|
|
|
|
Alphabetically : L
- To include an item in your complimentary custom book, click the item's Add link.
If there is a View link next to an item, you can view the pages by clicking on the link.
- To review the list of items you have selected so far, click on the word Review in the progress bar above.
|
|
|
| 20 pp.
| 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
Source: Dess-Lumpkin-Eisner
|
|
|
|
| 20 pp.
| 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
Source: Dess-Lumpkin-Eisner
|
 L’Oreal and the Globalization of American Beauty
|
|
|
|
| 28 pp.
| 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)
Publisher: Harvard Business School
HBS Number: 805086
Geographic Setting: United States Gross Revenue: $15.5 billion revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Acquisitions; Business history; Globalization; International business; Entrepreneurship; Brands; Strategy formulation
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (806162), 18p, by Geoffrey G. Jones
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.
Source: Harvard
|
|
|
|
| 28 pp.
| 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
Source: Harvard
|
| L’Oreal: Expansion in China
|
|
|
|
| 16 pp.
| 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.
Source: Harvard
|
| L. Londell McMillan (A)
|
|
|
|
| 11 pp.
| 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
Source: Harvard
|
| L.L. Bean, Inc.: Corporate Strategy
|
|
|
|
| 26 pp.
| 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
Source: Harvard
|
| L.L. Bean: A Search for Growth
|
|
|
|
| 20 pp.
| Case
Author(s): Lal, Rajiv; Salmon, Walter J.; Weber, James
Publication Date: 03/31/2004
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 504080
Geographic Setting: United States; Maine Number of Employees: 6,000 Gross Revenue: $1.5 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Catalogs
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 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 with retail stores.
Source: Harvard
|
|
|
|
| 20 pp.
| 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
|
| LA COMPAGNIE GENERALE DES EAUX: THE DYNAMICS OF CORPORATE NETWORKING
|
|
|
|
| 29 pp.
| 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.
Source: ecch
|
|
|
|
| 9 pp.
| 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.
Source: ecch
|
| LA ROYALE: OR THE EXTRAORDINARY REVIVAL OF THE FRENCH NAVY UNDER LOUIS XIV
|
|
|
|
| 29 pp.
| 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
|
| LABRADOR MINING AND EXPLORATION COMPANY LIMITED
|
|
|
|
| 26 pp.
| 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
Source: Ivey
|
| Lac Leman Festival de la Musique (A)
|
|
|
|
| 4 pp.
| 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).
Source: Darden
|
|
|
|
| 4 pp.
| 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).
Source: Darden
|
| Lac Leman Festival de la Musique (B)
|
|
|
|
| 2 pp.
| 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).
Source: Darden
|
|
|
|
| 2 pp.
| 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).
Source: Darden
|
| LADDERING: APPLICATION OF THE MEANS-END CHAINS THEORY TO POLITICAL MARKETING
|
|
|
|
| 20 pp.
| 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.
Source: ecch
|
| Lady Foot Locker: The Lobo Launch
|
|
|
|
| 19 pp.
| 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
Source: NACRA
|
| LAE Enterprises Corp.
|
|
|
|
| 13 pp.
| 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
Source: Harvard
|
| LAFARGE: FROM A FRENCH CEMENT COMPANY TO A GLOBAL LEADER
|
|
|
|
| 23 pp.
| 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
|
| LAIDLAW, INC
|
|
|
|
| 23 pp.
| 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.
Source: ecch
|
| Lake Pleasant Bodies Case (A)
|
|
|
|
| 7 pp.
| 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
Source: Harvard
|
| Lamoiyan Corp. of the Philippines: Challenging Multinational Giants
|
|
|
|
| 31 pp.
| 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
Source: Harvard
|
| Lance Johnstone: Developing 3000 North Broad
|
|
|
|
| 14 pp.
| 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.
Source: Harvard
|
| Land O’Lakes, Inc.
|
|
|
|
| 18 pp.
| 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
Source: Thompson
|
| LAND ROVER DISCOVERY (A)
|
|
|
|
| 8 pp.
| 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.
Source: ecch
|
| Land Rover North America, Inc.
|
|
|
|
| 32 pp.
| 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.
Source: Harvard
|
|
|
|
| 32 pp.
| 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.
Source: Harvard
|
| Land Securities Group plc
|
|
|
|
| 13 pp.
| 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
Source: Harvard
|
| LANDOR (A)
|
|
|
|
| 25 pp.
| 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?
Source: ecch
|
| LANDSKRON BREWERY
|
|
|
|
| 23 pp.
| 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.
Source: ecch
|
| Lantian Stock: The 600-Word Spell on a Transformed State-Owned Enterprise in China
|
|
|
|
| 22 pp.
| 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
|
| LANXESS AG (A): CHEMICAL REACTION
|
|
|
|
| 18 pp.
| 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.
Source: ecch
|
| LANXESS AG (B): DIVIDE AND CONQUER
|
|
|
|
| 25 pp.
| 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
|
| Lark International Entertainment Ltd. (A)
|
|
|
|
| 24 pp.
| 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
Source: Harvard
|
| Lars Kruse Thomsen Dealing with Crisis: He Moves to Solve Problems (B)
|
|
|
|
| 17 pp.
| 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
Source: Harvard
|
| Lars Kruse Thomsen Facing a Crisis: He Starts His New Job (A)
|
|
|
|
| 21 pp.
| 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
|
| Lars Kruse Thomsen Resolving a Crisis: He Assesses the Results of Change (C)
|
|
|
|
| 8 pp.
| 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
Source: Harvard
|
| Las Vegas Sands Corp.: Betting on Growth
|
|
|
|
| 29 pp.
| 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.
Source: Harvard
|
| Last Act of a Great CEO
|
|
|
|
| 12 pp.
| 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
|
| LASTMINUTE.COM
|
|
|
|
| 31 pp.
| 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
|
| Latvia: Economic Strategy after EU Accession
|
|
|
|
| 32 pp.
| 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.
Source: Harvard
|
|
|
|
| 32 pp.
| 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.
Source: Harvard
|
| LAUNCH OF MBANX
|
|
|
|
| 22 pp.
| 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
Source: Ivey
|
| Launch of the Sony PlayStation 3
|
|
|
|
| 18 pp.
| Case
Author(s): Gloria Barczak; David T.A. Wesley
Ivey ID: 9B07A014
Publication Date: 8/3/2007 Revision Date: 2/24/2010
Product Type: Case
Teaching Note: 8B07A14
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 radica
Source: Ivey
|
| Launching a World-Class Joint Venture
|
|
|
|
| 16 pp.
| 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
Source: Harvard
|
| Launching Telmore (A)
|
|
|
|
| 14 pp.
| Case
Author(s): Casadesus - Masanell, Ramon; Fernandez, Celso; Jobke, Moritz
Publication Date: 07/11/2007 Revision Date: 02/08/2010
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.
Source: Harvard
|
| Launching the BMW Z3 Roadster
|
|
|
|
| 25 pp.
| 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.
Source: Harvard
|
|
|
|
| 25 pp.
| 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.
Source: Harvard
|
| Laura Martin: Real Options and the Cable Industry
|
|
|
|
| 15 pp.
| 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
Source: Harvard
|
| Laura Wollen and ARPCO, Inc.
|
|
|
|
| 9 pp.
| 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
Source: Harvard
|
| LAURIE DIPPENAAR: CORPORATE ENTREPRENEUR
|
|
|
|
| 20 pp.
| 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.
Source: ecch
|
| LAVAZZA FRANCE: PRODUCT AND DISTRIBUTION CHOICES IN A FOREIGN MARKET
|
|
|
|
| 20 pp.
| 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.
Source: ecch
|
| Lawrence Berger and Allied Screens, Inc.
|
|
|
|
| 13 pp.
| 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.
Source: Darden
|
| Lawrence Trihn: Venturing to Vietnam
|
|
|
|
| 19 pp.
| Case
Author(s): Margolis, Joshua D.; Gordon, Rachel
Publication Date: 10/01/2008 Revision Date: 08/05/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 409017
Geographic Setting: Vietnam
Event Year Start: 2006 Subjects: Leadership development; Ethics; Career planning; Managing careers
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 fit 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? (3) 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?
Source: Harvard
|
|
|
|
| 19 pp.
| 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?
Source: Harvard
|
|
|
|
| 19 pp.
| 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?
Source: Harvard
|
| Lawyers & Leases
|
|
|
|
| 11 pp.
| 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
Source: Harvard
|
| Layton Canada
|
|
|
|
| 13 pp.
| 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
Source: Harvard
|
| LE BOULANGER DE STRASBOURG
|
|
|
|
| 6 pp.
| 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.
Source: ecch
|
| LE MOULIN DE MOUGINS
|
|
|
|
| 14 pp.
| 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).
Source: ecch
|
| Le Parisien
|
|
|
|
| 12 pp.
| 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
Source: NACRA
|
| Le Petit Chef
|
|
|
|
| 22 pp.
| Case
Author(s): MacCormack, Alan ; Sucher, Sandra J.; Rangashayi, Suraj
Publication Date: 10/03/2001 Revision Date: 11/13/2002
Product Type: Case (Gen Exp)
Publisher: Harvard Business School
HBS Number: 602080
Geographic Setting: France Number of Employees: 600
Event Year Start: 1999 Event Year End: 1999
Subjects: Portfolio management; Innovation; Strategic planning; Product development; R&D
Academic Discipline: Operations management
Supplementary Materials: Case Teaching Note, (602117), 25p, by Alan MacCormack, Sandra J. Sucher
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, and evaluate the overall portfolio of projects currently under development. The recent poor performance of the firm prompts Gagne to think about reassessing the way projects are generated, evaluated, and selected at Le Petit Chef. However, Gagne has a pressing deadline to meet — the executive team is due to review the next year‘s agenda at a meeting in Paris tomorrow.
Source: Harvard
|
|
|
|
| 22 pp.
| 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
Source: Harvard
|
| | | |