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Alphabetically : N
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 9LIVE: BIRTH OF A TV CHANNEL
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| 15 pp.
| Case
Kaufmann, L; Schmidt, D; Boskamp, D; Materlik, H; May, F; Steink?hler, D
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 305-006-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2005
Geo location: Germany Industry: Media industry Size: Approximately 100 employees in 2001 Timing: 2001
Topics: Media, TV, television industry; Germany; Strategy; Positioning; Valuation; Ethics, social responsibility; Entrepreneurship; Turnaround
Abstract: The case study takes place at tm3, a small German TV channel. Tm3 transformed itself into the first interactive call-in television channel in 2001, and was renamed 9Live. The case presents the situation right before the implementation of the new concept. The case addresses the strategic issues of the new concept, industry and marketing analysis, as well as the financial calculations. The story revolves around Christiane zu Salm, the newly appointed CEO of tm3. Being widely responsible for the new direction of the channel, Ms zu Salm is facing a situation of dire uncertainty, with the necessity to implement a considerable change as quickly and smoothly as possible. A Power Point presentation (305-006-9) is available to accompany the teaching note.
Source: ecch
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| A Note on Methodological Fit in Management Field Research
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| 27 pp.
| Case
Author(s): Edmondson, Amy C.; McManus, Stacy
Publication Date: 01/08/2004 Revision Date: 02/18/2005
Product Type: Note
Product Description: To use in doctoral-level management courses on the design of field research methods. Advocates the importance of fit, or internal consistency, among the different elements of a field research project. Although the scientific method provides an essential framework for gaining knowledge about many natural and social phenomena, this note argues that internal coherence among research questions, data collection, analysis, and contributions to the literature may be as, or in some cases more, important than scientific rigor to the development of useful and compelling research products from field research. Uses nine articles as case studies through which students compare and contrast authors’ methodological decisions and inductively develop a contingency framework relating methodological approach to theoretical contribution.
HBS Number: 9-604-072
Subjects: Learning; Organizational behavior; Research methodology
Academic Discipline: Organizational behavior & leadership
Source: Harvard
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| A Note on Quality: The Views of Deming, Juran, and Crosby
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| 14 pp.
| Case
Author(s): Garvin, David A.; March, Artemis
Publication Date: 09/17/1986 Revision Date: 02/28/1990
Product Type: Note
Product Description: Describes the three distinct approaches to quality management represented by W. Edwards Deming, Joseph Juran, and Philip B. Crosby. Designed to introduce students to the elements of statistical quality control, structured approaches to quality improvement, and zero defects programs and to show them that there is more than one way to improve quality.
HBS Number: 9-687-011
Subjects: Quality control;
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-691-022), 8p, by David A. Garvin, Norman Klein
Source: Harvard
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| NADEEM KHAN
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| 11 pp.
| Case
Khan, J H; Khan, I
Publisher: Lahore University of Management Sciences (SEDC)
Distributor: ecch (www.ecch.com) Reference: 05-712-2004-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Published sources
Product Year: 2004
Geo location: Lahore, Kohat, Pakistan Industry: Non-governmental organisation (NGO) Timing: 2000
Topics: The Horizon International; Pakistan development programme; Conflict resolution; Social welfare council; Health education and livelihood project; Tribal agencies
Abstract: Nadeem Khan received a memo from Jamal Uddin Akbar, the Chairman of the Board of Governors of The Horizon International, Kohat, Pakistan, informing him that the organisation had been suspended. Nadeem knew that Jamal was blaming him, as Co-ordinator, for not achieving the project targets on time. Nadeem sent in his resignation. A fortnight later he was persuaded by Zakiullah Afridi, the Executive Director of the Pakistan development programme to withdraw his resignation. Nadeem agreed to withdraw his resignation, but stated that he would not be able to perform activities related to administration and finance. However, in view of Jamal’s continued hostile attitude, Nadeem was wondering whether he should resign outright, or should he make an attempt to reconcile with Jamal. The case explores the dynamics in the development of interpersonal conflicts arising in a non-governmental organisation whose activities involve training aimed at individual, organisational and institutional development of partner organisations.
Source: ecch
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| Namasté Solar
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| 12 pp.
| Case (Field)
Author(s): Anne T. Lawrence; Anthony I. Mathews
Ivey ID: 9B10M049
Publication Date: 7/5/2010
Product Type: Case (Field)
Teaching Note: 8B10M49
Geographic Setting: United States Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2008 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Solar electric industry; Employee ownership; High-involvement culture; Acquisitions
Major Disciplines: Entrepreneurship; General Management; Human Resource Management
Product Description: Should a fast-growing, employee-owned solar electric company accept a buyout offer from a private equity investor? Could it do so without sacrificing its distinctive, high-involvement culture? Namasté Solar, a 55-person firm based in Boulder, Colorado, designed and installed solar electric systems for residential, commercial, non-profit and government customers. In 2008, the company had been growing at breakneck speed for the past four years, since government incentives for the purchase of renewable energy had created a market for solar electric systems in Colorado. Now, two investors had approached the firm with serious buyout offers. A buyout would bring a new infusion of capital to the firm, enabling it to expand more quickly and install more solar systems, and employees with vested shares would benefit from an attractive sales price. However, Namasté, from the outset, had been committed to building a democratic, high-involvement culture. Ownership was widely shared, and all employees, whether or not they held equity, were encouraged to participate in strategic decisions facing the firm. Many were concerned that selling the company would mean sacrificing the firm’s carefully crafted culture. What was the best way forward for Blake Jones and the green energy company that he and two partners had founded?
Source: Ivey
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| Name Your Price: Compensation Negotiation at Whole Health Management (A)
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| 10 pp.
| Case
Author(s): Hall, Brian J.; Malhotra, Deepak ; Bennett, Nicole
Publication Date: 06/30/2008 Revision Date: 01/08/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 908064
Geographic Setting: Ohio Number of Employees: 550
Event Year Start: 2006 Subjects: Negotiations; Human resources management; Career advancement; Compensation; Incentives; Interviews
Academic Discipline: Negotiations
Supplementary Materials: Supplement, (908065), 3p, by Brian J. Hall, Deepak Malhotra, Nicole Bennett; Supplement, (908066), 3p, by Brian J. Hall, Deepak Malhotra, Nicole Bennett; Case Teaching Note, (910038), 20p, by Deepak Malhotra
Product Description: MBA student Monroe Davies is asked by a potential employer to determine his own compensation package. This case follows Jim Hummer, President and CEO of Whole Health Management and Davies through a unique recruitment process that raises questions of compensation and employee incentives, negotiation strategy, and human resources management.
Source: Harvard
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| Name Your Price: Compensation Negotiation at Whole Health Management (B)
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| 3 pp.
| Case
Author(s): Hall, Brian J.; Malhotra, Deepak ; Bennett, Nicole
Publication Date: 06/30/2008 Revision Date: 01/08/2010
Product Type: Supplement (Field)
Publisher: Harvard Business School
HBS Number: 908065
Geographic Setting: Ohio; Ireland Number of Employees: 550
Event Year Start: 2006 Subjects: Negotiations; Human resources management; Career advancement; Compensation; Incentives; Interviews; Recruitment
Academic Discipline: Negotiations
Supplementary Materials: Supplement, (908066), 3p, by Brian J. Hall, Deepak Malhotra, Nicole Bennett; Case Teaching Note, (910038), 20p, by Deepak Malhotra
Product Description: Supplements the (A) case.
Source: Harvard
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| Naming the Edsel (Condensed)
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| 8 pp.
| Case
Author(s): Fournier, Susan; Wojnicki, Andrea
Publication Date: 11/01/2001
Product Type: Case (Library)
HBS Number: 9-502-034
Geographic Setting: United States Industry Setting: automobiles
Event Year Start: 1957 Event Year End: 1957
Subjects: Automobiles; Brand equity; Brands; Corporate branding; Marketing strategy; Product introduction
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-502-029), 29p, by Susan Fournier, Laura Winig, Andrea Wojnicki, Eric A. Yorkston; Teaching Note, (5-502-064), 29p, by Susan Fournier, Laura Winig, Andrea Wojnicki, Eric A. Yorkston
Product Description: Reveals the interesting and unusual story behind Ford’s selection of “Edsel” as the new brand name for its ill-fated 1957 new product launch. Noteworthy as perhaps the most extensive, creative, and politically charged naming stories on record. Although both nontraditional approaches to name generation (i.e., correspondence with a popular poet of the time) and more traditional research tools (e.g., consumer surveys exploring top-of-mind brand name associations and opposites, advertising agency brainstorming) provide input to the naming decision, this is all put aside by the company‘s chairman of the board, who makes a unilateral decision to use “Edsel” in the final hour. This name choice goes against both consumer research, which suggests problems with the name, and the beliefs of Edsel's sons, who feel that their father may not want his name so utilized, thus revealing the aesthetic quality of the naming decision. Teaching Purpose: Illustrates one of many ways that companies can choose a new brand name. Pays particular attention to the role of the consumer in name-generation and selection decision and explores a range of sometimes unusual name-generation techniques. Also makes salient the aesthetic and political aspects of the n
Source: Harvard
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| NAMITECH: IN THE IS SECURITY WAR ZONE
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| 13 pp.
| Case
Beswick, C; Slade, K; Duffy, N
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 904-052-1 Language: English
Category: Knowledge, Information and Communications Systems Management Data source: Field research
Product Year: 2004
Geo location: South Africa Industry: Information technology Size: Small Timing: 2004
Topics: IT (information technology) governance; IT risk management; Information
Abstract: William Wilsnagh, Business Unit Director of Technology Services at NamITech, reflected on a rather alarming incident that had just occurred at one of NamITech’s clients. A virus had hit the the client‘s network, resulting in downtime of a full day. The virus was still lurking, although NamITech had got the system back up and running. NamITech had won this client a year previously, in November 2002, after a year-long tender process. In addressing the virus attack, NamITech had fulfilled all of its responsibilities as specified in its service level agreement and the client's IS (information systems) security had improved greatly. But, for Wilsnagh, the incident highlighted the need to extend the scope of NamITech's services. Information systems security was all about ensuring the confidentiality, integrity and availability of information. Although viruses were the high-profile enemies in the IS security war, he knew that there was more to it than virus detection, prevention and elimination. He just needed to apply his mind to identifying potential risks and ways of addressing them.
Source: ecch
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| NANDO’S INTERNATIONAL: FLYING HIGH WITH A GLOBAL CHICKEN BRAND
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| 23 pp.
| Case
Dorfling, T; Berklow, T
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 304-272-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2004
Geo location: South Africa, global Industry: Fast food Size: Large Timing: 2004
Topics: Marketing; Branding; Internationalisation; Fast food industry; Global business
Abstract: Josi McKenzie, Marketing Director of fast food chain, Nando’s International, considered the development of Nando‘s International since she had joined the company in June 1992, when there were 12 stores in South Africa, and international exposure was limited to Australia and the United Kingdom. The company had performed extremely well once again in 2003, with the result that Nando's had more than trebled its number of stores over the 16 years since inception. By the end of 2003, there were a total of 450 stores throughout the world, 186 of them being in South Africa. McKenzie felt good about this record, especially because the group had managed to improve market share in an extremely competitive industry and a volatile global economy. However, she felt that there was enough potential in the company to perform even better on a global basis in 2004. Since 1997, when 27% of Nando's stores were located in international markets, that figure had grown to almost 60% by the end of 2003. Nando's ascribed this success to two strategic approaches. Firstly, it had latterly focused on a 'hubbing' growth strategy as opposed to a 'shotgun' strategy. This meant that the company had concentrated on developing existing geographic regions, chiefly the Middle East and Asia, instead of taking any opportunity that presented itself. Secondly, it had placed a greater emphasis on the correct positioning of the Nando's brand in each of its international ma
Source: ecch
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| NANDO’S INTERNATIONAL: TAKING CHICKEN TO THE WORLD
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| 30 pp.
| Case
de Blois, L; Klein, S
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 301-024-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2001
Geo location: International Industry: Fast food Size: Medium Timing: 1997
Topics: Globalisation; International growth and growth strategies; International marketing; People management and communications systems; Corporate culture; Organisational structure; Financial and product standards control; Managing global cultural diversity; Ent
Abstract: Rob Brozin, Chairman of Nando’s International, based in South Africa, was reconsidering the company‘s international expansion program in general, and the decision to enter Singapore and Malaysia in particular. The time was April 1997, and the company had completed a successful listing on the Johannesburg Stock Exchange. The aims of the listing were to insulate the South African operations from the risks of international expansion and to raise necessary capital for expansion. The key uncertainty facing Brozin was the extent to which Nando's success in South Africa was transferable abroad. The company had limited success with previous international expansion, but believed that the mistakes of the past had been corrected. The case outlines Nando's origins and the development of its unique corporate culture. Early international developments are described and the restructuring that followed is summarized. The case ends with the decision to go into SE Asia in 1997. The teaching objectives include: (1) to understand the pressures on a company to go global; (2) to identify the reasons for a company's domestic success and its core competencies; (3) to evaluate whether, under what conditions, and to where, success may be transferable; and (4) to consider which aspects o
Source: ecch
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| Nano Tata-Logy: The People’s Car
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| 32 pp.
| Case
Author(s): Oana Branzei; Ramasastry Chandrasekhar
Publication Date: 10/31/2008 Revision Date: 11/10/2008
Product Type: Case
Ivey ID: 9B08M074
Geographic Setting: India Industry Setting: Social Services; Automotive Dealers & Gas Service; Transportation Equipment Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Sustainable Development; Emerging Markets; Innovation; Marketing Management; Automotive
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The case illustrates the opportunities, challenges and trade-offs involved in the design, prototyping, and marketing of the Nano ? the People?s Car ? by Tata Motors Ltd (TML), a Tata Group Company. The case is set nine months after the January 2008 unveiling of the Nano concept car in New Delhi, India. The company?s managing director faces multiple dilemmas in rolling the Nano off the production lines at the manufacturing plant in Singur, including growing local and global competition in the emerging low-cost, low-emission market, rising manufacturing costs, and stakeholder pressures.
The decision reviews critical developments in global automotive markets from the point of view of TML?s and Tata Group?s deeply ingrained values for sustainable economic development and Indian-grown competitive advantage. It plots the promise of a rampant market growth and the emergence of an India-based small car cluster against international outcry about the proliferation of urban transportation, congestion, and pollution in emerging markets (particularly India and China). Students are asked whether Nano is a disruptive or sustainable innovation for the company and the group, and respectively for the Indian and global automotive industry. Smaller and cleaner than its well-established rival in the west, the Toyota Prius, the Nano promises reliable, safe
Source: Ivey
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| NANODIAGNOSTICS: HOW AN ISRAELI SCIENTIST AND ENTREPRENEUR SOUGHT TO BUILD A BUSINESS OF THE FUTURE
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| 17 pp.
| Case
Maital, S — Technion Institute of Management (TIM)
Blatt, R — Technion Institute of Management (TIM)
Distributor: ecch (www.ecch.com) Reference: 804-029-1 Language: English
Category: Entrepreneurship Data source: Generalised experience
Product Year: 2004
Topics: Nanotechnology; Nanodiagnostics; Genetic testing; Biotechnology; Business models; Barriers to market entry
Abstract: This case study is designed to highlight how one Israeli company has gone about establishing a presence in the emerging area of nanotechnology. Nanodiagnostics’ technology separates fetal cells from the mother‘s cells, in a blood sample, and performs genetic testing on them, making the costly and dangerous method of amniocentesis obsolete. In addition to providing an overview of the company, this case study focuses on: (1) the experience and strategy of the founder; (2) exploration of financing options to build a biotech business; (3) analysis of viable business models; (4) paths to profitability; and (5) strategies to overcome financial and other barriers to market entry. As this case study reveals, making the transition from scientist to entrepreneur, bootstrapping while attempting to raise financing for an emerging company in the current market of a down economy, and translating genomic information into new gene-based diagnostics that are covered by intellectual property protection, generate a wide spectrum of opportunities to be reaped - and many challenges to overcome.
Source: ecch
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| NanoGene Technologies, Inc.
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| 11 pp.
| Case
Author(s): Roberts, Michael J.; Cyr, Linda A.
Publication Date: 02/24/2003 Revision Date: 09/17/2003
Product Type: Case (Field)
Product Description: Describes a company during the start-up phase and focuses on the founders’ decisions around splitting the equity and compensation and about establishing policies and practices that will set the tone for the company as it grows. Has a number of specific action issues, including: how equity and compensation should be split among the founding team and follow-on employees, design of compensation and hiring practices for the young firm, deciding what the corporate culture should be and how to institutionalize it, and whether to hire a senior-level employee — the first nonfounder employee -- at a salary higher than, and equity allocation similar to, the founders. Teaching Purpose: To explore human resources issues in the start-up firm.
HBS Number: 9-803-117
Geographic Setting: Boston, MAIndustry Setting: biotechnologyCompany Size: start-upNumber of Employees: 6
Event Year Start: 2002Event Year End: 2002
Subjects: Compensation; Corporate culture; Entrepreneurship; Growth strategy; Human resources management; Software
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-804-061), 8p, by Michael J. Roberts
Source: Harvard
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| NANPO (HOLDINGS) LIMITED: INITIAL PUBLIC OFFERING
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| 18 pp.
| Case
Wynant L; Crum G; Yuan P
Nanpo (Holdings) Limited, a Hong Kong-based Chinese food distributor is planning for its initial public offering on the Stock Exchange of Hong Kong. Nanpo was established in 1981 with a mandate to be the sole distributor of poultry, fresh waterfish, livestock, and fruit and vegetables produced in Guangdong, the bordering province of mainland China. Throughout the years, Nanpo has built up an admirable market share in many food categories and a distribution channel of 500 wholesalers.Recently, the Ministry of Foreign Trade and Economic Cooperation in the PRC reaffirmed its sole distributor status. The management of Nanpo has developed an aggressive growth plan which includes new food processing facilities and forward integrationinto retail outlets and restaurant chains. Nanpo has turned to the capital market of Hong Kong to finance its future growth. Nanpo’s management has decided to float 25% of the company and has engaged a local merchant bank, Hinson Capital, as itslead underwriter. Three weeks away from the planned IPO, Jack Yang, a director of Nanpo, is once again reviewing the details of pricing.
Ivey Number: 9A99N018
Publication Date: 16/08/1999 Revision Date: 16/07/2001
Geographic Setting: China/Hong Kong Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 1994
Subjects: Initial Public Offerings, International Finance
Functional Area: Finance
Source: Ivey
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| NANYANG OPTICAL: BEYOND PRODUCT DESIGN: FROM IDEA TO LAUNCH
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| 13 pp.
| Case
Wee, B G; Goodwin, N
Publisher: Asian Business Case Centre
Distributor: ecch (www.ecch.com) Reference: 807-058-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2006
Version Date: 21 September 2006
Geo location: Singapore, China, Europe Industry: Consumer goods, eyewear Timing: 2002-2006
Topics: New product development; Small and medium-sized company; Innovation; Product and process design; Manufacturing; Product launch
Abstract: This case illustrates the process and challenges of designing a new product and then making it a reality. Yang Wah Kiang had innovative ideas for spectacle frames and created two unique new product designs. But Yang was not just a product designer - he was also a practical, hands-on entrepreneur who owned and operated a medium-sized company. He was not content to leave his ideas on the drawing board; instead, he would do whatever it would take to make his designs become real products, ready for the market. Yang was the Managing Director of Nanyang Optical, one of Singapore’s largest optical retailers. In June 2006, he was ready to test his new eyewear designs in the retail market. Over the years, he had worked on a number of new concepts for spectacle frames, which he felt would offer unique value to consumers. His burning ambition was to test these new frame innovations in the international eyewear market. In 2002, he and his Australian Chinese business partner set up a product design studio in Shenzhen, China. They spent the next three years designing and developing two new types of eyeglasses based on the new frame design concepts. When the prototypes were ready, Yang collaborated with French fashion designers who created contemporary styles, branding and packaging. The new frames were branded as Urband and Link. He and his French partners would work together to launch and eventu
Source: ecch
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| NAO BAI JIN
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| 14 pp.
| Case
Chen, J; Price, L J
Publisher: China Europe International Business School
Distributor: ecch (www.ecch.com) Reference: 505-107-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2005
Geo location: China Industry: Health supplement Size: Large Timing: 2000-2005
Topics: Branding; Advertising strategy; Product positioning; Soft advertising; Soft article; China; Health supplement; Melatonin; Healthcare food; Brain platinum
Abstract: The health supplement market has started to boom in China since the 1980s. During the last two and a half decades, the health supplement market has experienced two ups and downs. Many famous brands come and go. It is a huge market with great potential but it is also full of challenge. It is easy to enter the market and a brand can grow quickly, however, it is difficult to sustain the brand for the long term. A brand named Nao Bai Jin (a melatonin product) has received much attention because of its quick and dramatic success, as well as its unique marketing strategy. Mr Shi Yuzhu, the founder of Nao Bai Jin, has innovatively adopted a soft advertising strategy, promoting the product through a series of soft advertorials that looked like scientific news reports. The soft advertising strategy turned out to be very effective in the early stage, and the sales of Nao Bai Jin hit 1.2 billion renminbi in less than three years. However, the advertising campaign now showed signs of wear-out and annual sales dropped sharply. It was said in the industry that most brands would die within five years time. It has been eight years up to 2005 since Nao Bai Jin was marketed in the Chinese market. Will Nao Bai Jin continue to grow? Or is it time for the company to consider cashing in the brand? This case presents the development of Nao Bai Jin, its use of different advertising strategies, its competition environme
Source: ecch
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| Napo Pharmaceuticals
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| 23 pp.
| Case
Author(s): Chess, Robert; Spitzer, Joshua
Publication Date: 09/13/2006
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: E223
Geographic Setting: Africa; Latin America; Silicon Valley Industry Setting: Health care industry; Pharmaceutical industry
Subjects: Developing countries; Entrepreneurship; Nonprofit sector; Partnerships; Sustainability
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (E223TN), 6p, by Robert Chess, Joshua Spitzer
Product Description: Chronicles entrepreneur Lisa Conte’s two ventures, Shaman Pharmaceuticals and Napo Pharmaceuticals. Shaman was formed to make drug discovery and development more efficient by studying traditional, indigenous healers in the tropics. Shaman had identified a promising compound that came to be known as crofelemer. For a variety of complex reasons, Shaman declared bankruptcy, and Napo, Conte‘s new company established specifically for this purpose, bought Shaman's library of compounds, including crofelemer. At the time of the case study, Napo was developing the compound for sale in large western markets while arranging an innovative public-private partnership to develop and distribute crofelemer in the developing world. In developing countries, the compound would treat diarrhea, which kills over 2.5 million children every year. However, the public-private partnership proved difficult to arrange. Concludes with Conte deciding whether to proceed with the partnership that would not only save the lives of children, but also provide much-needed capital to keep Napo in business. Highlights the difficulties of establishing partnerships across sectors and pursuing complex negotiations within the complicated market and regulatory environment associated with the pharmaceuticals industry.
Source: Harvard
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| NAPSTER
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| 21 pp.
| Case
Buttle, F — Macquarie International, Macquarie University
Distributor: ecch (www.ecch.com) Reference: 502-055-1 Language: English
Category: Marketing Data source: Published sources
Product Year: 2002
Geo location: USA Industry: Music Timing: 1999-2002
Topics: Innovation; Marketing; Customer experience; Pest analysis; Channel management; Disintermediation; Peer-to-peer; Copyright; Napster; Supply chain
Abstract: Napster is a software application that enables peer-to-peer file sharing. Napster was established by Shawn Fanning, an undergraduate at Northeastern University. He integrated features of established programmes to enable computer users to share MP3 formatted music files with other computer users. This innovation became hugely successful with up to 60 million users downloading music files from other computers. For the music industry, this digital distribution system was seen as an immense threat. If music fans could download music at no cost, why would they carry on buying music in CD format from bricks-and-mortar or web-based retailers? The case traces the history of Napster from its start-up in 1999, to its legal termination in 2002. The case study focuses on several interrelated issues: innovation, disintermediation, channel relationships, customer experience, PEST analysis, and copyright. It can be used on marketing, entrepreneurship, supply chain and strategy courses.
Source: ecch
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| NAPSTER.COM
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| 28 pp.
| Case
Dussart, C — Massachusetts Institute of Technology (MIT)
Javier, J — Massachusetts Institute of Technology (MIT)
Distributor: ecch (www.ecch.com) Reference: 500-040-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2000
Geo location: USA Industry: Music industry Size: 45 employees Timing: 2000
Topics: Internet business; Global music industry; Online communities; Peer-to-peer computing; Viral marketing; Anarchic business models; Digital media supply chains; Start-up life cycle
Abstract: The case discusses the digital music revolution and the implications this has on the global music industry. It focuses on Napster, Inc, being primarily responsible for these sweeping changes. As background, it provides an overview of the present global music industry, showing financials, revenue streams, growth rates, market shares, et al. It also outlines a basic overview of the music industry’s present supply chain. It then provides a fundamental explanation of digital music distribution and how it is different from traditional distribution. After this, it goes through the young history of Napster, Inc., narrating: (1) why and how its technology was developed; (2) its progression into a formal organisation; and (3) the issues surrounding the present state of litigation against the company. Finally, it presents the wide-ranging impact the firm has had not only on the music industry, but also on other forms of media and their respective industries. This case contains colour exhibits.
Source: ecch
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| Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor
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| 23 pp.
| Case
Author(s): Khanna, Tarun; Rangan, V. Kasturi
Publication Date: 06/22/2005 Revision Date: 04/25/2006
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 505078
Geographic Setting: India Number of Employees: 900 Gross Revenue: $13.2 million revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Developing countries; Entrepreneurship; Vision; Social enterprise
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Case Teaching Note, (510107), 7p, by Tarun Khanna, V. Kasturi Rangan
Product Description: To maximize their effectiveness, color cases should be printed in color. Describes the mission, vision, and strategy of a team of entrepreneurs headed by a charismatic heart surgeon who founded a heart hospital in Bangalore, India. The purpose of the hospital was to offer health care for the masses. This tertiary care hospital performed over 4,000 surgeries a year (approximately half on pediatric patients), which is more than that performed by The Cleveland Clinic and the Mayo Clinic (ranked #1 and #2 in the United States) combined. The interesting aspect of its business formula was its ability to offer such complex surgeries as CABG (popularly known as bypass surgery) for about $2,000, which was substantially less than other similarly equipped hospitals in India. Its founder has already entered into other complementary activities, such as a statewide insurance scheme for rural farmers — Yeshaswini. The founder has ambitious plans for a comprehensive “Walmartization” of health care in India. Includes color exhibits.
Source: Harvard
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| 23 pp.
| Case
Author(s): Khanna, Tarun; Rangan, V. Kasturi; Manocaran, Merlina
Publication Date: 06/22/2005 Revision Date: 04/25/2006
Product Type: Case (Field)
Product Description: Describes the mission, vision, and strategy of a team of entrepreneurs headed by a charismatic heart surgeon who founded a heart hospital in Bangalore, India. The purpose of the hospital was to offer health care for the masses. This tertiary care hospital performed over 4,000 surgeries a year (approximately half on pediatric patients), which is more than that performed by The Cleveland Clinic and the Mayo Clinic (ranked #1 and #2 in the United States) combined. The interesting aspect of its business formula was its ability to offer such complex surgeries as CABG (popularly known as bypass surgery) for about $2,000, which was substantially less than other similarly equipped hospitals in India. Its founder has already entered into other complementary activities, such as a statewide insurance scheme for rural farmers — Yeshaswini. The founder has ambitious plans for a comprehensive “Walmartization” of health care in India.
HBS Number: 9-505-078
Geographic Setting: India Industry Setting: Health care industry Number of Employees: 900 Gross Revenues: $13.2 million revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Developing countries; Entrepreneurship; Health insurance; Healthcare system; Social enterprise; Vision
Academic Discipline: Social enterprise & ethics
Source: Harvard
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| Narcissistic Leaders: The Incredible Pros, the Inevitable Cons
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| 20 pp.
| Article
Author(s): Maccoby, Michael
Publication Date: 01/01/2001
Product Type: HBR OnPoint Article
HBS Number: 5904
Subjects: Human behavior; Leadership; Management styles; Organizational behavior; Personality; Psychology
Academic Discipline: Organizational behavior & leadership
Product Description: This is an enhanced edition of the HBR article R00105, originally published in January/February 2000. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Today’s business leaders maintain a markedly higher profile than their predecessors did in the 1950s through the 1980s. Rather than hide behind the corporate veil, they give interviews to magazines like Business Week, Time, and the Economist. According to psychoanalyst, anthropologist, and consultant Michael Maccoby, this love of the limelight often stems from their personalities — in particular, what Freud called a narcissistic personality. That is both good and bad news: Narcissists are good for companies that need people with vision and the courage to take them in new directions. But narcissists can also lead companies into trouble by refusing to listen to the advice and warnings of their managers. So what can the narcissistic leader do to avoid the traps of his own personality? First, he can find a trusted sidekick. Good sidekicks can point out the operational requirements of the narcissistic leader‘s often grandiose vision and keep him rooted in reality. Second, the narcissistic leader can get the people in his organization to identify with his goals, to think the way he does, and to become the living embodiment of the company. Finally, if narcissistic leaders can be persuaded to undergo therapy, they can use tools
Source: Harvard
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| Narcissistic Leaders: The Incredible Pros, the Inevitable Cons (HBR Classic)
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| 16 pp.
| Article
Author(s): Maccoby, Michael
Publication Date: 01/01/2004
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R0401J
Subjects: Organizational behavior; Management styles; Human behavior; Leadership; Personal strategy & style; Psychology; Personality
Academic Discipline: Organizational Behavior & leadership
Product Description: In the winter of 2000, at the height of the dot-com boom, business leaders posed for the covers of Time, BusinessWeek, and the Economist with the aplomb and confidence of rock stars. These were a different breed from their counterparts of just 10 or 20 years before, who shunned the press and whose comments were carefully crafted by corporate PR departments. Such love of the limelight often stems from what Freud called a narcissistic personality, says psychoanalyst and anthropologist Michael Maccoby in this HBR classic, first published in the January-February 2000 issue. Narcissists are good for companies in extraordinary times — those that need people with the passion and daring to take them in new directions. But narcissists can also lead companies into disaster by refusing to listen to the advice and warnings of their managers. It’s not always true, as Andy Grove famously put it, that only the paranoid survive. Most business advice is focused on the more analytic personality that Freud labeled obsessive. But recommendations about creating teamwork and being more receptive to subordinates will not resonate with narcissists. Narcissists who want to overcome the limits of their personalities must work as hard at that as they do at business success. One solution is to find a trusted sidekick who can point out the operational requirements of the narcissistic leader‘s often overly grandiose vision and keep him or her rooted in reality. Another is to take a leap of faith and go into psychoanalysis, which can give the
Source: Harvard
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| National Australia Bank (A)
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| 10 pp.
| Case
Author(s): Graham Hubbard; Judy Hubbard
Publication Date: 8/29/2008
Product Type: Case (Library)
Teaching Note: 8B08M35
Ivey ID: 9B08M035
Geographic Setting: Australia Industry Setting: Banking Size: Large Year of Event: 2000-2004 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Positioning; Success and Failure; Turnaround; Corporate Strategy
Major Disciplines: General Management; International
Product Description: This is a chronological series of two cases. The (A) case is about the fall from grace of a revered, high-performing Australian company that had gone international in its quest for growth. The (B) case is about the turnaround that followed. The (A) case covers the period 2000 to 2004. It includes the National Australia Bank (NAB) 2000 corporate/business strategy, the MLC acquisition, the sale of Michigan National, the HomeSide financial disaster and consequent sale, and the 2003 foreign exchange trading disaster that ultimately led to recognition that NAB was truly in trouble. The (B) case is about the turnaround that followed. It covers the period 2004 to 2006, at which point the new chief executive office (CEO) declares that the three year turnaround is almost over and the new NAB is back in business. It covers the investigation of the foreign exchange trading scandal disaster, the changes in personnel in the top management team and the board, the introduction of new external people to support the new CEO and many other detailed events that took place as part of the turnover. The (A) case is primarily about implementation of strategy and the (B) case is primarily about implementation of strategy for a turnaround. Both cases are mainly corporate strategy cases, though they could be used in the business strategy section of a strategic management course, since the corporation is narrowly diversified and centrally controlled, so it acts lik
Source: Ivey
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| National Australia Bank (B)
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| 13 pp.
| Case
Author(s): Graham Hubbard; Judy Hubbard
Publication Date: 8/29/2008
Product Type: Case (Library)
Teaching Note: 8B08M36
Ivey ID: 9B08M036
Geographic Setting: Australia Industry Setting: Banking Size: Large Year of Event: 2004-2006 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Turnaround; Success and Failure; Positioning; Corporate Strategy
Major Disciplines: General Management; International
Product Description: This is a chronological series of two cases. The (A) case is about the fall from grace of a revered, high-performing Australian company that had gone international in its quest for growth. The (B) case is about the turnaround that followed. The (A) case covers the period 2000 to 2004. It includes the National Australia Bank (NAB) 2000 corporate/business strategy, the MLC acquisition, the sale of Michigan National, the HomeSide financial disaster and consequent sale, and the 2003 foreign exchange trading disaster that ultimately led to recognition that NAB was truly in trouble. The (B) case is about the turnaround that followed. It covers the period 2004 to 2006, at which point the new chief executive office (CEO) declares that the three year turnaround is almost over and the new NAB is back in business. It covers the investigation of the foreign exchange trading scandal disaster, the changes in personnel in the top management team and the board, the introduction of new external people to support the new CEO and many other detailed events that took place as part of the turnover. The (A) case is primarily about implementation of strategy and the (B) case is primarily about implementation of strategy for a turnaround. Both cases are mainly corporate strategy cases, though they could be used in the business strategy section of a strategic management course, since the corporation is narrowly diversified and centrally controlled, so it acts lik
Source: Ivey
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| National Convenience Stores, Inc.
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| 21 pp.
| Case
Author(s): Fenster, Steven R.; Gilson, Stuart C.; Bur
Publication Date: 01/06/1994
Product Type: Case (Field)
Product Description: National Convenience Stores, Inc. (NCS) is seeking to emerge from Chapter 11. Central to the nature of the reorganization plan is the determination of NCS’s enterprise value. The various constituencies (secured debt, unsecured debt, etc.) will seek to find an enterprise value that coincides with their interest. The case provides detailed projection data to permit full utilization of the relevant techniques. Teaching Purpose: Recommended to be taught as a business game with groups of students each representing layers in the capital structure. In this manner, the students will benefit from a series of valuation approaches, all influenced by the interests and perspective of each group.
HBS Number: 9-294-068
Geographic Setting: Houston, TX Industry Setting: convenience foods Gross Revenues: $900 million revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Bankruptcy; Capital structure; Restructuring; Valuation
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-294-135), 13p, by Steven R. Fenster, Stuart C. Gilson
Source: Harvard
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| National Economic Accounting: Past, Present, and Future
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| 29 pp.
| Case
Author(s): Moss, David A.; Brennan, Sarah
Publication Date: 12/04/2002
Product Type: Case (Library)
HBS Number: 703026
Geographic Setting: United States; Global
Event Year Start: 2002 Event Year End: 2002
Subjects: Accounting; Business government relations; GNP
Academic Discipline: Business & government
Supplementary Materials: Supplement (Library), (703030), 7p, by David A. Moss, Sarah Brennan
Product Description: Presents the fundamentals of GDP accounting (including definitions, etc.), examines the history of national accounting, and surveys the international debate over “Green GDP.” The first section explains the basic rules and definitions of national economic accounting and the meaning of GDP versus NDP. The second section provides historical context for the development of national income estimates, 1886 to 1940, culminating in the creation of GNP by the U.S. Department of Commerce in the 1940s. The third and final section discusses the standard imputations currently made to reflect nonprice economic activity (e.g., for owner-occupied housing and government services) and explores the debate over imputations for natural resources and environmental quality. May be used with: (705022) Basic Statistics from the World Bank’s World Development Indicators, 2004.
Source: Harvard
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| 28 pp.
| Case
Author(s): Moss, David A.; Brennan, Sarah
Publication Date: 12/04/2002
Product Type: Case (Library)
Product Description: Presents the fundamentals of GDP accounting (including definitions, etc.), examines the history of national accounting, and surveys the international debate over “Green GDP.” The first section explains the basic rules and definitions of national economic accounting and the meaning of GDP versus NDP. The second section provides historical context for the development of national income estimates, 1886 to 1940, culminating in the creation of GNP by the U.S. Department of Commerce in the 1940s. The third and final section discusses the standard imputations currently made to reflect nonprice economic activity (e.g., for owner-occupied housing and government services), and explores the debate over imputations for natural resources and environmental quality. Teaching Purpose: To present the meaning of GDP, its strengths and weaknesses, and the fundamentals of national economic accounting. May be used with: (9-705-022) Basic Statistics from the World Bank’s World Development Indicators, 2004.
HBS Number: 9-703-026
Geographic Setting: United States, Global
Event Year Start: 2002Event Year End: 2002
Subjects: Accounting; Business government relations; GNP
Academic Discipline: Business & government
Supplementary Materials: Supplement (Library), (9-703-030), 7p, by David A. Moss, Sarah Brennan
Source: Harvard
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| NATIONAL GUITAR SUMMER WORKSHOP, INC.
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| 35 pp.
| Case
Author(s): Bourgeois, L. J. III; Watson, Orson W.
Darden ID: UVA-BP-0378
Published: 2/22/1997
Copyright Year: 1997
Subject Area: Operations Management
Keywords: business and society, entrepreneurship, nontraditional business, strategy implementation
Teaching Note: UVA-BP-0378TN
Abstract: A successful summer-guitar-camp venture founded by an artist-entrepreneur is facing slowing growth, a disgruntled professional (teaching) staff, an aging customer base, and shifting musical tastes. Product-line extensions have, thus far, proved unsuccessful. The case allows students to apply tools of industry analysis and strategy evaluation in an unconventional setting, and to make recommendations to a successful entrepreneur with a nonbusiness background.
Source: Darden
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| 35 pp.
| Case
Author(s): Bourgeois, L. J. III; Watson, Orson W.
Darden ID: UVA-BP-0378
Published: 2/22/1997
Copyright Year: 1997
Subject Area: Operations Management
Keywords: business and society, entrepreneurship, nontraditional business, strategy implementation
Teaching Note: UVA-BP-0378TN
Abstract: A successful summer-guitar-camp venture founded by an artist-entrepreneur is facing slowing growth, a disgruntled professional (teaching) staff, an aging customer base, and shifting musical tastes. Product-line extensions have, thus far, proved unsuccessful. The case allows students to apply tools of industry analysis and strategy evaluation in an unconventional setting, and to make recommendations to a successful entrepreneur with a nonbusiness background.
Source: Darden
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| National Kidney Foundation: CEO with a Golden Tap
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| 17 pp.
| Case
Author(s): Lau, Amy; Chan, Shirley; Ho, Emily
Publication Date: 07/07/2006
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU584
Geographic Setting: Singapore Industry Setting: Nonprofit
Subjects: Accountability; Control systems; Corporate governance; Corporate responsibility; Ethics; Internal controls; Management controls; Nonprofits; Social enterprise; Transparency
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (HKU585), 18p, by Amy Lau, Shirley Chan, Emily Ho
Product Description: In April 2004, Singapore’s Straits Times alleged in an article that T.T. Durai, CEO of the National Kidney Foundation (NKF), had been drawing on public donations to pay for his generous salary, perks, and expenses. The media also discovered that Durai had installed extravagant fittings, including a gold-plated tap, in his office bathroom. Singaporeans, especially donors, were outraged at how the NKF had mismanaged donor funds. Finally, after intense public pressure, Durai and the NKF Board resigned in July 2005. Illustrates the importance of governance, transparency, and public accountability among social enterprises, and the consequences of weak internal controls over financial reporting.
Source: Harvard
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| National Logistics Management
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| 32 pp.
| Case
Author(s): Applegate, Lynda M.; Rotelli, Mary Teichert; Kohler, Kristin
Publication Date: 09/22/2000 Revision Date: 10/22/2002
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 801110
Geographic Setting: Michigan
Event Year Start: 2000 Event Year End: 2000
Subjects: Technology; Business models; Logistics; Internet
Academic Discipline: General management
Supplementary Materials: Supplement, (801182), 16p, by Kristin Kohler; Case Teaching Note, (803003), 8p, by Madlen Kadish
Product Description: National Logistics Management (NLM), a third-party logistics company, is a successful, profitable business that provides a more cost-effective and efficient means to expedite premium freight. With the logistics landscape changing, NLM’s market niche is threatened. Can NLM survive in the newer, faster e-business logistics world? What are NLM‘s options for growth?
Source: Harvard
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| 32 pp.
| Case
Author(s): Applegate, Lynda M.; Rotelli, Mary Teiche
Publication Date: 09/22/2000 Revision Date: 10/22/2002
Product Type: Case (Field)
Product Description: National Logistics Management (NLM), a third-party logistics company, is a successful, profitable business that provides a more cost-effective and efficient means to expedite premium freight. With the logistics landscape changing, NLM’s market niche is threatened. Can NLM survive in the newer, faster e-business logistics world? What are NLM‘s options for growth? Teaching Purpose: To identify business strategies within a changing e-business environment.
HBS Number: 9-801-110
Geographic Setting: Detroit, MIIndustry Setting: third-party logistics
Event Year Start: 2000Event Year End: 2000
Subjects: Business models; Business services; Electronic commerce; Internet; Logistics; Technology
Academic Discipline: General management
Supplementary Materials: Supplement, (9-801-182), 16p, by Lynda M. Applegate, W. Earl Sasser Jr., Kristin Kohler; Teaching Note, (5-803-003), 8p, by Lynda M. Applegate, Madlen Kadish
Source: Harvard
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| NATIONAL MEDICAL CARE
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| 12 pp.
| Case
Sullivan, J D — Boston University
Distributor: ecch (www.ecch.com) Reference: 200-014-1 Language: English
Category: Finance, Accounting and Control Data source: Published sources
Product Year: 2000
Version Date: February 2004
Geo location: United States Industry: Health care Size: Large Timing: Late 1990s
Topics: Health care; Finance; Mergers; Divestitures; Strategy; Negotiation
Abstract: As with most acquisitions or divestitures, this deal contains its own unique circumstances. Both offers currently being entertained by WR Grace are from, for the most part, dialysis product manufacturers. Because the United States dialysis market is fairly mature, these two manufacturers are desperate to maintain market share. So in a sense, from the buyers perspective, this acquisition of National Medical Care could be categorized as a ’defensive‘ acquisition. As a result, this vertical acquisition scenario creates significant leverage for WR Grace in its negotiations with Baxter and Fresenius. To make matters more interesting, as the deal progresses, an investigation by the US government begins, and the question of the assumption of a future potential liability becomes a key concern by all parties.
Source: ecch
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| National Power and the Privatization of the British Power Generation Industry
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| 20 pp.
| Case
Emmons, Willis; Simnett, Ed
The British government privatized the nation’s electric utility sector in 1991 through a complex process involving the restructuring of the industry as well as the creation of a new regulatory oversight body. National Power plc, the largest of the privatized power generators, has emerged as highly profitable under private ownership, yet faces challenges with respect to an increasingly hostile regulatory environment. In addition, the firm, under Chairman John Baker, is debating whether to explore opportunities for expansion and diversification in foreign markets. Teaching Purpose: Designed to explore the strategic implications of privatization from the standpoint of a recently privatized firm, formerly part of a monopoly public utility. In addition, the material facilitates an analysis of the privatization of a vertically integrated monopoly from a public policy perspective.
HBS Number: 9-796-066 Type: Case (Library)
Publication Date: 11/7/1995 Revision Date: 11/23/1999
Geographic Setting: United Kingdom Industry Setting: electric utility Number of Employees: 6,064 Gross Revenues: L3.6 billion revenues
Event Year Start: 1991 Event Year End: 1995
Subjects: Electric power; International business; Privatization; Public utilities; Regulation; United Kingdom
Source: Harvard
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| National Railroad Passenger Corporation (“Amtrak”): Acela Financing (V. 1.5)
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| 11 pp.
| Case
Author(s): Bruner, Robert F.; Chan, Jessica
Darden ID: UVA-F-1363
Published: 1/28/2002
Revised: 12/22/2005
Copyright Year: 2001
Subject Area: Finance
Keywords: leasing, debt policy, financing, valuation
Teaching Note: UVA-F-1363TN
Student Spreadsheet: UVA-S-F-1363
Faculty Spreadsheet: UVA-S-F-1363TN
Abstract: In the late 1990s, the National Railroad Passenger Corporation (Amtrak) faced a rude awakening as Congress stipulated that it eliminate its reliance on federal subsidies by 2002. In response, Amtrak drew up a plan for self-sufficiency, the centerpiece of which was a new high-speed passenger service that, it was hoped, would boost revenue enough to make Amtrak self-sufficient by 2002. To run this new service, Amtrak needed to purchase $750 million worth of new locomotives and train sets in 1999. Three alternatives were available for funding the purchase: debt financing, lease financing, or reliance on federal sources. The case opens with Amtrak’s CFO instructing her staff in April 1999 to review a leveraged-lease proposal that has just been submitted by BNY Capital Funding LLC. The objectives of the case are to introduce students to financial leases as a financing alternative, explore the lease-versus-buy decision and the conditions under which financial lease arrangements make sense, and exercise skills in the valuation of financial leases.
Source: Darden
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| 11 pp.
| Case
Author(s): Bruner, Robert F.; Chan, Jessica
Darden ID: UVA-F-1363
Published: 1/28/2002
Revised: 12/22/2005
Copyright Year: 2001
Subject Area: Finance
Keywords: leasing, debt policy, financing, valuation
Teaching Note: UVA-F-1363TN
Student Spreadsheet: UVA-S-F-1363
Faculty Spreadsheet: UVA-S-F-1363TN
Abstract: In the late 1990s, the National Railroad Passenger Corporation (Amtrak) faced a rude awakening as Congress stipulated that it eliminate its reliance on federal subsidies by 2002. In response, Amtrak drew up a plan for self-sufficiency, the centerpiece of which was a new high-speed passenger service that, it was hoped, would boost revenue enough to make Amtrak self-sufficient by 2002. To run this new service, Amtrak needed to purchase $750 million worth of new locomotives and train sets in 1999. Three alternatives were available for funding the purchase: debt financing, lease financing, or reliance on federal sources. The case opens with Amtrak’s CFO instructing her staff in April 1999 to review a leveraged-lease proposal that has just been submitted by BNY Capital Funding LLC. The objectives of the case are to introduce students to financial leases as a financing alternative, explore the lease-versus-buy decision and the conditions under which financial lease arrangements make sense, and exercise skills in the valuation of financial leases.
Source: Darden
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| National Semiconductor’s India Design Center
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| 20 pp.
| Case
Author(s): Polzer, Jeffrey T.; Kind, Liz
Publication Date: 02/02/2004 Revision Date: 01/11/2005
Product Type: Case (Field)
Product Description: The senior managers of the India Design Center used 360-degree feedback to develop their team competencies. Now, three new managers are about to join their management team and Ashok Kumar, director of the center, must decide how to integrate the new managers in a way that maintains the team’s newfound trust and camaraderie. Describes the managers‘ work activities, including engineering, human resources, and finance responsibilities, to allow a diagnosis of how the managers can benefit from working together as a team. Also notes the challenges these managers face as they work with their bosses and counterparts at the company's headquarters in California, which is 13.5 time zones away. Teaching Purpose: To encourage consideration and debate of the merits of using 360-degree feedback as a basis for team development, especially to the extent that it highlights teammates' differing perceptions of one another's strengths and weaknesses. The team is one that could presumably benefit from better cross-functional coordination and communication regarding their collective relationship with the company's headquarters in California.
HBS Number: 9-404-102
Geographic Setting: Bangalore, India Industry Setting: information technology Number of Employees: 10,100 Gross Revenues: $1.5 billion revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Group dynamics; Human resources management; India; Information technology; Interpersonal relations; Leadership; Organizational behavior; Performance appraisal; Teams
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-405-006), 28p, by Jeffrey T. Polzer, Jennifer L. Illes
Source: Harvard
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| Natura: Exporting Brazilian Beauty
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| 41 pp.
| Case
Author(s): McKern, Bruce; Yamamoto, Leonardo; Bouissou, Daniela; Hoyt, David W.
Publication Date: 01/20/2010
Product Type: Case
Publisher: Stanford University
HBS Number: IB92
Geographic Setting: United States; Brazil; France; Mexico
Subjects: International marketing; International operations; Distribution; Brands; Social responsibility
Academic Discipline: Marketing
Product Description: This case describes the development and international expansion of Natura, a Brazilian cosmetics company. The company was founded in 1969, and developed products using environmentally sustainable practices, and that were distributed using a direct sales model. The company was highly successful in the Brazil, despite the challenging Brazilian economy. Natura had successfully entered the Mexican and French markets. In 2008, it considered entering the U.S. market. The case describes the company’s growth, its principles of environmental and social responsibility, its culture and organization, and its international expansion to 2008. It describes the U.S. market, and the challenges and opportunities that Natura would face if it tried to expand into the U.S.
Source: Harvard
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| Natural Blends, Inc.
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| 6 pp.
| Case
Bowen, H. Kent; Jaikumar, Ramchandran; Krause, Karen
Describes the continuous flow process used to generate orange juice concentrate. Production involves several tightly-coupled process steps with varying production rates and setup times. Given production constraints and customer requirements, management choices must be made to maximize the greatest contribution. Teaching Purpose: To review basic principles of process analysis, setup/runtimes, bottleneck, effect of batch sizes, WIP, and materials.
HBS Number: 9-698-012 Type: Case (Gen Exp)
Publication Date: 8/5/1997
Geographic Setting: Florida Industry Setting: beverages
Subjects: Agribusiness; Beverages; Operations management; Process analysis; Process flow; Productivity
Supplementary Materials: Supplement, (9-698-013), 14p, by H. Kent Bowen, Ramchandran Jaikumar, Karen Krause
Source: Harvard
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| Natural-Born Entrepreneur
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| 8 pp.
| Article
Author(s): Bricklin, Dan
Publication Date: 09/01/2001
Product Type: Harvard Business Review Article
HBS Number: R0108B
Subjects: Entrepreneurs; Entrepreneurship
Academic Discipline: Entrepreneurship
Product Description: Every aspiring entrepreneur can recite the truisms of the business: Feel comfortable with risk, hire the best people, do what you love, and don’t do it for the money alone. Nevertheless, the road to success can be a scramble from one slippery rock to another. And no one knows that better than Dan Bricklin, creator of VisiCalc, the first electronic spreadsheet. In this first-person account, Bricklin, now on his fourth start-up, describes his life as an entrepreneur and professional tinkerer. In addition to the usual suspects for creating a business — solid training, talent, and good timing — he suggests that entrepreneurs need a few more tricks in their bags to thrive during the inevitable ups and downs. First, entrepreneurs need to understand what value they bring to their endeavors. They have to know their limits, both in terms of evaluating their penchant for risk and personal sacrifice and recognizing when their ambitions exceed their skills. They may, for instance, need others to step in when their own talents don‘t match their businesses' current needs. Second, entrepreneurs shouldn't wait to get started. Or, if they do wait, they should understand that as time goes by, they may become less willing to sacrifice their standard of living for their businesses. Third, entrepreneurs need to recognize that they are not their businesses. They must remember that their companies' failures don't make them awful people. Likewise, their companies' successes don't make them geniuses or superhumans. Indeed, training, talent, and good timing are essential, but entrepreneurs must also have a true passion for what they're doing, and they must possess the humility to know when they
Source: Harvard
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| Natureview Farm
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| 12 pp.
| Case
Author(s): Fleming, Karen Martinsen
Publication Date: 06/07/2007
Product Type: Case
Publisher: Harvard Business School Publishing
HBS Number: 2073
Geographic Setting: United States
Subjects: Quantitative analysis; Marketing; Marketing channels; Market share; Pricing; Sales promotions; Value chains; Margins
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (2074), 27p, by Karen Martinsen Fleming, Greg Bonner, Indra Reinbergs; Spreadsheet Supplement, (2285), 0p, by Karen Martinsen Fleming
Product Description: Brief Case from HBSP Explores channel management issues in the U.S. food industry. Natureview Farm, a Vermont-based producer of organic yogurt with $13 million in revenues, is the leading national yogurt brand (24% market share) sold into natural foods stores. It has achieved this through its special yogurt manufacturing process and through cultivating personal relationships with dairy buyers in the natural foods channel. Set in 2000, when the company faces financial pressure to grow revenues to $20 million by the end of 2001 due to a planned exit by its venture capital investors. The immediate decision point that the protagonist, Natureview’s vice president of marketing, faces is whether to achieve this revenue growth by expanding into the supermarket channel.
Source: Harvard
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| 12 pp.
| Case
Author(s): Fleming, Karen Martinsen
Publication Date: 06/07/2007
Product Type: Case
Publisher: Harvard Business School Publishing
HBS Number: 2073
Geographic Setting: United States
Subjects: Quantitative analysis; Marketing; Marketing channels; Market share; Pricing; Sales promotions; Value chains; Margins
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (2074), 27p, by Karen Martinsen Fleming, Greg Bonner, Indra Reinbergs; Spreadsheet Supplement, (2285), 0p, by Karen Martinsen Fleming
Product Description: Brief Case from HBSP Explores channel management issues in the U.S. food industry. Natureview Farm, a Vermont-based producer of organic yogurt with $13 million in revenues, is the leading national yogurt brand (24% market share) sold into natural foods stores. It has achieved this through its special yogurt manufacturing process and through cultivating personal relationships with dairy buyers in the natural foods channel. Set in 2000, when the company faces financial pressure to grow revenues to $20 million by the end of 2001 due to a planned exit by its venture capital investors. The immediate decision point that the protagonist, Natureview’s vice president of marketing, faces is whether to achieve this revenue growth by expanding into the supermarket channel.
Source: Harvard
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| Natureworks: Biotech Innovation, Sustainable Business, and Corn-Based Plastic
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| 5 pp.
| Case
Author(s): Larson, Andrea
Darden ID: UVA-ENT-0097
Published: 3/14/2007
Copyright Year: 2006
Subject Area: Entrepreneurship and Innovation
Keywords: Innovation, entrepreneurship, sustainable business, sustainability, triple bottom line, natural environment, environmental, ecology, ecological, strategy, implementation, financial returns, green, greening
Abstract: This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase on NatureWorks traces the development of an entrepreneurial venture within a large corporate parent company. Bioplastic material was brought to market. The case describes the challenges and successes of a product and a business based on sustainability concepts.
Source: Darden
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| 5 pp.
| Case
Author(s): Larson, Andrea
Darden ID: UVA-ENT-0097
Published: 3/14/2007
Copyright Year: 2006
Subject Area: Entrepreneurship and Innovation
Keywords: Innovation, entrepreneurship, sustainable business, sustainability, triple bottom line, natural environment, environmental, ecology, ecological, strategy, implementation, financial returns, green, greening
Abstract: This is a minicase, one of 10 in a set of short cases written to illustrate the business benefits companies realize through adopting sustainable business strategies. This minicase on NatureWorks traces the development of an entrepreneurial venture within a large corporate parent company. Bioplastic material was brought to market. The case describes the challenges and successes of a product and a business based on sustainability concepts.
Source: Darden
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| NATUZZI GROUP: GLOBAL CHALLENGES IN THE FURNITURE INDUSTRY AT THE THRESHOLD OF THE NEW MILLENNIUM
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| 16 pp.
| Case
Dalpiaz, E
Publisher: SDA Bocconi
Distributor: ecch (www.ecch.com) Reference: 305-322-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2005
Geo location: Italy, China, USA Industry: Upholstery, furniture Size: 1,015 billion lire revenue Timing: 1999
Topics: International business; Strategy formulation; Upholstery; Furniture; Location decision; Manufacturing decision; Globalisation; Competitive advantage; Emerging markets; Developing countries; Asia; Europe; USA; Italy
Abstract: The case illustrates the challenges facing Natuzzi, a major world player in the leather-upholstered furniture segment, at the beginning of the new millennium. Emerging Asian competitors were threatening the strategy hitherto implemented, by undermining the basis of the competitive advantage of the company and questioning the sustainability of its international production strategy. The case can be used on undergraduate and graduate courses of strategy, international management, or managing globalisation, to discuss issues in international and global strategy, such as the sustainability of competitive advantage, the location of manufacturing facilities, as well as changing patterns in the international furniture industry caused by the rise of Chinese competitors.
Source: ecch
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| Nautral Purifying. Inc.: New Product Development Strategy
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| 13 pp.
| Case
Arjan Giaya; Sharon A. Johnson
In mid-1997, Richard Reed, Director of Technology at Natural Purifying, Inc. (NPI), was charged with developing a new product development process. NPI had been recognized as a leader in the manufacture of alternatives to chlorine disinfectants for swimming pools and spas, but had not made a profit since it’s founding in 1983. Reed believed that the most critical success factor for the business was the ability to improve existing products and invent new ones. The historical new product development process at Natural Purifying, Inc. (NPI) had been technically-driven, and plagued by long product development cycles, technical faults, and a limited marketing strategy. In October 1996 ADA (a billion-dollar recreational products company) had bought out NPI, and Reed wanted the redesigned process to take advantage of the new resources available to NPI as well as to improve performance.
Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 2
Subjects: New Product Development, Marketing, Strategic Management, Small Business Management and Growth, Technology Management
Source: NACRA
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| NAVISTAR: ENVIRONMENTAL MANAGEMENT (A)
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| 14 pp.
| Case
Klassen R; Johnson F
The environmental coordinator at the Chatham Assembly Plant of Navistar International Corporation, must develop a total waste management program which addresses both corporate waste reduction objectives and regulatory requirements. At the time ofthe case, a plant-wide waste audit had just been completed by an outside contractor in response to the introduction of provincial legislation, referred to as 3R Regulations. The environmental coordinator must assess the competitive implications ofdifferent alternatives, design the program, decide which materials will be recycled, identify who will be involved in implementation, and take into account the reaction of different stakeholder groups. (A sequel to this case titled Navistar:Environmental Management (B), case 9A96D001, is available.)
Ivey Number: 9A96D001
Publication Date: 25/03/1996 Revision Date: 17/02/2000
Geographic Setting: Canada Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 1994
Subjects: Manufacturing, Environment, Operations Management, Pollution
Functional Area: Production/Operations Management
Source: Ivey
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| Navistar: Managing Change
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| 12 pp.
| Case
Author(s): Jick, Todd D.; MacIsaac, Lori Ann
Publication Date: 09/11/1989
Product Type: Case (Field)
Product Description: Describes 15 years of change at Navistar. Highlights changes in strategy, name, products, services, size, human resources policies, and programs. Underscores the brisk pace and scope of changes. Students are asked to categorize the types of change, evaluate them, and consider how well Navistar is positioned to deal with future change challenges.
HBS Number: 9-490-003
Geographic Setting: MidwestIndustry Setting: trucking/transportationCompany Size: Fortune 500Number of Employees: 10,000
Event Year Start: 1975Event Year End: 1989
Subjects: Human resources management; Machinery; Management of change; Organizational change
Academic Discipline: Human resources management
Supplementary Materials: Teaching Note, (5-491-118), 7p, by Todd D. Jick
Source: Harvard
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| Naxos: Changing the World of Classical Music
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| 12 pp.
| Case
Author(s): Schuetz, Marcus ; Loo, Grace
Publication Date: 09/01/2009
Product Type: Case
Publisher: University of Hong Kong
HBS Number: HKU851
Geographic Setting: Hong Kong
Subjects: Industry analysis; Internet marketing; Business models; Internet; Disruptive innovation; Growth strategy
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (HKU852), 12p, by Marcus Schuetz,Grace Loo
Product Description: Founded in 1987, Naxos had become the world’s largest classical music label. It had reached this lofty position by being an innovative cost leader. The company‘s chairman, Klaus Heymann, had been quick to take advantage of a drop in the manufacturing price of CDs and the fall of the iron curtain. Recording with artists and orchestras in eastern Europe and paying musicians one-time fees instead of royalties, Naxos had developed a unique and effective business model. The company had also been a first mover in the web-based distribution of music. Having exhibited a knack for making the right move at the right time, what should Naxos do to sustain its success in the decade to come? This case was used in the Second McKinsey/HSBC Business Case Competition.
Source: Harvard
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| NEC: A New R&D Site in Princeton
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| 21 pp.
| Case
Author(s): Kuemmerle, Walter; Kobayashi, Kiichiro
Publication Date: 04/03/1998 Revision Date: 04/28/2004
Product Type: Case (Field)
Product Description: In 1992, Daizburo Shinoda, a senior R&D manager at NEC, has to deal with a succession issue regarding the leadership of NEC’s R&D site in Princeton, NJ. In his decision of whom to appoint as the next leader of NEC‘s most important R&D site abroad, Shinoda has to consider a number of factors: NEC's overall company strategy, the history of the Princeton site, and human resource constraints faced by NEC. Teaching Purpose: The case brings up several critical issues revolving around global R&D management and technology strategy. How should a company establish a global R&D network? How should locations for new R&D sites be chosen? How should the process of innovation be managed in a cross-border setting?
HBS Number: 9-898-027
Geographic Setting: United States & Japan Industry Setting: electronics Number of Employees: 40,000 Gross Revenues: $25 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Corporate strategy; Electronics; Innovation; International business; Japan; Research & development; Succession planning; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-800-392), 10p, by Walter Kuemmerle
Source: Harvard
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| Necessary Art of Persuasion (HBR OnPoint Enhanced Edition)
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| 20 pp.
| Article
Author(s): Conger, Jay
Publication Date: 02/01/2000
Product Type: HBR OnPoint Article
Product Description: HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. This article defines and explains the four essential elements of persuasion. Business today is largely run by teams and populated by authority-averse baby boomers and Generation Xers. That makes persuasion more important than ever as a managerial tool. But contrary to popular belief, author Jay Conger (director of the University of Southern California’s Marshall Business School‘s Leadership Institute) asserts, persuasion is not the same as selling an idea or convincing opponents to see things your way. It is instead a process of learning from others and negotiating a shared solution. To that end, persuasion consists of these essential elements: establishing credibility, framing to find common ground, providing vivid evidence, and connecting emotionally. Persuasion can be a force for enormous good in an organization, but people must understand it for what it is: an often painstaking process that requires insight, planning, and compromise.
HBS Number: 4258
Subjects: Communication; Flat organization; Management styles; Managerial skills; Power & influence
Academic Discipline: Organizational behavior & lead
Source: Harvard
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| Necessary Evils: A Diagnostic Exercise
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| 8 pp.
| Case
Author(s): Margolis, Joshua D.; Molinsky, Andrew
Publication Date: 02/17/2004 Revision Date: 04/04/2005
Product Type: Exercise
Product Description: Central to the work of leaders and professionals are tasks that entail harming one party to deliver benefits or advance valued and worthy goals. Sometimes a person must, as part of his or her job, perform an act that causes emotional, material, or physical harm to another human being in the service of achieving a greater good or purpose. Examples in management include firing people, laying people off, delivering bad news, delivering negative performance feedback, and, in medicine, performing a painful procedure. Through a series of introspective questions, punctuated by small group discussions and concluding with a large group discussion of insights, students and practicing professionals are better equipped to manage the challenges of necessary evils. May be used with: (9-404-125) Confronting a Necessary Evil: The Firing of Alex Robins (A); (9-404-113) Confronting a Necessary Evil: The Firing of Alex Robins (B).
HBS Number: 9-404-027
Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement, (5-404-107), 30p, by Joshua D. Margolis, Andrew Molinsky; Case Video, (9-404-805), 10 min, by Andrew Molinsky, Joshua Margolis
Source: Harvard
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| NEDCOR INCENTIVE SCHEME
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| 28 pp.
| Case
Beswick, C; Ward, M
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 403-022-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Published sources
Product Year: 2003
Geo location: South Africa Industry: Banking Size: Large Timing: 2000-2001
Topics: Executive incentives; Financial reward; Services industry
Abstract: Nedcor Chairman, Chris Liebenberg, was facing an avalanche of press criticism over an incentive scheme that the organisation had introduced for top executives. Since the end of April 2000, when details of the scheme were released in Nedcor’s annual report, the press had lambasted the company almost daily, accusing Nedcor of corporate greed and poor corporate governance. Nothing Liebenberg had said in defence of the scheme had stemmed the tide of this criticism. If anything, it had made it worse. In terms of the scheme, in four years time, certain executives would be entitled to participate in a share of the net surpluses on designated information technology investments, that Nedcor had made as part of its strategy of strengthening strategic alliances with technology companies. For his part, Liebenberg was convinced that the principles behind the scheme were sound and that Nedcor had come up with a creative way of ‘incentivising' its top executives. Yet the continual criticism was proving to be very damaging to Nedcor's reputation and the group's share price had slipped as criticism of the scheme grew. Liebenberg had to decide on a course of action. Was the criticism of the scheme valid? Should he withdraw the scheme? If so, how would the executives who stood to benefit from the scheme react? In an increasingly global market, where South African salaries could not compare in terms with those being offered internationally and where dom
Source: ecch
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| NEDCOR TREASURIES INTEGRATION: GOOD FORTUNE OR GOOD PROCESS?
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| 17 pp.
| Case
Rijamampianina, R; Beswick, C; Ward, M
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 404-046-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Field research
Product Year: 2004
Geo location: South Africa Industry: Ranking Size: Large Timing: 2003
Topics: Mergers and acquisitions; Organisational change; Project and programme management
Abstract: It was July 2003. Dr Izak Botha, head of the merger and integration committee of banking group, Nedcor (Nedcor M&R), finished reading the report that the treasury integration steering committee had produced on the integration of the group’s treasury operations. In July the previous year Nedcor had purchased BOE, the sixth largest bank in South Africa, and Nedcor had decided to use this purchase as an opportunity, not only to integrate BOE into Nedcor, but also two other banks that had operated within the group, Nedbank Investment Bank (NIB) and Cape of Good Hope Bank (CoGH). The treasury integration had been a very risky operation. If it had failed, it could have brought down the bank or had widespread ramifications for the treasury market as a whole. The treasury appeared to have achieved the impossible: a complex integration in record time, with no fall-out for the bank. At times over the past few months, Botha and the board of Nedcor had felt that, in typical fashion, the treasury was trying to do its own thing and was placing the bank at tremendous risk as a result. Nedcor M&R had had to restrain the treasury integration team on a couple of occasions, but they had done it. The treasury was the first division in the bank to have completed its integration - save for some minor archiving of information that was still outstanding. The rest of the group‘s integration process was still under way a
Source: ecch
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| Need Cash? Look Inside Your Company
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| 12 pp.
| Article
Author(s): Young, S. David; Kaiser, Kevin
Publication Date: 05/01/2009
Product Type: Harvard Business Review Article
HBS Number: R0905E
Subjects: Capital structure; Cash
Academic Discipline: Finance
Product Description: The boom years have made business careless with working capital. So much cash was sloshing around the system that there seemed little point in worrying about how to wring more of it out, especially if that might dent reported profits and sales growth. Today, capital and credit have all but disappeared, customers are tightening belts, and suppliers aren’t putting up with late payments. It‘s time, therefore, to take a cold, hard look at the way you're managing your working capital. If you do, say Insead professors Kaiser and Young, you'll very likely find that you have an awful lot of capital tied up in receivables and inventory. In this article, the authors explore six common mistakes that companies make in this area: managing to the income statement, which can encourage executives to tie up capital in stock and receivables because income statements often fail to include important cost items; rewarding the sales force for growth alone, which makes concessions in the terms of trade more likely, as salespeople look for ways to get customers to buy; overemphasizing production quality, which often results in gold-plated and slow production processes; tying receivables to payables, because even an unfortunate and costly change in supplier terms should in no way be a reason for revisiting the customer relationship; applying bankers' current and quick ratios, which tends to increase the likelihood that a company will face a liquidity crisis; and benchmarking competitors, which can make managers complacent when their working capital metrics are in line with industry norms. Simply correcting these mistakes will release a lot of hidden cash.
Source: Harvard
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| Neglected Receiver Of Knowledge Sharing
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| 7 pp.
| Article
Author(s): Nancy Dixon
Publication Date: 01/03/2002
Product Type: Article
Ivey ID: 9B02TB08
Subjects: Organizational behaviour; Intellectual capital; Knowledge management
Major Disciplines: General Management
Product Description: Knowledge sharing allows teams and individuals to more quickly develop solutions to difficult problems, reduce costly duplication of effort, and create new, innovative solutions through collaboration. But, as this former George Washington University professor turned academic points out, most knowledge sharing practices neglect the group or individual who will receive and hopes to leverage the knowledge. Written to help the reader empathize with and understand the particular needs of the knowledge sharer, this article suggests what organizations and managers can do to support the particular needs of the other, important component of the knowledge equation, the knowledge receiver. (NOTE: Ms. Dixon’s book, Common Knowledge, was chosen as The Globe and Mail‘s Report on Business's Best Business Book of 2000.)
Source: Ivey
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| Negotiable Bidding Process
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| 1 pp.
| Case
Author(s): Grayson, Leslie E.
Darden ID: UVA-G-0382
Published: 4/1/1991
Revised: 10/1/1989
Copyright Year: 1989
Subject Area: General
Keywords: bargaining/bidding, business ethics, developing countries, ethical issues, government and business, international business, diversity in the workplace, international case, diversity case, international ethics
Teaching Note: UVA-G-0382TN
Abstract: In this case, a government official of a developing country interferes with a company that is in the process of awarding a contract for a project.
Source: Darden
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