1989 Subjects: Money Markets, Financial Strategy, Bank Lending, Restructuring Functional Area: Finance
Case White RW; Quinn B The treasurer of Lawson Mardon Group Limited (LMG) was reviewing the company’s current financial structure in light of an innovative financing alternative that had recently become available in Canada. It was his objective to pursue a financialstrategy that provided the maximum flexibility to raise funds in all financial markets under the most favourable terms. He had recently begun to investigate the possibility of asset securitization as a way to better utilize the company‘s existingasset base. More specifically, a proposal for the ongoing securitization of a portion of LMG's accounts receivable had been presented by Citibank Canada. Benefits held out in the proposal to LMG included lower financing costs, an improved return onassets and a reduction in leverage. Ivey Number: 9A90B044 Publication Date: 1/1/1990 Revision Date: 15/03/2002 Geographic Setting: Canada/USA Industry Setting: Miscellaneous Manufacturing Industries Company Size: Large organization Event Year Start: 1989 Subjects: Cost of Capital, Financial Strategy, Money Markets, Restructuring Functional Area: Finance
Case Author(s): Peter M. Farrell; Richard H. Mimick Publication Date: 1/1/1987 Revision Date: 7/22/2008 Product Type: Case Teaching Note: 8A87J06 Ivey ID: 9A87J006 Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Small Year of Event: 1998 Level of Difficulty: 1 - Introductory Subjects: Supplier Relations; Loan Evaluation; Financial Analysis; Credit Major Disciplines: Finance Product Description: A sole proprietor, with depleted savings, has requested both an operating loan as well as a line of credit. The operating loan will be used to retire his ’run-away‘ trade debts and the line of credit to service his cash-tight months.
Case Author(s): Peter M. Farrell; Richard H. Mimick Publication Date: 1/1/1987 Revision Date: 7/22/2008 Product Type: Case Teaching Note: 8A87J06 Ivey ID: 9A87J006 Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Small Year of Event: 1998 Level of Difficulty: 1 - Introductory Subjects: Supplier Relations; Loan Evaluation; Financial Analysis; Credit Major Disciplines: Finance Product Description: A sole proprietor, with depleted savings, has requested both an operating loan as well as a line of credit. The operating loan will be used to retire his ’run-away‘ trade debts and the line of credit to service his cash-tight months.
Case Author(s): Hamermesh, Richard G.; Lutz, Michele Publication Date: 01/10/2001 Revision Date: 04/27/2001 Product Type: Case (Gen Exp) Product Description: Profiles Rajath Chaundry, an aspiring entrepreneur, as he attempts to secure office space for his growing team, select a lawyer, and continue to build his fledgling enterprise, eLearning.com. Teaching Purpose: Designed to be used in an entrepreneurial management or small business course to illustrate the importance of early negotiations in the life of a business venture. Highlights potential pitfalls new entrepreneurs experience in selecting an attorney and negotiating lease agreements. May be used with: (88309) Before You Sign That Lease... HBS Number: 9-801-166 Geographic Setting: Boston, MAIndustry Setting: Internet/distance learningCompany Size: start-upNumber of Employees: 7 Event Year Start: 2000Event Year End: 2000 Subjects: Electronic commerce; Entrepreneurship; Ethics; Internet; Leasing; Negotiations Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-801-353), 8p, by Richard G. Hamermesh, Michele Lutz
Case Spar, Debora; Ricciardi, Lygeia; Bures, Laura In 1993, Layton Canada finds itself caught in an intractable political situation. As part of a global reorganization process, the firm has been transformed from a subsidiary of a Dutch parent corporation to a subsidiary of a U.S. parent. Now, if it continues with its usual practice of exporting electrical components to Cuba, it will violate U.S. export law. If it ceases, however, it will violate Canadian law. Teaching Purpose: To examine how politically motivated trade and export practices can have a major impact on firms engaged in global operations. Also explores the origins and motives of export restrictions and sanctions. A rewritten version of an earlier case. HBS Number: 9-796-108 Type: Case (Field) Publication Date: 12/19/1995 Geographic Setting: Global Industry Setting: electrical components Event Year Start: 1993 Event Year End: 1993 Subjects: Business conditions; Canada; Conflict; International business; International trade; Legislation; Multinational corporations Supplementary Materials: Teaching Note, (5-798-054), 14p, by Debora Spar
Teaching Note For use with 9-796-108 HBS Number: 5-798-054 Subjects: Business conditions; Canada; Conflict; International business; International trade; Legislation; Multinational corporations
Case Author(s): Subramanian, Guhan; Sherman, Eliot Publication Date: 06/05/2007 Revision Date: 03/17/2008 Product Type: Case (Library) HBS Number: 907046 Geographic Setting: London; New York; Paris Industry Setting: Financial industry Number of Employees: 2,750 Event Year Start: 2001 Event Year End: 2001 Subjects: Executive selection; Financial services; IPO; Management; Mergers & Acquisitions; Negotiations; Organizational structure; Personnel policies Academic Discipline: Organizational behavior & leadership Product Description: Describes Lazard’s situation in 2001, and supplies context for the subsequent negotiation between its Chairman and his hand-picked successor. In 2001 Lazard, the last of the great investment houses to remain both private and in the control of its founding family, is in a state of decline. Infighting throughout the 1990s led to a defection of talent that left many wondering if Lazard could compete with the diversified financial behemoths of the 21st Century. It also left Chairman Michel David-Weill looking for a successor. David-Weill believes he has found one in M&A star Bruce Wasserstein: going into their negotiation, what should Wasserstein‘s strategy be?
Article Stancill, James McNeill Leveraged buyouts are not just for the big guys. Money is available for buyers of smaller companies who know how to structure a deal. Borrowing against assets like equipment, inventory, and accounts receivable gives the entrepreneur the most freedom and thus remains the most popular LBO technique. If a deal is to succeed, the owner must have a compelling reason to sell. HBS Number: 88113 Type: Harvard Business Review Article Publication Date: 1/1/1988 Subjects: Acquisitions; Entrepreneurial finance; Financial management; Leveraged buyouts; Small business
Case Doyle, P — Warwick Business School Distributor: ecch (www.ecch.com) Reference: 597-012-1 Language: English Category: Marketing Data source: Field research Product Year: 1997 Geo location: UK Industry: Retail Size: Medium, u30 million turnover Timing: 1997 Topics: Marketing strategy; Retailing; Core capabilities; Managing change Abstract: A UK high street retail chain faces an array of profit and sales problems caused by changes in the retail environment and its own operational weaknesses. The case requires students to conduct an audit of the business, identify its financial deficiencies, reassess its channel options and recommend a strategy to overcome its organisational problems. The case tests the students’ skills not only in marketing, but also in organisational behaviour, strategy, accounting and finance.
Case Dana, L P — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 398-141-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1998 Geo location: France Industry: Food Size: Small Timing: 1990s Topics: External forces; Government; Regulation; EU (European Union); Free trade; Opportunity assessment; Trade blocks Abstract: The Regulatory Environment facing a small business in France, such as a baker, is full of opportunities, but also some considerable threats. Among the most promising pros is the networks of assistance with organisations such as ANCE, MRCE, ANVAR, ARIST, CRITT, etc who work in the spirit of promoting entrepreneurship (ANCE), co-ordinating regional talent (CRITT) and transfer of intelligence (ARIST) among small and medium sized firms in France. Nonetheless, setting up a venture in France can also be a very complex procedure, as proved from the very low growth of small enterprise employment (among the lowest in Europe). For example, the complexity of administrative formalities is one of the main threats. Moreover, once an enterprise is created it’s even more challenging to keep it in business, due to all the paperwork.
Case Bidault, F — Sophia Antipolis Management Institute SAMI Naka, T — Sophia Antipolis Management Institute SAMI Distributor: ecch (www.ecch.com) Reference: 399-055-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1999 Geo location: France Industry: Restaurant Size: Small Timing: 1997 Topics: Business strategy; Market segmentation; Re-organisation; Operation management Abstract: In March 1997, the new edition of the famous Michelin guidebook, that offers a worldwide renown ranking of the best restaurants drops a sentence: Le Moulin de Mougins, the most famous restaurant of the French Riviera, has lost a STAR. The service manager and the owner as well as the clients and friends are shocked at seeing this sentence. Nothing had changed in the management and the services stayed the same way for 28 years. Four years before, the restaurant had already lost one star from the three it had. From now on, it looks very difficult to work with only one star, despite the excellent quality of the service and meals. The case is intended to explain the necessary evolution of the firm to keep its advantage in the marketplace. It reviews the marketing aspects, operational and managerial issues and suggests some recommendations. A set of transparencies are available to accompany the case (399-055-7).
Case "Janelle Heineke; Alexandra Baptista; Yann Morvan, Ana Rodriguez Linde" Hassan Hodroj has opened the business of his dreams: an upscale French bakery in a carefully chosen exclusive location in an exclusive shopping area in Boston. Le Parisien was authentic to every detail, from the expensive renovation that met the strict codes for bakeries in Paris to the French Chef who used only the finest imported ingredients in his pastries. Unfortunately for Hassan, his dream was turning into a nightmare. He was paying premium prices for authenticity, but his revenues were lower than projected and his creditors were at the door. Hassan would have to make some important choices soon about customers, products, and processes if he wanted to stay in business. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 1-2 Subjects: Operations Management, Service Operations, Quality Management, New Ventures
Case Author(s): MacCormack, Alan; Sucher, Sandra; Rangasha Publication Date: 10/03/2001 Revision Date: 11/13/2002 Product Type: Case (Gen Exp) Product Description: Brigitte Gagne, Le Petit Chef’s director of microwave R&D, is deciding on the product development agenda for next year. She has to decide which of the available projects to fund, as well as to evaluate the overall portfolio of projects currently under development. The recent poor performance of the firm overall prompts Brigitte to think about reassessing the way projects are generated, evaluated, and selected at Le Petit Chef. However, Brigitte has a pressing deadline to meet — the executive team is due to review the next year‘s agenda at a meeting in Paris tomorrow. Teaching Purpose: Examines the issue of project planning, product line planning, and aggregate resource planning in an R&D department. Allows students to explore the link between competitive performance of the firm and product line choices. Generates insights on the typical problems firms encounter in their product planning activities: too many projects overall, too many derivative projects (versus platform projects), over-committed resources, inappropriate skill mix in R&D, little top-down input to project generation (the focus being on bottom-up suggestions), and dealing with potentially radical (disruptive) technological trends. HBS Number: 9-602-080 Geographic Setting: Paris, France Industry Setting: consumer electronics (microwave ovens) Number of Employees: 600 Event Year Start: 1999 Event Year End: 1999 Subjects: Consumer electronics; Innovation; Portfolio management; Product development; Research & development; Strategic planning Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-602-117), 25p, by Alan MacCormack, Sandra Sucher
Article Author(s): Kaplan, Robert S. Publication Date: 07/15/2002 Product Type: Balanced Scorecard Report Article Product Description: Leadership alone isn’t everything. Successful organizations need leaders who can also manage effectively. The Balanced Scorecard, which is more than just a measurement system, can help executives do both. Read about the five principles of the Strategy-Focused Organization (SFO) framework that organizations can use to achieve breakthrough performance. These principles in turn transform the Balanced Scorecard from a measurement to a leadership and management system. Includes the sidebars "Leaders vs. Managers," "The Principles of the Strategy-Focused Organization," and "Seamless: How Mobil Executives Became Leaders." HBS Number: B0207A Subjects: Balanced scorecard; Corporate strategy; Executives; Leadership; Management performance; Management styles Academic Discipline: Organizational behavior & leadership
Article Author(s): Reichheld, Frederick F. Publication Date: 07/01/2001 Product Type: Harvard Business Review Article HBS Number: R0107E Subjects: Leadership; Loyalty; Management communication; Marketing strategy Academic Discipline: Organizational behavior & leadership Product Description: The greater the loyalty a company engenders among its customers, employees, suppliers, and shareholders, the greater the profits it reaps. Frederick Reichheld, a director emeritus of Bain & Co., offers advice on improving loyalty that is based on more than a decade of research. Primarily, he says, outstanding loyalty is the direct result of the decisions and practices of committed top executives with personal integrity. The “loyalty leader” companies — those with the most impressive loyalty credentials — are a diverse group, ranging from Vanguard and Northwestern Mutual to Chick-fil-A, Harley-Davidson, Intuit, and Enterprise Rent-A-Car. But beneath their surface variations lie six strikingly similar relationship strategies: 1. Preach what you practice. Executives must preach the importance of loyalty in clear, precise, powerful terms. 2. Play to win-win. It’s not enough that your competitors lose; your partners must win. There‘s a clear connection, for instance, between a company's treatment of its employees and its attitude toward customers. 3. Be picky. A truly humble company knows it can satisfy only certain customers, and it goes all out to keep them happy. Careful selection of employees also plays an important role. 4. Keep it simple. Great leaders understand that they must simplify rules for decision making. 5. Reward the right results. Many companies reward employees who grab short-term profits and shortchange those who build long-term value and customer loyalty. 6. Listen hard, talk straight. Long-term relationships require honest, two-way communication and learning. Exemplary leaders beli Source: Harvard
Article Author(s): Reichheld, Frederick F. Publication Date: 07/01/2001 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of the HBR reprint R0107E, originally published in July/August 2001. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. The greater the loyalty a company engenders among its customers, employees, suppliers, and shareholders, the greater the profits it reaps. Frederick Reichheld, a director emeritus of Bain & Co., offers advice on improving loyalty that is based on more than a decade of research. Primarily, he says, outstanding loyalty is the direct result of the decisions and practices of committed top executives with personal integrity. But beneath their surface variations lie six strikingly similar relationship strategies: 1) Preach what you practice, 2) play to win-win, 3) be picky, 4) keep it simple, 5) reward the right results, and 6) listen hard, talk straight. HBS Number: 7184 Subjects: Leadership; Loyalty; Management communication; Marketing strategy Academic Discipline: Organizational behavior & leadership
Article Author(s): Raynor, Michael E.; Bower, Joseph L. Publication Date: 05/01/2001 Product Type: Harvard Business Review Article Product Description: Conventional wisdom holds that a company’s divisions should be given almost total autonomy—especially under conditions of uncertainty--because they are closer to emerging technologies, customers, and competitors than corporate headquarters could ever be. But research from Michael Raynor and Joseph Bower suggests that the corporate office should be more, not less, directive in turbulent markets. Rapid changes in an industry make it difficult to predict where and when synergies among divisions might emerge. With so many possibilities and such uncertainty, companies can‘t afford to sacrifice their ability to flexibly execute business strategy. Corporate headquarters must play an active role in defining the scope of division-level strategy, the authors say, so that divisions do not act in ways that undermine opportunities to collaborate in the future. Through an examination of four corporations--Sprint, WPP, Teradyne, and Viacom--the authors challenge traditional approaches to diversification in which a company's divisions are either related (they share resources and collaborate) or unrelated (they compete for resources and operate as stand-alone businesses). They argue that companies should adopt a dynamic approach to cooperation among divisions, enabling varying degrees of relatedness between divisions depending on strategic circumstances. The authors offer four tactics to help executives manage divisions dynamically. HBS Number: R0105F Subjects: Centralization; Corporate strategy; Decentralization; Diversification; Diversified companies Academic Discipline: General management
Article Author(s): Raynor, Michael E.; Bower, Joseph L. Publication Date: 05/01/2002 Product Type: HBR OnPoint Article HBS Number: 1008 Subjects: Centralization; Corporate strategy; Decentralization; Diversification; Diversified companies Academic Discipline: Competitive strategy Product Description: This is an enhanced edition of the HBR article R0105F originally published in May 2001. HBR OnPoints contain the full-text article, plus a synopsis and annotated bibliography. Conventional wisdom holds that a company’s divisions should be given almost total autonomy — especially under conditions of uncertainty — because they are closer to emerging technologies, customers, and competitors than corporate headquarters could ever be. But research from Michael Raynor and Joseph Bower suggests that the corporate office should be more, not less, directive in turbulent markets. Rapid changes in an industry make it difficult to predict where and when synergies among divisions might emerge. With so many possibilities and such uncertainty, companies can‘t afford to sacrifice their ability to flexibly execute business strategy. Corporate headquarters must play an active role in defining the scope of division-level strategy, the authors say, so that divisions do not act in ways that undermine opportunities to collaborate in the future. Through an examination of four corporations — Sprint, WPP, Teradyne, and Viacom — the authors challenge traditional approaches to diversification in which a company's divisions are either related (they share resources and collaborate) or unrelated (they compete for resources and operate as stand-alone businesses). They argue that companies should adopt a dynamic approach to cooperation among divisions, enabling varying degrees of relatedness between divisions depending on strategic circumstances. The authors offer four tactics to help executives manage divisions dynamicall Source: Harvard
Article Author(s): Graham, Ginger L. Publication Date: 06/01/2001 Product Type: Harvard Business Review Article Product Description: Guidant’s Ginger Graham argues that senior executives are actually better prepared than most lobbyists to inform and educate members of Congress about the issues that will affect their businesses. HBS Number: F0106C Subjects: Government policy; Leadership; Legislation; Lobbying; Policy making; Political process; Public policy; Regulation Academic Discipline: Business & government
Case Erskine JA; Spragge S The co-directors of a student initiative to teach management fundamentals in several states of the former Soviet Union and in Russia, were having a rather heated argument in one of the partner’s school office. The co-directors must decide how bestto resolve the conflict. Ivey Number: 9B00C002 Publication Date: 16/02/2000 Geographic Setting: Ukraine Industry Setting: Educational Services Company Size: Small organization Subjects: Interpersonal Relations, Conflict Resolution, Interpersonal Skills, Negotiation Functional Area: Human Resource Management
Case Erskine JA; Spragge S The co-directors of a student initiative to teach management fundamentals in several states of the former Soviet Union and in Russia were having a rather heated argument in one of the partner’s school office regarding planned activities. Theco-directors must decide how best to resolve the conflict. The Leader Project - Canada (A) case, (9B00C002), presents one director‘s views, and this supplement presents the other director's sentiments. These cases lend themselves naturally to roleplays. Ivey Number: 9B00C003 Publication Date: 16/02/2000 Geographic Setting: Ukraine Industry Setting: Educational Services Company Size: Small organization Subjects: Interpersonal Relations, Conflict Resolution, Interpersonal Skills, Negotiation Functional Area: Human Resource Management
Case Erskine JA; Spragge S While observing a class in progress, one of the executive directors of a student initiative to teach management fundamentals in several states of the former Soviet Union and in Russia clearly noticed two students behaving inappropriately in class.She could tell that the instructor could not see what was happening. With 20 minutes remaining in the class, she wondered whether to intervene. The executive director must consider issues such as managing the classroom process, discipline,listening, classroom norms and disruptive students. Ivey Number: 9B00C004 Publication Date: 16/02/2000 Geographic Setting: Lithuania Industry Setting: Educational Services Company Size: Small organization Subjects: Classroom Management, Cross Cultural Management, Teaching with Cases Functional Area: Human Resource Management
Case Erskine JA; Spragge S An executive director of a student initiative to teach management fundamentals in several states of the former Soviet Union and in Russia and her colleague were being driven by a student to a party. The executive director clearly saw a gun in theinside pocket of the driver’s jacket, and she has emotional concerns about her personal safety and safety of others. She is not certain if or how she should act on her fears. Ivey Number: 9B00C001 Publication Date: 16/02/2000 Geographic Setting: Ukraine Industry Setting: Educational Services Company Size: Small organization Subjects: Cross Cultural Management, International Business, Cultural Customs, Crisis Management Functional Area: Human Resource Management
Article Author(s): Stephen Bernhut Publication Date: 01/03/2004 Product Type: Article Ivey ID: 9B04TB06 Subjects: Leadership Major Disciplines: Human Resource Management Product Description: Of Charles Handy, management scholar and writer Warren Bennis has said that, “If Peter Drucker is responsible for legitimizing the field of management and Tom Peters for popularizing it, then Charles Handy should be known as the person who gave it a philosophical elegance and eloquence that was missing from the field.”
Article Author(s): Stephen Bernhut Publication Date: 01/09/2002 Product Type: Article Ivey ID: 9B02TE05 Subjects: Experience curves Major Disciplines: General Management Product Description: Almost all discussions of corporate governance focus on boards of directors. But what about managers? Faults in the way a company is governed can be found in certain limits imposed on managers and in the relationship between managers and directors, a relationship that managers themselves can make more productive. One of the world’s leading management thinkers offers some ideas for doing so.
