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.
Case Erskine, R — Glasgow Caledonian University Distributor: ecch (www.ecch.com) Reference: 396-097-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1996 Geo location: England Industry: National Church Size: 10,000 parishes Timing: 1982-1996 Topics: Change in strategic direction; Informality of Crown Appointment; Business ethics; Auditing; Positioning of Management Information Systems; Leadership; Risk assessment of projects; Internal monitoring and control Abstract: This is a rich case in strategic management of the billion pound funds of inheritance of the Church of England. Pressures for more income open up a policy to switch investment funds from farms into retail projects, which require £ 0.5 billion of borrowings of bank money. Control is lost when the Assets Committee authorise £ 0.5 billion of projects and the executive group spend £ 1 billion. For eight years the income rises but the capital haemorrhages through devices such as dividend stripping. The annual accounts give a misleading picture of stewardship and the losses are apparently unnoticed by the Archbishops and Parliament. The whistle is blown in the ’Financial Times‘ in 1992 and investigation committees are set up which recommend radical reform of the Commissioners. The glitch in stewardship of funds is a massive £ 5 billion in the sixteen-year period. This is a massive manifestation of 'disentrepreneurship'.
Article Magee, John F. Europe is determined to achieve economic unity and to compete on at least equal terms with America and Asia. American companies should plan now to meet heavier competition from Europe and to exploit the new European market. U.S.-based multinationals need pan-European strategies. Improved transport, reduction of regulatory barriers, and new alliances make local focus dangerous. Companies exporting to Europe have two concerns: strengthened European competition and increased European protectionism. HBS Number: 89310 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Competition; Europe; International business; International trade
Article Friberg, Eric G. The best European managers are preparing for the essential challenges of European unification: 1) reduce overcapacity; 2) build scale; 3) recognize international competition; and 4) work to homogenize local tastes. HBS Number: 89305 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Competition; Europe; International business; International trade
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.
Article Author(s): Fleming, Lee; Juda, Adam Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Product Description: Social and professional networks are crucial to innovation. New research reveals that it takes just a few key players to catalyze the agglomeration of many small networks into larger ones and boost innovation across a whole region. HBS Number: F0404C Subjects: Innovation; Interpersonal relations; Inventions; Networks; Patents Academic Discipline: Entrepreneurship
Article Coyle, Martin A.; Koppes, Richard H.; Martin, David B.H., Jr.; Millstein, Ira M.; O’Connell, Philip R.; Teslik, Sarah A.B. et al. The virtual demise of hostile takeovers and leveraged buyouts has not cooled the tensions over corporate governance. The basic issues remain remarkably consistent. When do investors‘ legimate needs for returns translate into destructive pressures on long-term prosperity? What is the role of the board of directors as a management monitor and shareholder representative? A working group of lawyers representing large public companies and leading institutional investors has developed a set of principles that reconciles the tensions between owners and managers. The resulting statement is printed in this article. HBS Number: 91407 Type: Harvard Business Review Article Publication Date: 7/1/91 Subjects: Board of directors; Business policy; Corporate governance; Corporate strategy; Organizational structure; Stockholders
Article Author(s): Catucci, Bill Publication Date: 01/15/2005 Product Type: Balanced Scorecard Report Article Product Description: A combination of necessity and happenstance led this CEO to create an organizational governance model — striking its logic and simplicity -- that helped him pull off stunning and rapid turnarounds at two ailing corporations. Today, it’s the lifeblood of the successful start-up he now heads. HBS Number: B0501C Subjects: Balanced scorecard; Business models; Organizational development; Process innovation Academic Discipline: Organizational behavior & leadership
Article Ulrich, David Mention "human resources" and most line and operating managers groan. Simply put, HR has a reputation for inefficiency and incompetence. But a new and transforming era for HR has arrived, asserts Dave Ulrich, a professor at University of Michigan’s school of business. The challenges of today‘s competitive environment mean that HR must refocus its work away from activities that sap value from the organization and instead focus its efforts on achieving outcomes that improve company performance. Ulrich says HR's radical reinvention must be led by senior managers. HBS Number: 98111 Type: Harvard Business Review Article Publication Date: 1/1/1998 Subjects: Human resources management;
Article Donaldson, Gordon With institutional investors, regulatory authorities, the financial press, and the fear of lawsuits all pressuring boards of public corporations to be more active, many directors are seeking practical ways to conduct strategic oversigh HBS Number: 95404 Type: Harvard Business Review Article Publication Date: 7/1/95 Subjects: Auditing; Board of directors; Corporate governance
Article Carr, Nicholas G. A team of MIT researchers has created an electronic "process repository" that enables managers to easily explore different options for performing common tasks. HBS Number: F99504 Type: Harvard Business Review Article Publication Date: 9/1/99 Subjects: Organization; Organizational design; Process analysis; Process flow
Case Author(s): Gompers, Paul A. Publication Date: 01/05/1998 Revision Date: 09/05/2001 Product Type: Note Product Description: Discusses the economics of the private equity market and recent efforts by the U.S. Small Business Administration to promote greater angel financing. HBS Number: 9-298-083 Geographic Setting:Industry Setting: Subjects: Capital markets; Entrepreneurial finance; Financing Academic Discipline: Finance
Article Author(s): Corey, E. Raymond Publication Date: 11/06/1998 Revision Date: 04/27/1999 Product Type: Note Product Description: This guide, written for students, is intended to help in case preparation and in understanding case learning. HBS Number: 9-899-105 Geographic Setting:Industry Setting: Subjects: Case method; Learning Academic Discipline: Teaching & the case method
Case Author(s): Urban, Christine D. Publication Date: 10/01/1978 Product Type: Note Product Description: Introductory note on the concept of market segmentation and its processes. HBS Number: 9-579-055 Subjects: Consumer marketing; Market segmentation Academic Discipline: Marketing
Case Author(s): Kuemmerle, Walter Publication Date: 09/18/2002 Revision Date: 04/12/2004 Product Type: Note Product Description: Provides an introduction to depositary receipts. Recently, these instruments have been used with increasing frequency by firms seeking to list their shares on stock exchanges in other countries, especially in the United States. Describes different types of depository receipts and comments on their prevalence over time. Also comments on issues that managers need to consider when contemplating the issuance of American Depositary Receipts (ADRs). Teaching Purpose: To teach students about the characteristics of depositary receipts and about pros and cons of issuing ADRs. Can be used in conjunction with cases on entrepreneurial finance, with lectures on the international financial system, or with cases on international finance. May be used with: (9-800-103) Infosys: Financing an Indian Software Start-Up. HBS Number: 9-803-026 Subjects: Banking; Entrepreneurship; Equity capital; International entrprnl finance; International finance; IPO; Stock offerings Academic Discipline: Entrepreneurship
Case Author(s): Hamermesh, Richard G.; Heskett, James L.; Roberts, Michael J. Publication Date: 01/31/2005 Revision Date: 08/23/2005 Product Type: Note Product Description: Focuses on the strategic and organizational challenges that confront growing enterprises and the entrepreneurs who lead them. Provides an overview of how a new venture needs to change as it passes from the initial start-up to the growth phase. Explores how a venture’s leadership, strategy, and execution need to evolve to deal with rapid growth. A rewritten version of an earlier note. HBS Number: 9-805-092 Subjects: Change management; Entrepreneurial management; Entrepreneurship; Growth management; Implementation; Leadership; Organizational behavior Academic Discipline: Entrepreneurship
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
Case Author(s): Corts, Kenneth S.; Rivkin, Jan W. Publication Date: 03/30/1999 Revision Date: 01/04/2000 Product Type: Note Product Description: Summarizes the core ideas about the microeconomics of markets that are most relevant to business strategy. Sections I and II develop two basic building blocks of any market, demand and supply. Section II discusses how demand and supply interact to determine the quantity of goods traded in a market and the price paid for those goods, with special attention to the way that external events influence the quantity traded and the price paid. Section IV presents the important benchmark of “perfect competition,” in which equally matched firms compete so vigorously and market entry is so easy that no firm earns more than its cost of capital. Section V explores the ways that real markets depart form perfect competition. These departures lie at the heart of long-run profitability. HBS Number: 9-799-128 Subjects: Competition; Corporate strategy; Managerial economics; Pricing; Profitability; Supply & demand Academic Discipline: Competitive strategy
Case Author(s): Cyr, Linda A. Publication Date: 04/17/2001 Revision Date: 04/16/2002 Product Type: Note Product Description: Provides a brief introduction to calculations inherent in pre-money and post-money evaluations at multiple stages of financing. Relies on three different examples to illustrate that valuations can be calculated in a variety of ways depending on the information provided. Teaching Purpose: To introduce students to pre- and post-money calculations at various stages of financing. Key financing concepts such as dilution and step-ups are also illustrated. HBS Number: 9-801-446 Subjects: Entrepreneurial finance; Entrepreneurial management; Valuation; Venture capital Academic Discipline: Entrepreneurship
Case Author(s): Hardymon, G. Felda; Lerner, Joshua Publication Date: 12/03/1999 Revision Date: 11/05/2001 Product Type: Note Product Description: Provides an overview of the primary securities used in private equity, their structures, and the economic motivation behind their designs. HBS Number: 9-200-027 Subjects: Equity capital; Financial strategy; Leveraged buyouts; Securities; Venture capital Academic Discipline: Finance
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
Case Newson EFP; Lapin S; Mallett D Over the past 15 years SAP AG has become the fourth largest independent software company in the world. This ranking was achieved largely by word of mouth and with very little advertising. A brief history and update on SAP up to 1998 is provided inthis note. It includes short descriptions of the software, sales, market, customers - globally and in Canada, SAPs partners, etc. The purpose is to introduce the concept of enterprise wide systems and enterprise resource planning, using SAP as anexample. Ivey Number: 9A99E021 Publication Date: 13/06/2000 Geographic Setting: Global Industry Setting: Business Services Company Size: Large organization Event Year Start: 1999 Subjects: Computer Applications, Computer Industry, Information Systems, Information System Design Functional Area: Management Science & Information Systems
Case Author(s): Hill, Linda A.; Farkas, Maria T. Publication Date: 10/04/2001 Product Type: Note Product Description: Provides information about how individuals work together to accomplish work in teams. Suggests specific interventions that any team member can make to improve decision making, participation, influence dynamics, and conflict resolution. Also looks at team diversity and virtual teams. Teaching Purpose: Helps reader understand team process and implications for practice. HBS Number: 9-402-032 Subjects: Communication; Conflict; Diversity; Power & influence; Teams Academic Discipline: Organizational behavior & leadership
Case Patricia P. McDougall, Derrick E. DsouzaThis note provides an overview of the soft drink industry. It chronicles the inception of the beverage industry in the early 1800s to the present time, so that students can better understand the metamorphosis that has taken place in the industry and better appreciate the industry’s status today. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1988. Courses: Business Policy/Strategy; Marketing Topics:
Case Author(s): Marshall, Paul W. Publication Date: 01/16/2002 Revision Date: 12/16/2002 Product Type: Note Product Description: Uses a decision analysis framework to analyze the value of gaming information before making a full investment in an entrepreneurial venture. Teaching Purpose: To help students formalize how sequential investments in a venture can be used to better manage an entrepreneurial venture. HBS Number: 9-802-143 Subjects: Real options; Value of information Academic Discipline: Entrepreneurship
Case Author(s): Gompers, Paul A. Publication Date: 11/09/1994 Revision Date: 07/12/2001 Product Type: Note Product Description: The history of the venture capital industry is reviewed, and the key institutional features described. May be used with: (9-286-008) Peter Wendell; (9-286-059) Centex Telemanagement, Inc. HBS Number: 9-295-065 Subjects: Entrepreneurship; Venture capital Academic Discipline: Finance
Case Flick S; Grasby EMA The National Hockey League (NHL) was battling within a competitive market to increase the exposure of hockey throughout the United States. Many new franchises had been established and the challenge was to create a fan base to support both thefranchises and the league as a whole. As a result, many new initiatives were being examined to educate and excite the American public.The director of new business development for National Hockey League Enterprises, the marketing arm of the NHL, had to evaluate a proposal to establish an IMAX/Ridefilm attraction at NHL SKATE rinks and determine if this approach would increase theexposure of hockey throughout the United States. To prepare his recommendations for the board of directors, he needed to qualitatively evaluate the prospects of the NHL/Ridefilm proposal and perform a quantitative analysis. Ivey Number: 9B00M029 Publication Date: 7/12/2000 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Company Size: Medium organization Event Year Start: 1997 Subjects: Joint Ventures, Marketing Communication, Sports, Sensitivity Analysis Functional Area: Marketing
35. Nintendo’s Wii Author(s): Gorshein, Eshai J.; Eisner, Alan B. Case Number: DLE5035 Publication Date: 2009 Revision Date: N/A Event Year Start: 2002 Event Year End: 2009 Geographic Setting: International Industry Setting: Video Games Courses: Business; Management and Organization; Strategic Management Course Sequence: Business-level Strategy; External Environment; Internal Analysis; Managing Innovation; Intellectual Assets; Entrepreneurial Strategies and Competitive Dynamics Subjects: Business Policy; Competitive Strategy; Asset Analysis; Innovation & Technology; Consumer Product Goods; Product Development; Entrepreneurship Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video; Excel Description: Nintendo’s the Wii video game console might be the top selling console if they could deliver the goods.
Case Erskine JA; Chaudhary N N.K. Builders and Contractors was a construction company newly formed by an experienced contractor and a young project manager. The project manager was very knowledgeable of the construction industry but not familiar with the bidding process forcontracts; for this he relied heavily on the experience of his partner. The company’s first project was a government contract that required the partners to go to the divisional office to apply for the tender, where they found out they were one of 15interested in the highway project. The bidding process was similar to an auction, the highest bid won. Money generated from the highest bid was shared equally among the remaining contractors, and the higher the bid the more “commission” governmentofficials received. Winning the contract is only the beginning. Once a company receives the project, they are expected to begin work within a month; however, many things can happen between winning and the completing of the contract and he woulddiscover there would be a number of times when it would be necessary to pay various officials to proceed with the project. The project manager was disappointed in the way the company was awarded the project and now must decide if he should quit and lose the money he invested in the company or remain with the business. Ivey Number: 9B02C018 Publication Date: 29/04/2002 Geographic Setting: India Industry Setting: Construction other than Building Company Size: Small organization Event Year Start: 2002 Subjects: Ethical Issues, Government and Business, Contracting, Market Entry Functional Area: Human Resource Management
Case Meyer, Richard F. Describes Philips Electronics’ policies and problems relating to foreign exchange risk and hedging. Explains centralization versus decentralization of currency hedging; economic role versus transaction role; the difficulties of capturing the necessary information centrally; and assigning currency gains and losses in a matrix system of management. Teaching Purpose: To show the problems of implementing a foreign currency hedging system in a very large, multi-divisional global corporation. HBS Number: 9-295-055 Type: Case (Field) Publication Date: 10/13/1994 Revision Date: 11/16/1995 Geographic Setting: Global Industry Setting: electronics Company Size: large Event Year Start: 1990 Event Year End: 1990 Subjects: Currency; Electronics; Europe; Foreign exchange; Foreign exchange rates; Hedging; Risk management
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.
Case Kobia, M — Strathmore Business School Renart, L — IESE Business School Distributor: ecch (www.ecch.com) Reference: 806-069-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: Nairobi, Kenya Industry: Trade Size: Small Timing: October 2005 Topics: Entrepreneurship; Kenya; Small business; Careers in entrepreneurship; Under-performing economy; Decision making; Start-ups; Challenges of SME (small and medium enterprise) Abstract: This is the first of a two-case series (806-069-1 and 806-070-1). The case series supports discussion of the complex issues that arise when starting and managing a small entrepreneurial pharmaceutical company in a developing country facing a non-performing economy. The case may be taught in a business unit such as new venture, entrepreneurship skills and managing a small business. The case series demonstrates the challenges of making decisions relating to going into self-employment, raising start-up capital and securing competitive advantage in managing a business. Students analyse the history of the owner manager, how the business was started, and the challenges faced. Students are to evaluate several business options that the owner manager was considering to make the business successful. At the end of the session students should be able to: (1) identify the business challenges faced by the company; (2) describe the causes of the business challenges; (3) identify the four or more business decisions / options that the owner manager was considering; and (4) evaluate the best business option that should be pursued by the owner manager for the business survival. The case writing process was financed by the Ministry of Trade and Industry of the Government of Kenya through an IFC / IDA credit to support micro, small and medium enterprises (Project P085007). The process wa Source: ecch
Case Kobia, M — Strathmore Business School Renart, L — IESE Business School Distributor: ecch (www.ecch.com) Reference: 806-070-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: Nairobi, Kenya Industry: Trade Size: Small Timing: October 2005 Topics: Entrepreneurship; Kenya; Small business; Careers in entrepreneurship; Under-performing economy; Decision making; Start-ups; Challenges of SME (small and medium enterprise) Abstract: This is the second of a two-case series (806-069-1 and 806-070-1). The case series supports discussion of the complex issues that arise when starting and managing a small entrepreneurial pharmaceutical company in a developing country facing a non-performing economy. The case may be taught in a business unit such as new venture, entrepreneurship skills and managing a small business. The case series demonstrates the challenges of making decisions relating to going into self-employment, raising start-up capital and securing competitive advantage in managing a business. Students analyse the history of the owner manager, how the business was started, and the challenges faced. Students are to evaluate several business options that the owner manager was considering to make the business successful. At the end of the session students should be able to: (1) identify the business challenges faced by the company; (2) describe the causes of the business challenges; (3) identify the four or more business decisions / options that the owner manager was considering; and (4) evaluate the best business option that should be pursued by the owner manager for the business survival. The case writing process was financed by the Ministry of Trade and Industry of the Government of Kenya through an IFC / IDA credit to support micro, small and medium enterprises (Project P085007). The process w Source: ecch
Case Author(s): Hall, Brian J.; Malhotra, Deepak ; Bennett, Nicole Publication Date: 06/30/2008 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 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.
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
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.
Case Kelly Edmondson, Ronnie StephensA recent college graduate has a new job as an interior design assistant. Her boss’s erratic personality and questionable financial practices become well-known to Nancy and the result is an atmosphere of tension-filled client relationships. Nancy develops some coping tactics for dealing with troubled clients, but she eventually faces a situation in which she cannot see a solution. The client demands that Nancy investigate a delayed order. She knows the delay was caused by her boss not paying the deposit. Having exhausted the usual evasions, she is left with the dilemma of how to handle the irate client. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994. Copyright 1995. Courses: Business Ethics; Management; Organizational Behavior Topics:
Case Author(s): Wei, Timothy T.C.; Smith, Lisa H. Publication Date: 01/01/1992 Product Type: Case (Field) Publisher: Stanford University Product Description: Describes how a multi-million dollar food-processing business was started from a kitchen oven at home. Discusses the impact of information technology in a rapidly growing manufacturing business. Introduces concepts and tools about information systems design and analysis as part of the background. Focuses on the challenges for the CEO in managing the implementation of modern manufacturing production control systems. HBS Number: CIS6 Geographic Setting: CaliforniaIndustry Setting: food processingNumber of Employees: 300Gross Revenues: $40 million revenues Event Year Start: 1992Event Year End: 1992 Subjects: Food processing industry; Information systems; Information technology; Materials management Academic Discipline: Management of information systems
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
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
Case Cole, R E — Doshisha Business School Distributor: ecch (www.ecch.com) Reference: 907-012-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2007 Version Date: August 2005 Geo location: Japan Industry: Manufacturing Timing: 2004 Topics: IT (information technology); ERP (enterprise resource planning); Implementation; Strategic goals; System level optimisation; Subunit burden; Measurement metrics; Customers; IT personnel (role of); Standardisation; Manufacturing; Hi-tech Abstract: This case explores the implementation process for enterprise resource planning (ERP), a major software application initiative designed to unify enterprise-wide information systems. The setting is a large Japanese manufacturing subsidiary of printer products. We review the development of ERP and its slow adoption by Japanese manufacturing firms. The case is designed to enable students to understand necessary steps in the ERP implementation process as well as to evaluate the degree of success of the implementation at Naniwa HiTech through examining in detail: (1) objectives; (2) metrics; (3) modes of implementation (organisational practices); and (4) results. The material lends itself to an analysis of the dangers to be avoided and the best practices to be adopted.
Case Sharp DJ; Yang A Nanjing Chuangqi is a small auto parts manufacturing firm. The general manager of the company is deciding whether the company should integrate its product line from existing universal joint and steering shaft to steering column and whether the majorprocesses involved should be outsourced or made internally. Using breakeven and net present value analysis, he must consider the impact on the company and the auto industry when China joins the World Trade Organization and import tariff barriers areremoved. Ivey Number: 9B01B027 Publication Date: 15/02/2002 Revision Date: 12/2/2002 Geographic Setting: China Industry Setting: Transportation Equipment Company Size: Small organization Event Year Start: 2001 Subjects: Contracting, Break-Even Analysis, Corporate Strategy, Net Present Value Method Functional Area: Accounting
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
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.
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
Teaching Note For use with 9-803-117 HBS Number: 5-804-061 Subjects: Compensation; Corporate culture; Entrepreneurship; Growth strategy; Human resources management; Software
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
Case Author(s): Sahlman, William A.; Heath, Dan ; Perkins, Caroline Publication Date: 08/30/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 809031 Geographic Setting: Massachusetts Number of Employees: <25 Event Year Start: 2005 Subjects: Negotiations; Financial strategy; Entrepreneurial finance; Entrepreneurial management; Technology; Disruptive innovation Academic Discipline: Finance Product Description: To maximize their effectiveness, color cases should be printed in color. This case describes a decision confronting the founder of Nantero, a company developing a new semiconductor technology. The company needs to raise additional venture capital. Potential investors have competing visions for the company, and its business model. Some investors want the company to license its technology to semiconductor companies. Others want the company to become a “lableless” semiconductor company producing and selling its own products. The question for the team at Nantero is, what model makes sense and which investor offers the most attractive terms?
Case Author(s): Heath, Dan; Perkins, Caroline; Sahlman, William A. Publication Date: 08/30/2008 Product Type: Color Case HBS Number: 9-809-031 Geographic Setting: Massachusetts Industry Setting: Semiconductor industry Number of Employees: <25 Event Year Start: 2005 Event Year End: 2005 Subjects: Disruptive innovations; Entrepreneurial finance; Entrepreneurial management; Financial strategy; Negotiations; Technology Academic Discipline: Finance Product Description: This case describes a decision confronting the founder of Nantero, a company developing a new semiconductor technology. The company needs to raise additional venture capital. Potential investors have competing visions for the company, and its business model. Some investors want the company to license its technology to semiconductor companies. Others want the company to become a “lableless” semiconductor company producing and selling its own products. The question for the team at Nantero is, what model makes sense and which investor offers the most attractive terms?
Case Author(s): Lassiter, Joseph B., III; Sahlman, Willia Publication Date: 02/05/1998 Revision Date: 12/11/2000 Product Type: Case (Field) Product Description: The founders of Nantucket Nectars are trying to decide whether to sell their company. The case describes how the founders started the company and grew the Nantucket Nectars brand name. Teaching Purpose: Guerilla marketing, development of a brand, analysis of when to sell a brand. HBS Number: 9-898-171 Geographic Setting: Massachusetts Industry Setting: beverages Number of Employees: 100 Gross Revenues: $45 million revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Beverages; Brands; Entrepreneurial finance; Entrepreneurial management; Marketing strategy; Strategic planning Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-202-074), 10p, by Paul A. Gompers
Case Author(s): Wasserman, Noam Publication Date: 09/10/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 810041 Geographic Setting: Massachusetts Number of Employees: 100 Gross Revenue: $45 million Event Year Start: 1997 Subjects: Negotiations; Entrepreneurial finance; Angel financing; Entrepreneurial management Academic Discipline: Entrepreneurship Product Description: The founders of Nantucket Nectars are trying to decide whether and how to sell their company.
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
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
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.
Case Dyck, Alexander; Bernardo, Nonito R., Jr.; McGuire, John F. In the summer of 1993, brownouts reached 10 hours a day in Metro Manila, the center of the Philippine economy. Solving the electricity crisis was central to recently elected President Fidel Ramos’s plan to transform the Philippines fro HBS Number: 9-797-001 Type: Case (Field) Publication Date: 12/5/1996 Revision Date: 12/5/1997 Geographic Setting: Philippines/Southeast Asia Industry Setting: electric supply Gross Revenues: $2 billion revenues Event Year Start: 1995 Event Year End: 1996 Subjects: Contracts; Electric power; Privatization; Regulated industries; Southeast Asia
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.
Case Author(s): Bagley, Constance E.; Roberts, Michael J.; Kiron, David Publication Date: 03/29/2001 Product Type: Case (Library) Product Description: Describes the legal battles faced by Napster, the popular website for finding and downloading music files through the Internet. Traces the evolution of copyright law as it has been interpreted in recent cases around digital music. Focuses on the recent suit against Napster by the Recording Industry Association of America (RIAA), and involves the RIAA’s arguments alleging that Napster constitutes illegal infringement, and Napster‘s response that it does not. Teaching Purpose: To understand copyright law in the context of rapidly evolving technology. HBS Number: 9-801-219 Geographic Setting: United States Industry Setting: music Event Year Start: 1999 Event Year End: 2000 Subjects: Copyright; Entertainment industry; Internet; Legal aspects of business Academic Discipline: Entrepreneurship
Case Crossan MM; Wilkinson MA; Perry M; Hunter T; Smith T The music industry has changed dramatically as a result of technological and business innovations that have transformed how music is acquired, and how value is created and distributed. Napster Inc. operated one of several Web sites that allowedInternet users free access to MP3 music files — which eventually led to lawsuits around issues of the protection of intellectual capital. These issues lead to the examination of the forces at play in the transformation of the music industry, thestrategic alternatives for players in the industry and the legal context underpinning the strategic alternatives, with a particular focus on the protection of intellectual capital. Ivey Number: 9B01M002 Publication Date: 5/3/2001 Revision Date: 28/06/2001 Geographic Setting: Global Industry Setting: Amusement and Recreation Services Event Year Start: 2000 Subjects: Industry Analysis, Strategic Change, E-Commerce, Intellectual Properties Functional Area: General Management
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.
Case Hillman AJ; Slinger M Napster is a creator of music industry software that allows peer-to-peer file swapping services and caused a fundamental shift in the music industry. The chief executive officer of the company is now faced with two challenges: how to convert loyalcustomers to another system without losing them and how to find a new business model in the wake of extensive legal challenges. Ivey Number: 9B01M016 Publication Date: 18/05/2001 Revision Date: 1/6/2001 Geographic Setting: United States Industry Setting: Miscellaneous Services Company Size: Small organization Event Year Start: 2001 Subjects: E-Business Models, Industry Analysis, Technology, Business Policy Functional Area: General Management
Article Author(s): McAfee, Andrew Publication Date: 11/01/2000 Product Type: Harvard Business Review Article Product Description: Businesses will soon be able to conduct commerce through peer-to-peer networks, bypassing the costs and the limits of centralized B2B exchanges. HBS Number: F00601 Subjects: Business to business; Computer networks; Electronic commerce; New economy; Technology Academic Discipline: Competitive strategy
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
Article Publication Date: 06/01/2000 Product Type: Harvard Management Communication Letter Article Product Description: Many companies are discovering that "there is no substitute for narcissistic leaders in this age of innovation," as Michael Maccoby writes in a recent Harvard Business Review article, referring to those brash and thoroughly egotistical visionaries that so often head up a company. If Maccoby is right, knowing how to communicate with narcissistic bosses will be nothing short of a strategic management skill in the years ahead. HMCL offers some pointers for dealing with the raging narcissist in the corner suite. HBS Number: C0006E Subjects: Employee morale; Interpersonal relations; Leadership; Management of professionals; Personal strategy & style Academic Discipline: Organizational behavior & leadership
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
Article Maccoby, Michael 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 Eco HBS Number: R00105 Type: Harvard Business Review Article Publication Date: 1/1/2000 Subjects: Human behavior; Leadership; Management styles; Organizational behavior; Personality; Psychology
Case Author(s): Rotch, William Darden ID: UVA-C-2013 Published: 3/11/1991 Revised: 5/4/2004 Copyright Year: 1988 Subject Area: Accounting and Control Keywords: cost accounting, cost-accounting systems; cost-information systems; management accounting Teaching Note: UVA-C-2013TN Abstract: This case is about a new company launching three new products and distributing its total costs to products in the traditional way. When sales reach capacity, three other companies enter the market with focused production, pricing one of the products well below Narnia’s. Cost distribution is the issue.
Case Author(s): Rotch, William Darden ID: UVA-C-2013 Published: 3/11/1991 Revised: 5/4/2004 Copyright Year: 1988 Subject Area: Accounting and Control Keywords: cost accounting, cost-accounting systems; cost-information systems; management accounting Teaching Note: UVA-C-2013TN Abstract: This case is about a new company launching three new products and distributing its total costs to products in the traditional way. When sales reach capacity, three other companies enter the market with focused production, pricing one of the products well below Narnia’s. Cost distribution is the issue.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/12/2001 Product Type: Case (Field) HBS Number: UV0854 Subjects: Communication strategy; Management communication; Presentations Academic Discipline: General management Product Description: The Narrative Presentation Assignment offers students an opportunity to gain firsthand experience with an essential managerial communication skill: storytelling. The assignment gives guidelines for developing a “company story” presentation as an icebreaker assignment, with the performance goal of establishing an initial comfort level with delivery. The assignment suggests storytelling’s broad range of business applications. Paired with Peer Feedback Assignment (UV0877), which is supplemented by Triad Conference with Instructor (UV0894). May be used with: (UV0877) Peer Feedback Assignment; (UV0894) Triad Conference with Instructor.
Case Author(s): Rubin, James R.; Powell, Elizabeth A. Darden ID: UVA-BC-0163 Published: 12/12/2001 Copyright Year: 2001 Subject Area: Accounting and Control Keywords: Management Communication, Communication Strategy, Presentation skills Abstract: The Narrative Presentation Assignment offers students an opportunity to gain firsthand experience with an essential managerial communication skill: storytelling. The assignment gives guidelines for developing a “company story” presentation as an icebreaker assignment, with the performance goal of establishing an initial comfort level with delivery. The assignment suggests storytelling’s broad range of business applications.
Paired with Peer Feedback Assignment (UVA-BC-0164), which is supplemented by Triad Conference with Instructor (UVA-BC-0165).
Case Author(s): Rubin, James R.; Powell, Elizabeth A. Darden ID: UVA-BC-0163 Published: 12/12/2001 Copyright Year: 2001 Subject Area: Accounting and Control Keywords: Management Communication, Communication Strategy, Presentation skills Abstract: The Narrative Presentation Assignment offers students an opportunity to gain firsthand experience with an essential managerial communication skill: storytelling. The assignment gives guidelines for developing a “company story” presentation as an icebreaker assignment, with the performance goal of establishing an initial comfort level with delivery. The assignment suggests storytelling’s broad range of business applications.
Paired with Peer Feedback Assignment (UVA-BC-0164), which is supplemented by Triad Conference with Instructor (UVA-BC-0165).
Article Author(s): Collins, Michael; Schefter, Phil Publication Date: 09/01/2000 Product Type: Harvard Management Update Article Product Description: Bain & Company vice presidents Michael Collins and Phil Schefter suggest ways in which B2B exchange operators can still turn a profit, following the April 2000 shakeout. HBS Number: U0009D Subjects: Electronic commerce; Strategy formulation Academic Discipline: Competitive strategy
Case Author(s): Applegate, Lynda M.; Kohler, Kristin Publication Date: 10/11/2001 Revision Date: 02/20/2002 Product Type: Case (Field) Product Description: Describes the design and launch of Nasdaq Japan. Addresses issues concerning the design of electronic markets, the impact of information technology on market structures and relationships, the launch of new ventures by established firms, and the cultural issues that arise when starting new ventures in global markets. May be used with: (9-802-093) Understanding Securities Markets in the United States and Japan. HBS Number: 9-802-056 Geographic Setting: JapanIndustry Setting: financial services Event Year Start: 2000Event Year End: 2001 Subjects: Electronic commerce; Entrepreneurship; Information technology; Japan Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-802-231), 45p, by Lynda M. Applegate
Case Author(s): Perold, Andre F.; Scee, Austin Publication Date: 07/16/2001 Revision Date: 03/22/2002 Product Type: Case (Field) Product Description: NASDAQ’s mission "to facilitate capital formation" is threatened by the emergence of Electronic Communication Networks, which are not as heavily regulated by the SEC. This case reviews the development of NASDAQ and it‘s evolution from a loose network of broker-dealers through to its proposed SuperMontage. SuperMontage is a centralized order book, where multiple parties can place orders (both buy and sell) for the stocks they wish to trade and where entire supply and demand curves can be displayed. To understand the context, students will learn about the structure of the capital markets and why it concerns regulators and investors. Teaching Purpose: Students are expected to learn about the structure of the (financial) capital markets, why it concerns regulators and investors, and the innovations that are made to increase efficiencies. HBS Number: 9-202-008 Geographic Setting: New YorkIndustry Setting: financial servicesGross Revenues: $870 million revenues Event Year Start: 2001Event Year End: 2001 Subjects: Auctions; Corporate strategy; Efficient markets; Market structure; Regulation; Stock brokers; Stock exchanges Academic Discipline: Finance
Case Author(s): Sultan, Fareena; Wesley, David T. A. Publication Date: 04/02/2007 Product Type: Case (Field) Ivey Number: 9B07E004 Industry Setting: Personal services Level of Difficuly: 4 - Undergraduate/MBA Event Year Start: 2005 Event Year End: 2005 Subjects: Market entry; Outsourcing; Networks; Internet culture Academic Discipline: Management Science and Information Systems Product Description: The case describes Naseeb Networks (Naseeb), a social networking site that seeks to offer Muslims an online forum that conforms to Islamic cultural traditions. Using a product platform strategy, the company has been able to expand to other online services to Muslims, including greeting cards and job search. As a company, Naseeb has a number of advantages that distinguish it from other Islamic Internet companies. The case looks at the conditions under which a company can seek to enter a mature market by offering highly specialized niche services and raises questions about how to monetize a niche service with limited expansion options. From an information systems perspective, it provides an example of how a technology platform can be used to expand into other service areas with minimal development costs. Lastly, the case considers how companies that host online communities attempt to balance user-generated content and company-sponsored content and activities.
Case Bell C; Grasby EMA The owner of Nash Jewellers, a small owner-operated jewellery store, is deciding on building a Web site for his business. Before investing in the Web site he must decide if the site would be used solely as an advertising tool or as a vehicle to sellmerchandise. He must also determine what the site would look like, what information it would contain and how it would affect the existing retail store and the business strategy. Ivey Number: 9B01A012 Publication Date: 27/09/2001 Geographic Setting: Canada Industry Setting: Apparel and Accessory Stores Company Size: Small organization Event Year Start: 2000 Subjects: Marketing Mix, Marketing Communication, Internet, Market Strategy Functional Area: Marketing
Case Author(s): Pfeifer, Phillip E. Darden ID: UVA-M-0438 Published: 9/12/1994 Revised: 4/1/1995 Copyright Year: 1994 Subject Area: Marketing Keywords: marketing programs; Marketing strategy; Promotion Teaching Note: UVA-M-0438TN Abstract: This case concerns the promotional activities of Nashua Photo, the nation’s largest mail-order photofinishing firm. Discount-price mailers (inserted in local newspapers, for example) were used to generate new customers, but also allowed existing customers to pay a lower price. Students must evaluate not only the results of last quarter‘s 125 separate promotions in light of this “leakage,” but also the appropriateness of discount-price mailers within Nashua's marketing mix.
Case Author(s): Pfeifer, Phillip E. Darden ID: UVA-M-0438 Published: 9/12/1994 Revised: 4/1/1995 Copyright Year: 1994 Subject Area: Marketing Keywords: marketing programs; Marketing strategy; Promotion Teaching Note: UVA-M-0438TN Abstract: This case concerns the promotional activities of Nashua Photo, the nation’s largest mail-order photofinishing firm. Discount-price mailers (inserted in local newspapers, for example) were used to generate new customers, but also allowed existing customers to pay a lower price. Students must evaluate not only the results of last quarter‘s 125 separate promotions in light of this “leakage,” but also the appropriateness of discount-price mailers within Nashua's marketing mix.
Case (Library) Author(s): June Cotte; Jamie Duncan Ivey ID: 9B09A006 Publication Date: 4/6/2009 Product Type: Case (Library) Teaching Note: 8B09A06 Geographic Setting: United States; Canada Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sports; Market Strategy; Site Selection; Promotion Policy Major Disciplines: Marketing Product Description: In summer 2008, the Nashville Predators? management team was considering the strategy behind marketing the team. They thought it prudent to investigate the feasibility of opportunities in other hockey markets throughout North America, should a new owner want to move the team. Management had to consider both financial returns and on-ice success. They needed to create a comprehensive strategy, starting from a recommended location, and moving through specific recommendations on promotions, pricing and customer focus. To help create their strategy, the management team performed the following: developed a comprehensive tactical marketing plan, including income projections; identified the marketing challenges of operating in very different markets; recognized that the choice of a city location largely constrained the remaining decisions and tactics. Using this information, the management team could now identify their next steps, and what future plans should include.
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
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
Case Sawhill, John C.; Harmeling, Susan S. The National Campaign to Prevent Teen Pregnancy was founded in 1995 to catalyze a variety of efforts to reduce teen pregnancy in the United States. Over the last four years the campaign has recruited a prestigious board, developed effective programs for influencing the media, attracted a strong staff, sponsored research on the causes of the high teen pregnancy rate in the United States, and raised significant funds. The campaign’s board and staff must now decide how rapidly to grow, whether to establish a local presence, what their research priorities should be, and how to work effectively with others in the field. Teaching Purpose: Considers high-leverage ways that a small nonprofit can impact an important social issue. HBS Number: 9-300-105 Type: Case (Field) Publication Date: 2/7/2000 Revision Date: 3/9/2000 Geographic Setting: United States Industry Setting: nonprofit Number of Employees: 19 Gross Revenues: $2.8 million revenues Event Year Start: 1995 Event Year End: 2000 Subjects: Growth strategy; Management of change; Nonprofit organizations; Social enterprise; Social issues
Case Cardozo, Richard N. A large chemical company has developed a novel industrial maintenance item, for which a marketing program and budget must be prepared. Case requires students to forecast demand at end-user and industrial customer levels to identify elements of the marketing mix, and to prepare a plan and budget. HBS Number: 9-583-151 Type: Case (Gen Exp) Publication Date: 04/29/1983 Geographic Setting: United States Industry Setting: chemicals Company Size: large Event Year Start: 1980 Event Year End: 1980 Subjects: Forecasting; Industrial markets; Marketing mixes; Marketing planning; Pricing; Sales promotions; Tire industry
Case Swamy, R — Goa Institute of Management Ramesh, C M — Goa Institute of Management Distributor: ecch (www.ecch.com) Reference: 304-318-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2004 Geo location: India Industry: Research and development Size: Approximately 1000 employees Timing: 1950-2003 Topics: Strategic leadership; Culture building; Knowledge work; Research and development Abstract: The National Chemical Laboratory was started in 1950, by the Council of Scientific and Industrial Research (CSIR), India. It has been doing scientific research in chemical sciences and chemical engineering. Today it has developed an international reputation for scientific research and industrial partnerships. This case describes the evolution of the organisation and its leadership across time. It illustrates how the leadership has responded to the demands of the environment and how that in turn has affected the culture and performance of the organisation.
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
Case Author(s): Miller, Jeffrey G.; Olsen, R. Paul Publication Date: 08/01/1974 Revision Date: 11/16/1983 Product Type: Case (Field) Product Description: Requires an analysis of both the process flows and the production control system used in a cranberry receiving plant. A rewritten version of an earlier case. HBS Number: 9-675-014 Industry Setting: Cranberry Event Year Start: 1971 Event Year End: 1971 Subjects: Cooperatives; Facilities; Food; Inventory management; Process flow; Production controls; Production scheduling; Systems analysis Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-677-197), 22p, by Steven C. Wheelwright
Teaching Note For use with 9-675-014 HBS Number: 5-677-197 Subjects: Cooperatives; Facilities; Food; Inventory management; Process flow; Production controls; Production scheduling; Systems analysis
Case Author(s): Shapiro, Roy D. Publication Date: 05/31/1988 Revision Date: 03/17/2006 Product Type: Case (Field) Product Description: Describes the continuous flow process used to process cranberries into juice and/or sauce. Requires student to analyze process flows to determine where the bottlenecks are and to decide how, and whether, to expand capacity. Original version written by J.G. Miller and R.P. Olson. HBS Number: 9-688-122 Geographic Setting: Massachusetts Industry Setting: Food processing industry Event Year Start: 1980 Event Year End: 1980 Subjects: Capacity analysis; Cooperatives; Process analysis; Process flow Academic Discipline: Operations management
Case Erskine JA; Sorrentino E The newly appointed manager of personal banking of a national bank branch faces various challenges, including managing difficult individuals, introducing changes to a staff with varying levels of receptiveness, and deciding if a small town branchshould ultimately be closed. He must consider the potential impact of the branch closing on the community, the company’s reputation, the employees, and his own career. He must also analyze his alternatives and develop his recommendations for anupcoming meeting. Ivey Number: 9B00M009 Publication Date: 7/7/2000 Revision Date: 2/11/2000 Geographic Setting: Canada Industry Setting: Banking Company Size: Small organization Event Year Start: 2000 Subjects: Employee Relations, Action Planning and Implementation, Stakeholder Analysis, Branch Operations Functional Area: General Management
Case Author(s): Rosenzweig, Philip M. Publication Date: 03/24/1994 Product Type: Note Product Description: Examines the relationship of national culture to management. Offers a definition of culture, explains the scope of culture and its many dimensions, and describes how culture is manifested in business settings. The research of Edward Man, Geert Hofstede, and others is discussed. Teaching Purpose: Intended to provide a systematic examination of national culture and its relationship to management. Students are shown where and how culture can affect international business. HBS Number: 9-394-177 Subjects: Cross cultural relations; Diversity; International business Academic Discipline: General management
Case Author(s): Ibarra, Herminia Publication Date: 01/31/1996 Product Type: Note Product Description: People from different national cultures often operate under different assumptions about what is appropriate behavior. In organizational settings, these cultural differences in underlying assumptions can significantly affect interactions when individuals from various nationalities meet. This note describes a landmark study by Geert Hofstede of the impact of national culture on the work-related attitudes and values of IBM employees in 40 countries. HBS Number: 9-496-044 Subjects: Corporate culture; Cross cultural relations; Organizational behavior; Power & influence Academic Discipline: Organizational behavior & leadership
Case Author(s): Roberts, Michael J.; Walton, Ennis J. Publication Date: 10/02/1987 Revision Date: 05/13/1993 Product Type: Case (Field) Product Description: Describes National Demographics and Lifestyles (NDL), a Colorado-based company that compiles a database from product "warranty registration cards" and sells mailing lists from this database. The company has burned through more rounds of financing than ever intended, and its founders must decide whether — and how -- to approach their venture backers for more financing. And, the venture capitalists must decide whether to proceed or not. May be used with National Demographics & Lifestyles (B). HBS Number: 9-388-043 Geographic Setting: Denver, COIndustry Setting: direct marketing Event Year Start: 1975Event Year End: 1981 Subjects: Direct marketing; Financing; Small business; Venture capital Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-389-043), 7p, by Michael J. Roberts
Case Author(s): Roberts, Michael J. Publication Date: 07/11/1989 Revision Date: 02/24/1993 Product Type: Case (Field) Product Description: Picks up where National Demographics & Lifestyles (A) left off, describing the company’s financing and very successful performance through 1987. At this point, the founders and venture backers face some difficult choices around how and when to harvest the value they have created. Options include a public offering or sale of the company. HBS Number: 9-390-006 Geographic Setting: Colorado Industry Setting: database/direct mail Company Size: small Gross Revenues: $20 million sales Event Year Start: 1982 Event Year End: 1987 Subjects: Direct marketing; Financing; Small business; Venture capital Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-393-124), 7p, by Michael J. Roberts
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.
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
Case Author(s): Hawkins, David F.; Bartczak, Norman J. Publication Date: 11/21/1994 Revision Date: 03/03/2004 Product Type: Case (Gen Exp) Product Description: A company meets financial analysis year-end earnings per share estimates, which have been progressively lowered during the year. Teaching Purpose: Use quality of earnings analysis and financial ratio analysis to determine how the company met its year-end earnings per share goal. HBS Number: 9-195-159 Geographic Setting: GlobalIndustry Setting: electricalGross Revenues: $5 billion revenues Event Year Start: 1994Event Year End: 1994 Subjects: Electric industries; Financial analysis; Financial ratios Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-197-092), 15p, by David F. Hawkins, Norman J. Bartczak
Case Author(s): Hawkins, David F.; Bartczak, Norman J. Publication Date: 11/21/1994 Revision Date: 12/17/2002 Product Type: Case (Gen Exp) Product Description: A company meets financial analysis year-end earnings per share estimates, which have been progressively lowered during the year. Teaching Purpose: Use quality of earnings analysis and financial ratio analysis to determine how the company met its year-end earnings per share goal. HBS Number: 9-195-159 Geographic Setting: Global Industry Setting: electrical Gross Revenues: $5 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Electric industries; Financial analysis; Financial ratios Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-197-092), 15p, by David F. Hawkins, Norman J. Bartczak
Case Wynant L; Barbara R National Fabricators needs an extension of its temporary $1 million line of credit. Holdbacks on several contracts and several years of losses were creating a cash flow problem. The company and its bankers must now assess the Company’s financingneeds. Industry: Fabricated Metal Products Issues: Bank Lending, Financial Analysis Location: Canada Size: Small organization Year of event: 1994 Level: Undergraduate/MBA Revised: 17/07/1999 Ivey #: 9A95B022
Case Brohman CA; Graham JF Jeff Young, president and sole shareholder of National Flag Distributors, must decide what changes are necessary to keep his business competitive in the marketplace. Market analysis, financial analysis, preparing an advertising strategy, adding aproduct line and contribution analysis are all considered. The company is a distributor of flags, banners and pennants in Canada and a new player in the competitive market. Ivey Number: 9A93K008 Publication Date: 1/1/1993 Revision Date: 6/11/2000 Geographic Setting: Canada Industry Setting: Wholesale Trade - Durable Goods Company Size: Small organization Event Year Start: 1993 Subjects: Feasibility Analysis, Doing Business in the U.S., New Products, Pricing Strategy Functional Area: General Management
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.
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.
Case Author(s): Michael Sider; Jeremy Yip; Phil Ward; Steve Dempsey Publication Date: 2/21/2005 Revision Date: 1/22/2007 Product Type: Case Ivey ID: 9B05C001 Geographic Setting: Canada/United States Industry Setting: Amusement and Recreation Services Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sports; Negotiation; Communications Major Disciplines: Human Resource Management Product Description: The National Hockey League’s collective bargaining agreement was due to expire on September 15, 2004. As executive director of the National Hockey League Players‘ Association, it is Bob Goodenow's responsibility to negotiate a new agreement in the players' best interests. The NHL has demanded that a salary cap be imposed in the next collective bargaining agreement and has threatened a lockout by owners if the players' association does not agree. The NHL has implemented a successful communications strategy and gained public support. Goodenow must decide how to proceed in order to gain a favorable position going into the negotiations and retain the loyalty of the fans on which the sport depends.
Case Grasby EMA; Gray E The vice-president of National Hockey League Enterprises Canada is faced with an opportunity to pursue the development of a retail outlet dedicated to Brand NHL merchandise. He must decide among three implementation options: retain control of thefacility, relinquish control to a management firm or retain operational control. This case is suitable for an introductory business course and may be taught over two one-hour classes. Ivey Number: 9B00M002 Publication Date: 11/12/2000 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Company Size: Medium organization Event Year Start: 1998 Subjects: Sports, Tradeoff Analysis, Vertical Integration Functional Area: General Management
Case Author(s): Kennedy, Robert E. Publication Date: 11/15/1996 Revision Date: 03/02/2001 Product Type: Note Product Description: Introduces the concept of national income accounting. This note: 1) defines GDP and provides examples; 2) discusses the differences between GDP and GNP; 3) presents both the expenditure and income decompositions of GDP; and 4) defines the relationships among net savings, net exports, and the fiscal debate. HBS Number: 9-797-075 Subjects: Macroeconomics; Public policy Academic Discipline: Business & government Supplementary Materials: Supplement (Pub Mat), (9-700-088), 7p, by Julio J. Rotemberg
Case Author(s): Chesbrough, Henry W.; Morris, Gillian Publication Date: 02/14/2001 Product Type: Note Product Description: Discusses U.S. and Japanese innovation systems. Illustrates these with comparative studies of computer and pharmaceutical industries. Probes effects of labor, capital, and customer market institutions on these sectors in the United States and Japan. Teaching Purpose: To motivate students to consider innovation effects outside the United States. HBS Number: 9-601-049 Subjects: Computer industry; Innovation; Japan; National competitiveness; Pharmaceuticals industry; Technology Academic Discipline: Operations management
Case Author(s): Farhoomand, Ali; Tsang, Samuel Publication Date: 05/29/2005 Product Type: Note Publisher: University of Hong Kong Product Description: The Asian Newly Industrialised Economies (ANIEs) — Taiwan, South Korea, Singapore, and Hong Kong — have become masters and creators of advanced technologies despite various economic challenges since the 1980s. Fast becoming the next global economic power, it is speculated that China will be the next innovation powerhouse. Analyzes and compares the current innovation strategies of China and the ANIEs and determines the possibility of China repeating the ANIEs’ success in technological innovation. HBS Number: HKU392 Geographic Setting: Asia Event Year Start: 2005 Event Year End: 2005 Subjects: Analysis; Developing countries; Global economy; Globalization; Government & business; Innovation; Technological innovation Academic Discipline: Competitive strategy
Case Das, Sanjiv; Haugestad, Nils C. Visits the catastrophe insurance business at an interesting time in the history of the insurance markets. A major reinsurer, National Insurance Corp., is taking a look at the new insurance derivatives being traded on the Chicago Board HBS Number: 9-296-036 Type: Case (Library) Publication Date: 11/6/1995 Revision Date: 4/1/1998 Geographic Setting: United States Industry Setting: insurance Gross Revenues: $3.8 billion revenues Event Year Start: 1990 Event Year End: 1995 Subjects: Capital markets; Derivatives; Insurance; Risk management; Securities; Supply & demand; Uncertainty; Underwriting Supplementary Materials: Teaching Note, (5-298-118), 13p, by Sanjiv Das, Stephen Lynagh
Case Author(s): Kalymon BA; Jaques R Description: National IR is a large communications consulting firm. The firm is working with a client, Catalyst Investment, in preparation of a hostile takeover bid. A senior consultant with National IR must determine if the acquisition price offer isappropriate, the perceptions of value by shareholder investors, assessment of investor reaction to alternative deal structures and assessment of the public reaction to acquisition strategies in a politicized environment to create a communicationstrategy for investors. Ivey Number: 9B02N023 Publication Date: 4/2/2003 Revision Date: 8/13/2003 Geographic Setting: Canada Industry Setting: Business Services Company Size: Medium organization Event Year Start: 2001 Subjects: Investor Relations; Acquisition Strategy; Take-over Bids; Valuation Level of Difficulty: MBA
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.
Case Huff SL; Keane D; Priest T; Farley J The National Library of New Zealand, based in Wellington, had launched a large project to redevelop the computer systems it used for interfacing with its customers. Because of the expense involved, it had decided to undertake the project jointlywith the Australian National Library. The general idea underlying the National Document Information Service project was to allow library users to access library information holdings electronically, so that as many people as possible could utilizelibrary information resources without having to physically come to the library itself. During the design phase of the project, the worldwide web emerged as a new kind of universal interface, causing the designers to pause and rethink the system’sarchitecture with the web in mind. The National Document Information Service project also gave rise to numerous organizational and managerial issues within the library itself. This case draws the reader‘s attention to the emergence of “digitallibraries,” and the many challenges real libraries face as they try to embrace the electronic future. Ivey Number: 9A99E008 Publication Date: 4/6/1999 Geographic Setting: New Zealand/Australia Industry Setting: Educational Services Company Size: Medium organization Event Year Start: 1996 Subjects: Digital Libraries, Internet, Project Management Functional Area: Management Science & Information Systems
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
Teaching Note For use with 9-801-110 HBS Number: 5-803-003 Subjects: Business models; Business services; Electronic commerce; Internet; Logistics; Technology
Case Author(s): Applegate, Lynda M.; Collins, Elizabeth Publication Date: 01/21/2007 Revision Date: 05/01/2008 Product Type: Case (Field) HBS Number: 807125 Geographic Setting: North America Industry Setting: Transportation industry Number of Employees: 60 Gross Revenues: $113 million revenues Event Year Start: 1993 Event Year End: 2005 Subjects: Entrepreneurship; Leadership; Organizational change; Organizational development; Private equity; Social enterprise; Strategy; Venture capital Academic Discipline: Organizational behavior & leadership Product Description: Scott Taylor, CEO & founder of NLM, is a serial entrepreneur faced with an important decision. As his industry consolidates, he knows that his company must grow quickly, yet he believes he has reached the limit of what organic growth can achieve. Should he accept the offer provided by a private equity firm that is buying up other small competitors in his industry? Must be used with: (801110) National Logistics Management.
Case Author(s): Applegate, Lynda M.; Collins, Elizabeth Publication Date: 01/21/2007 Revision Date: 05/03/2007 Product Type: Case (Field) HBS Number: 9-807-125 Geographic Setting: North America Industry Setting: Transportation industry Number of Employees: 60 Gross Revenues: $113 million revenues Event Year Start: 1993 Event Year End: 2005 Subjects: Entrepreneurship; Leadership; Organizational change; Organizational development; Private equity; Social enterprise; Strategy; Venture capital Academic Discipline: Organizational behavior & leadership Product Description: Scott Taylor, CEO & founder of NLM, is a serial entrepreneur faced with an important decision. As his industry consolidates, he knows that his company must grow quickly, yet he believes he has reached the limit of what organic growth can achieve. Should he accept the offer provided by a private equity firm that is buying up other small competitors in his industry? Must be used with: (9-801-110) National Logistics Management.
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.
Case Constable, C Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 399-042-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1999 Geo location: Zimbabwe Industry: Merchant banking Size: 150 people, u2 million profit Timing: 1998 Topics: Merchant banking; Strategic choice; Developing country; Political and economic environment; Start-up and growth; Stock; Market flotation Abstract: National Merchant Bank of Zimbabwe (NMBZ), founded in 1992, was the first new merchant bank to be formed in Zimbabwe following independence in 1980. It was also the first merchant bank to be established by Black Zimbabweans. Following successful early operations it was floated on both the Harare and London Stock Exchange in April 1997. The case study describes the issues faced by the Bank in early 1998. The Chief Executive of the Bank had ambitious growth plans, but faced a deteriorating economic and political environment. The external factors had caused the share price to fall significantly since being listed. There has also been a significant increase in the number of competitors, with the doubling of merchant banks in Zimbabwe between 1992 and 1997. The Chief Executive must decide whether to continue with their growth plans, or face a period of consolidation until the economic and political situations stabilise. There is a condensed version of this case available (399-120-1).
Case Dana, L P — McGill University Distributor: ecch (www.ecch.com) Reference: 398-150-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1998 Geo location: Vietnam Industry: Electronics Size: Large Timing: Late 1990s Topics: Asian; Free trade; FDI (foreign direct investment); Regulations; Joint-venture; Government intervention; Vietnam; Transition economy; Legislation; Investment Abstract: This case teaches that despite success in Japan and around the world, a Japanese multi-national is having major problems in Vietnam.
Case Author(s): Reinhardt, Forest; Huntsberger, Briana Publication Date: 03/10/2003 Revision Date: 08/04/2005 Product Type: Case (Field) Product Description: The National Parks Conservation Association seeks to help the U.S. National Park Service increase its efficiency by incorporating principles of business management so that American national parks will be better managed. Its efforts raise fundamental questions about the roles of government, firms, and nonprofits in a mixed capitalist economy as well as the appropriate differences in managerial practices across sectors. HBS Number: 9-703-045 Geographic Setting: United States Industry Setting: Natural resources; Tourism industry Number of Employees: 86 Gross Revenues: $24 million revenues Event Year Start: 1998 Event Year End: 2002 Subjects: Business government relations; Environmental protection; Ethics; Nonprofit sector; Public sector; Social enterprise; Tourism Academic Discipline: Business & government
Case Goldberg, Ray A.; Clay, Tom Al Tank, CEO of the National Pork Products Council, is facing an environmental and structural crisis in the U.S. pork industry. Can he resolve the environmental and image problems of his industry in time? Can he receive the support of both his growers and the international community? Teaching Purpose: Illustrates the changing role of an industry, organization, and the new paradigm for American agriculture. HBS Number: 9-598-053 Type: Case (Field) Publication Date: 11/4/97 Geographic Setting: United States Industry Setting: agribusiness Event Year Start: 1997 Event Year End: 1997 Subjects: Agribusiness; Environmental protection; Food processing industry; International business; Pollution
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
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.
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.
Case Author(s): Pfeifer, Phillip E. Darden ID: UVA-QA-0473 Published: 1/25/1995 Copyright Year: 1995 Subject Area: Quantitative Analysis Keywords: nonprofit organizations; random sampling; sampling; statistics; diversity Teaching Note: UVA-QA-0473TN Abstract: This case provides a meaningful managerial context in which to explore sampling. The National Resources Defense Fund, an environmental advocacy agency, has sent an appeal for donations to a small sample of members. Based on the results, what can the agency say about how the appeal will perform if rolled out to remaining members? In statistical terms, how can the agency use a sample average to forecast the population mean?
Case Author(s): Pfeifer, Phillip E. Darden ID: UVA-QA-0473 Published: 1/25/1995 Copyright Year: 1995 Subject Area: Quantitative Analysis Keywords: nonprofit organizations; random sampling; sampling; statistics; diversity Teaching Note: UVA-QA-0473TN Abstract: This case provides a meaningful managerial context in which to explore sampling. The National Resources Defense Fund, an environmental advocacy agency, has sent an appeal for donations to a small sample of members. Based on the results, what can the agency say about how the appeal will perform if rolled out to remaining members? In statistical terms, how can the agency use a sample average to forecast the population mean?
Case Author(s): Hatch JE Publication Date: 1/1/1988 Revision Date: 1/22/2004 Industry: Fishing - Hunting and Trapping Abstract: The executive vice-president of an international, fully- integrated Canadian-based fishing company has plans to issue common shares to finance an ambitious capital expenditure program. The October crash forces them to reassess a range of financialpolicies including the target capital structure, the capital expenditure program and dividend policy. Decisions also must be made concerning foreign exchange exposures. Ivey Number: 9A88B009 Geographic Location: Canada/USA Company Size: Large organization Year of Event: 1987 Level of Difficulty: Undergraduate/MBA Functional Area: Finance Subjects: Financial Planning; Financial Management; Capital Budgeting; Foreign Exchange
Article Ramo, Simon In the 1950s, government created the market for high-technology production through defense spending. Products and processes of technology were highly secret and spin-off for consumer products was limited. Now the government is focusing on the technology of strategic defense - research which also benefits the consumer economy. At the same time, the line between civilian and military technology is blurring. HBS Number: 89609 Type: Harvard Business Review Article Publication Date: 11/1/1989 Subjects: Competition; Government & business; Technology
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
Teaching Note For use with 9-404-102 HBS Number: 5-405-006 Subjects: Group dynamics; Human resources management; India; Information technology; Interpersonal relations; Leadership; Organizational behavior; Performance appraisal; Teams
Case Author(s): Goodwin, Stacey M. Darden ID: UVA-G-0253 Published: 4/1/1991 Revised: 12/1/1991 Copyright Year: 1986 Subject Area: Accounting and Control Keywords: capacity management; capital budgeting; capital investment; cost accounting; investment analysis; leasing Teaching Note: UVA-G-0253TN Abstract: This case presents a situation in which the manager must choose between leasing, buying, or chartering to acquire needed additional aircraft capacity. The discounted NPV of the cost of leasing or buying must be compared with the costs (next year) of chartering. (See also G-0449.)
Case Author(s): Goodwin, Stacey M. Darden ID: UVA-G-0253 Published: 4/1/1991 Revised: 12/1/1991 Copyright Year: 1986 Subject Area: Accounting and Control Keywords: capacity management; capital budgeting; capital investment; cost accounting; investment analysis; leasing Teaching Note: UVA-G-0253TN Abstract: This case presents a situation in which the manager must choose between leasing, buying, or chartering to acquire needed additional aircraft capacity. The discounted NPV of the cost of leasing or buying must be compared with the costs (next year) of chartering. (See also G-0449.)
Case Parameswaran, S K — T.A. Pai Management Institute Chowdury, S G — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 107-011-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2007 Geo location: India Industry: Banking and finance Topics: National Travels; National Cement Capital and Finance Ltd; NBFC (non-banking financial company); Credit appraisal; Balance sheet and profit and loss account; STEX Software Pvt Ltd Abstract: This abstract is currently unavailable.
Teaching Note For use with 9-193-152 HBS Number: 5-193-161 Subjects: Nonprofit accounting; Nonprofit organizations; Social enterprise; Transfer pricing
Case Frank C. BarnesThis case demonstrates the importance of effective management and culture in sustaining long-term success in a rapidly changing environment. Will NationsBank’s management be able to sustain its growth strategy? Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business Policy/Strategy; Marketing Management Topics:
Case Merchant, Kenneth A. Discusses incentive compensation plans for exploration risks and management in an oil exploration and development company. Plans are unique because of inclusion of bonuses based on the present value of oil in the ground. Present values can only be estimated, not measured accurately. A rewritten version of earlier cases. HBS Number: 9-196-129 Type: Case (Field) Publication Date: 3/13/1996 Revision Date: 5/15/1996 Geographic Setting: Houston, TX Industry Setting: oil & gas Gross Revenues: $2 billion revenues Event Year Start: 1983 Event Year End: 1983 Subjects: Accounting procedures; Control systems; Incentives; Motivation; Petroleum; Present value Supplementary Materials: Teaching Note, (5-198-072), 7p, by Kenneth A. Merchant
Case Author(s): Jones, Geoffrey G.; Reisen de Pinho, Ricardo Publication Date: 08/15/2006 Revision Date: 08/29/2007 Product Type: Case (Field) HBS Number: 9-807-029 Geographic Setting: Brazil Industry Setting: Cosmetic Gross Revenues: $1.3 billion revenues Event Year Start: 1969 Event Year End: 2006 Subjects: Acquisitions; Business models; Direct sales; Globalization; Strategy Academic Discipline: Entrepreneurship Product Description: Explores the globalization strategies of Natura, Brazil’s largest cosmetics company. Founded in 1969, Natura grew using a direct selling model. Led by its three founders, the firm made distinctive use of Brazil‘s diversity and became characterized by high ethical and environmental standards. Natura began to seek international markets in 1982, but experienced many setbacks until surviving the economic crisis in Argentina in 2001. The company opened operations in France and Mexico in 2005, and the three founders are now exploring opportunities in Moscow. To pursue further globalization, Natura must now decide whether to continue to rely primarily on the direct sales model or to experiment with other models — and whether to make acquisitions or become part of a larger group.
Case Ghoshal, S; Sull, D N; Tanure, B; Escobari, M Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 302-090-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2002 Geo location: Brazil Industry: Cosmetics Size: US$700 million annual sales Timing: 1998-1999 Abstract: One of Brazil’s most admired companies, Natura is confronting a difficult decision - how to maintain its track record of highly profitable growth. One option is to extend the company‘s high profile in the cosmetics and skin care market into new areas, such as nutritional supplements and health care products. Another alternative would be to broaden the company's business model from direct sales to embrace other sales channels. Internationalisation also offers opportunities for growth. Each option would go against the company's historical success formula, and would entail significant risks. How must the company choose the path to the next round of its evolution?
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
Case Author(s): Bowen, H. Kent; Jaikumar, Ramchandran; Kra Publication Date: 08/05/1997 Product Type: Supplement Product Description: Designed to be used after Natural Blends, Inc. Must be used with: (9-698-012) Natural Blends, Inc. HBS Number: 9-698-013 Subjects: Agribusiness; Beverages; Operations management; Process analysis; Process flow; Productivity Academic Discipline: Operations management
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
Teaching Note For use with 9-303-007 HBS Number: 5-305-010 Subjects: Environmental protection; Globalization; Nonprofit organizations; Reorganization; Social enterprise; Success
Case Scott Field and edited by Richard G. LinowesNature Isle Herbal Teas (Dominica, West Indies) is a producer of herbal teas and spices sold in retail-size packages. As their sales increase, they face a number of production challenges. Pricing is done without accurate information about per item costs. The company is now attempting to export to the French Caribbean Islands and looking for ways to fill new orders with existing operations. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Entrepreneurship; International Business; Marketing; Operations Management; Small Business Topics:
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.
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.
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.
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.
Case Author(s): Velamuri, Rama Publication Date: 03/03/2004 Revision Date: 04/01/2009 Product Type: Case (Field) Publisher: IESE Business School HBS Number: IES103 Geographic Setting: Spain Event Year Start: 1986 Event Year End: 2003 Subjects: Entrepreneurs; Business models; Revenues; Growth strategy Academic Discipline: Entrepreneurship Supplementary Materials: Case Teaching Note, (IES104), 11p, by Rama Velamuri Product Description: Discusses the evolution of the Kiluva Group of companies from 1986 to 2003. Focuses on how the entrepreneur Felix Revuelta developed the business model for franchising the Naturhouse concept of outlets for dietary food supplements. The firm experienced explosive growth, especially between 1997 and 2003, and Revuelta faces several challenges in taking the firm from 35 million euros in revenues to over 100 million euros over the next five years.
Case Author(s): Higgins, Robert F.; Fuller, Virginia A. Publication Date: 01/29/2007 Revision Date: 08/01/2008 Product Type: Case (Field) HBS Number: 807027 Geographic Setting: India; United States Industry Setting: Biotechnology industry Number of Employees: 2 Event Year Start: 2006 Event Year End: 2006 Subjects: Agribusiness; Biotechnology; Entrepreneurial finance; Start-ups; Venture capital Academic Discipline: Finance Product Description: NatuRi Corp. was a start up, founded in 2005, aiming to manufacture a cholesterol-lowering drug made from the byproducts of rice bran oil production. With operations split between Chennai, India and Boston, Massachusetts, NatuRi faced several challenges, including securing funding for the organization. NatuRi had captured the attention of at least four potential investors willing to offer an investment. Its managers were challenged to weigh their options and to determine which of the four potential investors currently interested in their venture would be most appropriate for NatuRi’s future growth. In addition, the founders had only a short period of time to decide whether or not to accept a Seed and Series A term sheet from a well known venture capital firm. Poses the question of how the company‘s financing should be structured and how much equity the founders should relinquish in exchange for the start-up capital.
Case Author(s): Higgins, Robert F.; Fuller, Virginia A. Publication Date: 01/29/2007 Revision Date: 08/22/2007 Product Type: Case (Field) HBS Number: 9-807-027 Geographic Setting: India; United States Industry Setting: Biotechnology industry Number of Employees: 2 Event Year Start: 2006 Event Year End: 2006 Subjects: Agribusiness; Biotechnology; Entrepreneurial finance; Start-ups; Venture capital Academic Discipline: Finance Product Description: NatuRi Corp. was a start up, founded in 2005, aiming to manufacture a cholesterol-lowering drug made form the byproducts of rice bran oil production. With operations split between Chennai, India and Boston, Massachusetts, NatuRi faced several challenges, including securing funding for the organization. NatuRi had captured the attention of at least four potential investors willing to offer an investment. Its managers were challenged to weigh their options and to determine which of the four potential investors currently interested in their venture would be most appropriate for NatuRi’s future growth. In addition, the founders had only a short period of time to decide whether or not to accept a Seed and Series A term sheet from a well known venture capital firm. Poses the question of how the company‘s financing should be structured and how much equity the founders should relinquish in exchange for the start-up capital.
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.
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
Article Ahlstrom, David; Bruton, Garry D.; Lui, Steven S.Y. Despite China’s rapid economic growth and the role private firms have played in it, many such companies have experienced numerous problems. At the root of many of these problems is the lack of well-established ground rules for commerce HBS Number: BH046 Type: Business Horizons Article Publication Date: 1/15/2000 Subjects: China; Foreign investment; Government & business; Political process Year New: 2000 Publisher: Business Horizons/Indiana University
Article Author(s): Howell, Joy; Hibbard, Stephen Publication Date: 12/01/2002 Product Type: Harvard Management Update Article Product Description: In an effort to restore investor trust and spur economic recovery, Congress recently passed the Sarbanes-Oxley Act, the most significant overhaul of the nation’s securities laws since the Securities Exchange Act of 1934. This new law overhauls corporate governance for publicly traded companies by imposing federal standards in an area that was traditionally under the guise of state corporation laws. Learn about the implications the new law will have on CEOs, CFOs, and all those who prepare your company‘s financial statements. HBS Number: U0212C Subjects: Accounting policies; Business government relations; Business policy; Corporate governance; Corporate law; Corporate responsibility; Ethics; Financial management; Financial statements; Financial strategy; Securities Academic Discipline: Organizational behavior & leadership
Article Author(s): Ciampa, Dan; Watkins, Michael D. Publication Date: 12/01/2000 Product Type: Harvard Management Update Article Product Description: Recent high-profile examples of the premature departure of a second-in-command highlight the fact that it’s not enough to have strong managerial skills and a compelling vision for the organization. An aspiring CEO must navigate the political minefield of leadership transitions. Dan Ciampa, an advisor to business leaders, and Michael Watkins, an associate professor at Harvard Business School, are the coauthors of Right From the Start: Taking Charge in a New Leadership Role (Harvard Business School Press, 1999). HBS Number: U0012D Subjects: Executives; Leadership; Succession planning Academic Discipline: General management
Case Author(s): Kimbrough, Michael D.; Miller, Gregory S.; Dessain, Vincent; Damgaard Jensen, Ane Publication Date: 02/05/2007 Revision Date: 03/01/2007 Product Type: Case (Field) HBS Number: 9-107-050 Geographic Setting: Iceland Industry Setting: Banking industry Number of Employees: 1,000 Gross Revenues: 466 million euros Event Year Start: 2006 Event Year End: 2006 Subjects: Accounting; Communication strategy; Country analysis; Credit; Economic conditions; International banking; International finance; Media relations Academic Discipline: Finance Product Description: Glitnir Bank is an Icelandic company following an aggressive growth strategy that relies heavily on foreign debt. Access to such debt is suddenly curtailed when there is a downturn in market sentiment regarding the Icelandic economy as a whole. Students will reflect on the essential elements of a communications strategy, including the role of the media and analysts. Class discussion will focus on creating infrastructure that will increase the bank’s ability to communicate effectively in an environment of macroeconomic uncertainty.
Case (Field) Author(s): Derrick Neufeld; Jared Fast Ivey ID: 9B02E013 Publication Date: 1/9/2003 Product Type: Case (Field) Teaching Note: 8B02E13 Geographic Setting: Canada Industry Setting: Non-Profit Organizations Size: Medium Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Team Building; Non-Profit Organization; Information Systems; Communications Major Disciplines: Management Science and Information Systems Product Description: The Navigators of Canada is a non-profit religious order operating on 19 campuses and in 20 communities across Canada, and is part of a 104-nation, 3,700 staff member global organization. The Canadian organization is suffering from insufficient information systems planning, and significant communication challenges have risen due to the geographic separation of its staff members. The president of The Navigators of Canada believes that information technology can help, but he is unsure how to proceed.
Case Gilson, Stuart C.; Cott, Jeremy As a consequence of laying off half its workforce in a massive downsizing program, the company—a large manufacturer of medium and heavy trucks--struggles with a huge ($2.6 billion) liability for retiree medical costs. Although the company has promised its retirees (and their families) full lifetime medical coverage, it must negotiate a substantial reduction in these benefits to avoid possible bankruptcy. Teaching Purpose: Highlights the approaches a company can take to restructure its retiree medical liabilities--an increasingly important problem facing a growing number of U.S. corporations. Also provides a vehicle for discussing possible negotiating strategies a company can adopt when seeking concessions from organized labor. HBS Number: 9-295-030 Type: Case (Library) Publication Date: 11/23/1994 Geographic Setting: Illinois Industry Setting: truck manufacturing Number of Employees: :14,000 Gross Revenues: $3.8 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Automotive supplies; Bankruptcy; Employee benefits; Labor relations; Layoffs; Negotiations; Recapitalization; Valuation Supplementary Materials: Teaching Note, (5-298-086), 15p, by Stuart C. Gilson
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
Case Klassen R; Johnson F The environmental coordinator at the Chatham Assembly Plant of Navistar International Corporation, must implement a total waste management program. This is the second in a two case series bearing the same name. At the time of the case, he had just received approval from plant management to proceed with his recommendation to use a plant-wide program that captures all recyclable materials. In addition, Browning-Ferris Industries (BFI) has been selected as the waste management service providerfor part of the program. Successful implementation now requires support from the unionized, hourly work force, further development of the relationship with BFI, and systems to reinforce long term performance. Ivey Number: 9A96D002 Publication Date: 25/03/1996 Revision Date: 12/11/1999 Geographic Setting: Canada Industry Setting: Transportation Equipment Company Size: Large organization Event Year Start: 1995 Subjects: Manufacturing, Environment, Operations Management, Pollution Functional Area: Production/Operations Management
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
Teaching Note For use with 9-490-003 HBS Number: 5-491-118 Subjects: Human resources management; Machinery; Management of change; Organizational change
Case Purdy L; Schiele J The assembly supervisor at Navistar faces a critical supply problem; one that not only affects the bottom line but more importantly the customer. This case requires a student to determine what is and is not important, to think creatively about how to use the information provided, and to formulate a recommendation with respect to solving the current supply problem. The student must review: (1)a process flow chart in detail, (2) numerical data with respect to costs and frequency of specific causes for trim shortages, and (3) a number of identified causes for the supply problem.Navistar must look at value added activities, its internal policies and practices, storage of materials, a Just-In-Time inventory system that may be too tight, and communication difficulties that arise when last minute design changes occur. Ivey Number: 9A98C020 Publication Date: 27/10/1999 Geographic Setting: Canada Industry Setting: Transportation Equipment Company Size: Large organization Event Year Start: 1998 Subjects: Supplier Relations, Automotive Functional Area: Production/Operations Management
Case Author(s): Cross, Tom Darden ID: UVA-C-2270 Published: 10/2/2007 Copyright Year: 2007 Subject Area: Accounting and Control Keywords: information systems, Navy Abstract: In 2007 it was six years since NMCI had been launched as the largest intranet system ever with more than 650,000 users. This update provides a summary of the problems and issues raised by GAO in its December 2006 report, “DoD Needs to Ensure That Navy Marine Corps Intranet Program Is Meeting Goals and Satisfying Customers.” For background, see Babson case BEE SP0805.
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.
Case Author(s): Whiting, Todd; Spekman, Robert E. Darden ID: UVA-M-0691 Published: 3/4/2004 Copyright Year: 2004 Subject Area: Marketing Keywords: makegood Teaching Note: UVA-M-0691TN Abstract: This case examines NBC’s decision to bid on Major League Baseball‘s contract. The issues relate to the cost of the contract and whether it helps NBC meet both its profit targets and strategic goals. The case includes a pricing model to help the student determine whether to bid or not.
Case Author(s): Whiting, Todd; Spekman, Robert E. Darden ID: UVA-M-0691 Published: 3/4/2004 Copyright Year: 2004 Subject Area: Marketing Keywords: makegood Teaching Note: UVA-M-0691TN Abstract: This case examines NBC’s decision to bid on Major League Baseball‘s contract. The issues relate to the cost of the contract and whether it helps NBC meet both its profit targets and strategic goals. The case includes a pricing model to help the student determine whether to bid or not.
Case Author(s): Bishop PM; Carter J Publication Date: 9/26/2005 Product Type: Case Ivey ID: 9B05N020 Geographic Setting: Canada Industry Setting: Wholesale Trade - Non-Durable Goods Size: Medium organization Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Credit; Financial Analysis Functional Area: Finance Product Description: The senior officers of a national office supplies manufacturer and distributor are at odds over a slow paying, and perhaps insolvent, major distributor, and what the options are to collect the account and maintain sales in the region.
Case Gavaghan, J C — Institute of Technology, Tralee Distributor: ecch (www.ecch.com) Reference: 593-041-1 Language: English Category: Marketing Data source: Field research Product Year: 1993 Geo location: Republic of Ireland Industry: Dairy spreads Size: Relatively small Timing: 1991-1992 Topics: Strategy development; Branding; Buyer behaviour; New product development; Product positioning Abstract: North Connacht Farmers was a relatively small company selling a traditional range of dairy and meat products primarily into the Connaught (Western Ireland) market. Environmental changes and its own desire to become a nationally branded company forced it to consider new product options with a national appeal. In February 1991 Connacht Gold was launched. Connacht Gold is a spreadable butter with a 40% dairy fat content, and is the only product of its specific type on the Irish market. The company’s problem is ‘will the market recognise the difference between it and competing vegetable based spreads?' After one year on the national market the new product proved an outstanding success. It was decided to go national but what marketing strategy should be used? This case contains colour exhibits.
Case Author(s): Lerner, Josh; Didiuk, John Publication Date: 02/28/2007 Revision Date: 03/09/2007 Product Type: Case (Field) HBS Number: 9-807-143 Industry Setting: Retail industry Event Year Start: 2006 Event Year End: 2006 Subjects: Finance; Financial strategy; Leveraged buyouts; Private equity Academic Discipline: Finance Product Description: NCH Capital is considering whether to sell its Ukrainian company Univermag Ukraina, which it has held and built up over the past decade.
Case Hilb, M — University of St. Gallen Maier, V — University of St. Gallen Distributor: ecch (www.ecch.com) Reference: 405-054-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2005 Geo location: Switzerland Industry: Pharmaceuticals Timing: 2000 Topics: Leadership; Outplacement; Restructuring processes; Downsizing; Crisis management; Long-range organisational development; Human resource management; Strategic change management Abstract: In just four days, Rene Renz of NCI Corporation transformed the face of the organisational structure in his unit, NCI Europe, while networking with other companies to ensure the continued development and wellbeing of the talent being asked to leave NCI. The case details a high-speed downsizing process, focusing on the unique blend of leadership, thorough preparation, and sense of self-respect and dignity toward others, which enabled Renz to restructure NCI Europe humanely and efficiently. This case allows students to examine and personally solve leadership dilemmas in company situations in which time and resources are of the essence and at a premium and in which people are forced to change. It raises questions of when and how human resource development should be considered an element of company strategy and why crisis is such a powerful teacher regarding the importance of forethought in long-term strategic planning. Teaching points include the role of management and planning in restructuring as well as the need to manage the tension between ensuring structural efficiency and addressing the people aspect in organisational change and layoffs.
Case Author(s): Pfeifer, Phillip E. Darden ID: UVA-QA-0515 Published: 3/3/1997 Revised: 8/28/1998 Copyright Year: 1997 Subject Area: Quantitative Analysis Keywords: cost analysis; data regression; regression analysis Teaching Note: UVA-QA-0515TN Abstract: “Prior planning prevents poor performance” is the moral of this case about predicting bid prices on new personal-computer display models based only on past vendors’ bids. Students gain respect for a set of 71 data points that might be used to explore the relationships between bid price per unit and the specifications and quantities of previous displays. The case illustrates the importance of understanding the available data and circumstances surrounding its collection before using regression analysis to summarize relationships. See also UVA-QA-0522, the optional supplement to this note.
Case Author(s): Pfeifer, Phillip E. Darden ID: UVA-QA-0515 Published: 3/3/1997 Revised: 8/28/1998 Copyright Year: 1997 Subject Area: Quantitative Analysis Keywords: cost analysis; data regression; regression analysis Teaching Note: UVA-QA-0515TN Abstract: “Prior planning prevents poor performance” is the moral of this case about predicting bid prices on new personal-computer display models based only on past vendors’ bids. Students gain respect for a set of 71 data points that might be used to explore the relationships between bid price per unit and the specifications and quantities of previous displays. The case illustrates the importance of understanding the available data and circumstances surrounding its collection before using regression analysis to summarize relationships. See also UVA-QA-0522, the optional supplement to this note.
Case Sharp DJ; Yang A NCPC Beta Co., Ltd. makes antibiotic products and was the largest state-owned pharmaceutical enterprise in China. The company has fully integrated product lines, each with different target markets and profit. The company’s current cost allocationmethod is based on revenue of each product, which has caused unfair allocations of shipping expenses between products so that the true competitiveness of the products is hidden. The chief accountant is asked to analyse the company‘s cost allocation methods and provide recommendations to ensure products are priced competitively. Ivey Number: 9B01B026 Publication Date: 8/1/2002 Geographic Setting: China Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 2000 Subjects: Accounting Methods, Control Systems, Cost Allocations, Competitiveness Functional Area: Accounting
Case Author(s): Ho-Geun Lee; Sang-Hoon Lee; Hyung-Jin Kim Publication Date: 3/26/2008 Revision Date: 8/26/2008 Product Type: Case Teaching Note: 8B07M61 Ivey ID: 9B07M061 Geographic Setting: Korea Industry Setting: Miscellaneous Manufacturing Industries Size: Medium Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Online Game Business; Visioning; Competitiveness Major Disciplines: Entrepreneurship; General Management; International Product Description: The case presents the points of contention and issues facing NCsoft Corporation (NCsoft) as of 2007. As the leader in online games, NCsoft has the greatest future growth potential inside and outside of Korea. The president has a number of issues to consider: What is NCsoft’s most effective plan for maintaining its top position in Korea and its competitiveness in the world market? How should the company pursue diversification of its game offerings from a small number of major games to other online game genres, such as casual games? What are the important factors NCsoft needs to consider to achieve "glocalization" as a basis for building a global online game development and publishing company? What should be NCsoft‘s response to the diversified connection channels and game platforms and the rise of a ubiquitous computing environment? How should the negative perceptions and side effects of playing online games be dealt with? In addition, how should NCsoft prepare to compete with other industries that are expected to become competitors with digital-content online games?
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
Teaching Note For use with 9-898-027 HBS Number: 5-800-392 Subjects: Corporate strategy; Electronics; Innovation; International business; Japan; Research & development; Succession planning; Technology
Case Author(s): Prahinski C Publication Date: 9/12/2004 Industry: Food and Kindred Products Abstract: Necanko Inc. is a large international food manufacturer. A buyer-scheduler for the company must forecast sales demand to determine production planning, inventory management and distribution for the year. Sales were normally predictable and stable,but the company has just come back from a three month layoff due to slow sales and they are now experiencing a sales increase three times greater than usual. The buyer-scheduler is uncertain why the sales are spiking and must decide what action totake. Ivey Number: 9B04D020 Geographic Location: United States Company Size: Large organization Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management Subjects: Production Scheduling; Bullwhip Effect; Marketing Channels; Uncertainty
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
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
Case Author(s): Musacchio, Aldo; Roscini, Dante Publication Date: 01/21/2009 Product Type: Case (Library) HBS Number: 709041 Geographic Setting: United States Event Year Start: 2009 Event Year End: 2009 Subjects: Business government relations; Federal government; Federal Reserve; International finance; Monetary policy; Money; Money supply Academic Discipline: Business & government Product Description: This case describes the efforts of Ben Bernanke, Chairman of the Federal Reserve, to improve liquidity in money markets during the subprime crisis. The case explains the four main new tools for monetary policy (or quantitative easing) the Federal Reserve has used between 2007 and 2009: the Term Auction Facility (TAF), the Primary Dealer Credit Facility (PDCF), the Term Securities Lending Facility (TSLF), and the Asset Backed Commercial Paper Money Market Mutual Fund Liquidity Facility (AMLF).
Case Author(s): Musacchio, Aldo; Roscini, Dante Publication Date: 01/21/2009 Product Type: Case (Library) HBS Number: 9-709-041 Geographic Setting: United States Event Year Start: 2009 Event Year End: 2009 Subjects: Business government relations; Federal government; Federal Reserve; International finance; Monetary policy; Money; Money supply Academic Discipline: Business & government Product Description: This case describes the efforts of Ben Bernanke, Chairman of the Federal Reserve, to improve liquidity in money markets during the subprime crisis. The case explains the four main new tools for monetary policy (or quantitative easing) the Federal Reserve has used between 2007 and 2009: the Term Auction Facility (TAF), the Primary Dealer Credit Facility (PDCF), the Term Securities Lending Facility (TSLF), and the Asset Backed Commercial Paper Money Market Mutual Fund Liquidity Facility (AMLF).
Case Author(s): Miller, Katherine; Ittner, Christopher D.; Martinez-Jerez, F. Asis; Bol, Jasmijn Publication Date: 03/09/2009 Product Type: Case (Field) HBS Number: 109070 Industry Setting: Retail industry Number of Employees: 500 Event Year Start: 2007 Event Year End: 2007 Subjects: Budgeting; Loyalty Academic Discipline: Accounting & control Product Description: Commercial Director Prado wonders how to leverage the loyalty card information to prepare the Fall 2008 budget. The case discusses the value of subjective and objective information for profit planning purposes. Spanish children’s apparel retailer Neck & Neck uses loyalty card information for tactical purposes, such as promotional campaigns. Its management team is thinking about how to incorporate that information to the budgeting (profit planning) process. From an analytical standpoint the case looks at the surprising results of a mailing campaign that reveals the consequences of inadequate updating of the customer database. Also, the budgeting data in the case may be used to teach regression model selection and R-squared.
Case Author(s): Deighton, John Publication Date: 12/02/2004 Revision Date: 12/05/2005 Product Type: Case (Field) Product Description: Loyalty Management UK (LMUK) manages British supermarket chain Sainsbury’s frequent-shopper card program, called Nectar. LMUK uses Sainsbury‘s sponsorship as the magnet to attract other retailers into a profitable, multisponsor loyalty network. Examines the economics and consumer behavior of retail loyalty programs and allows comparison of the brand-building power of a single-sponsor program to the promotional power of a multisponsor program. Describes the launch of the program and its first 18 months of growth, at the end of which it is the largest loyalty program in Britain. Illustrates the use of the program to deliver customer-specific promotions to the 13.5 million-member database and how the program evaluates the success or failure of specific promotions. HBS Number: 9-505-031 Geographic Setting: Great Britain Industry Setting: Retail industry Number of Employees: 200 Gross Revenues: $130 million British pounds revenue Event Year Start: 2003 Event Year End: 2004 Subjects: Communication; Consumer marketing; Customer relations; Customer retention; Data bases; Direct marketing; Loyalty; Market segmentation; Networking Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-506-048), 7p, by John Deighton
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
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
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.
Article Author(s): Goldberg, Beverly Publication Date: 07/01/2001 Product Type: Harvard Business Review Article Product Description: A leading authority on the graying of America’s workforce explains why older workers must be retrained and retained. HBS Number: F0107B Subjects: Age; Demographics; Employee retention; Employee training Academic Discipline: Human resources management
Case Author(s): Chacko, George; McGrady, Colin; Charles, Ian; Rathod, Veeral Publication Date: 04/09/2004 Revision Date: 06/21/2004 Product Type: Case (Field) Product Description: Analyzes the problem of a university looking to reduce its private equity exposure in its endowment. The university hires Cogent Partners, a small investment bank specializing in private equity secondary trading. Teaching Purpose: To teach secondary trading of illiquid securities. HBS Number: 9-204-150 Geographic Setting: Dallas, TXIndustry Setting: financial servicesNumber of Employees: 30Gross Revenues: $10 million revenues Subjects: Financial institutions; Financial management; Financial services; Higher education; Investment banking; Securities trading; Venture capital Academic Discipline: Finance
Case Author(s): Erskine JA; Makim A Description: Thomson-MacKenzie is a large accounting firm. A senior staff member has taken a phone call from one of the firm’s clients asking about why he has not yet received his tax return as promised. The senior staff member has to determine what caused thedelay in getting the return done on time, how to resolve the issues surrounding the delay, and how he will respond to the client. A part-time workforce, working with high volumes and tight deadlines, may be part of the problem. Ivey Number: 9B03D003 Publication Date: 9/25/2003 Geographic Setting: Canada Industry Setting: Miscellaneous Services Company Size: Large organization Event Year Start: 2003 Subjects: Work-Force Management; Process Analysis; Service Operations; Accounting - Tax Level of Difficulty: Introductory/Undergraduate
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.)
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.
Article Author(s): Kolb, Deborah M. Publication Date: 09/01/2005 Product Type: Harvard Management Update Article Product Description: What happened the last time you faced a new leadership opportunity? Whether you were called on to head a team, a unit, or a company, chances are you negotiated the salary for the appointment and its perquisites — your title, vacation, and bonus. But did you negotiate for what you would need to succeed in the new role? All new leaders will be tested in their roles and need to negotiate to improve their odds of success. Yet, people often fail to address issues critical to their ability to perform on the job: their fit with the role, support in legitimating their appointment, and the resources to get the job done. Learn strategies that will help you thrive in your new leadership role. HBS Number: U0509B Subjects: Communication strategy; Compensation; Leadership; Negotiations; Performance appraisal; Strategic alliances; Success Academic Discipline: Competitive strategy
Case Dell’acqua, A Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 107-048-1 Language: English Category: Finance, Accounting and Control Data source: Generalised experience Product Year: 2007 Industry: Manufacturing Topics: Mergers and acquisitions; Negotiation; Valuation; DCF (discounted cash flow) analysis; Game theory Abstract: This is the second of a two-case series (107-047-1 and 107-048-1). ‘Negotiate!' is a business game designed to discuss negotiation issues in mergers and acquisitions. The participants play the roles of the management teams of two companies involved in the discussion of an equity capital deal. The game is based on the methodology of role playing: one group plays the role of the buyer (Redilton) and the other one plays the role of the seller (Dogaster). 'Negotiate!' also provides an interesting setting to examine the behavioural issues that may arise during the negotiation of a deal and stimulates participants to think creatively to find a solution and to reach an agreement. The theory that underpins the game is based on the foundations of game theory.
Case Dell’acqua, A Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 107-047-1 Language: English Category: Finance, Accounting and Control Data source: Generalised experience Product Year: 2007 Industry: Manufacturing Topics: Mergers and acquisitions; Negotiation; Valuation; DCF (discounted cash flow) analysis; Game theory Abstract: This is the first of a two-case series (107-047-1 and 107-048-1). ‘Negotiate!' is a business game designed to discuss negotiation issues in mergers and acquisitions. The participants play the roles of the management teams of two companies involved in the discussion of an equity capital deal. The game is based on the methodology of role playing: one group plays the role of the buyer (Redilton) and the other one plays the role of the seller (Dogaster). 'Negotiate!' also provides an interesting setting to examine the behavioural issues that may arise during the negotiation of a deal and stimulates participants to think creatively to find a solution and to reach an agreement. The theory that underpins the game is based on the foundations of game theory.
Article Author(s): Gordon, Mark Publication Date: 07/01/2008 Product Type: Harvard Management Update Article HBS Number: U0807C Subjects: Career advancement; Compensation; Negotiations Academic Discipline: Organizational behavior & leadership Product Description: In this interview, Mark Gordon, director and cofounder of the Boston-based negotiation consultancy Vantage Partners and senior adviser to the Harvard Negotiation Project, offers practical strategies for negotiating a starting salary or raise. Gordon has suggestions for making these negotiations win-win; for instance, by introducing the idea of incentive compensation as part of your salary package or being willing to accept noncash benefits or deferred compensation if your company has put a freeze on raises. Gordon also explains the importance of the BATNA, or best alternative to a negotiated agreement. Simply put, the BATNA is what determines how much leverage each party in a negotiation has. If your employer can easily replace you or assign your duties to others, you haven’t got much leverage in your negotiation for a raise. Conversely, if you have attractive job opportunities elsewhere or can afford a period of unemployment, you‘ve got lots of leverage. Either way, your chances for a positive outcome increase substantially if you think through your strategy before you negotiate.
Article Author(s): Gordon, Mark Publication Date: 07/01/2008 Product Type: Harvard Management Update Article HBS Number: U0807C Subjects: Career advancement; Compensation; Negotiations Academic Discipline: Organizational behavior & leadership Product Description: In this interview, Mark Gordon, director and cofounder of the Boston-based negotiation consultancy Vantage Partners and senior adviser to the Harvard Negotiation Project, offers practical strategies for negotiating a starting salary or raise. Gordon has suggestions for making these negotiations win-win; for instance, by introducing the idea of incentive compensation as part of your salary package or being willing to accept noncash benefits or deferred compensation if your company has put a freeze on raises. Gordon also explains the importance of the BATNA, or best alternative to a negotiated agreement. Simply put, the BATNA is what determines how much leverage each party in a negotiation has. If your employer can easily replace you or assign your duties to others, you haven’t got much leverage in your negotiation for a raise. Conversely, if you have attractive job opportunities elsewhere or can afford a period of unemployment, you‘ve got lots of leverage. Either way, your chances for a positive outcome increase substantially if you think through your strategy before you negotiate.
Case Xiaohua Lin; Jian Guan BBT, a Beijing-based animal feed manufacturer, has looked for lecithin supplies in the United States. U.S.-based international marketing consultancy company APCG has worked with Bill Wright as intermediaries in negotiations between BBE and NutriNex, a U.S. lecithin producer. Wright did not allow BBT to communicate with NutriNex, but instead used back-to-back letter of credit as the payment method to maintain control. Negotiations between Wright and BBT proceeded very slowly. When an agreement was eventually signed, the supply situation was disrupted by natural disasters. NutriNex refused to make the shipment based on the agreement between BBT and Wright. Wright was unable to make NutriNex comply because he did not have a written contract with NutriNex. APCG, being between the two cultures, made all efforts to search for a compromise, but these efforts were in vain. Wright is faced with the possibility that BBT might launch a lawsuit against him. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 4 Subjects: International Marketing, Cross-Cultural Communications, Export-Import Process, United States and China
Case Author(s): Sebenius, James K. Publication Date: 01/08/1997 Product Type: Exercise Product Description: Provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, this case describes the role of David Carlson as he attempts to negotiate a new uniform corporate information system with three peers. This simulation is intended to be done in conjunction with the MPG video, Negotiating Corporate Change, and provides a strong experiential complement to the video. Teaching Purpose: To give direct experience in internal, cross-functional negotiations. Basic concepts and skills of negotiation are emphasized, along with coalition building and dealing with potential blockers. The context involves internal negotiations to build support for a major change initiative. May be used with: (5932A) Negotiating Corporate Change - VHS/NTSC (N. America); (5932B) Negotiating Corporate Change - VHS/PAL. HBS Number: 9-897-057 Subjects: Negotiations; Power & influence; Simulation Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-899-244), 23p, by James K. Sebenius
Case Author(s): Sebenius, James K. Publication Date: 01/08/1997 Product Type: Exercise Product Description: Provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, this case describes the role of Helen Freeman as she attempts to negotiate a new uniform corporate information system with three peers. This simulation is intended to be done in conjunction with the MPG video, Negotiating Corporate Change, and provides a strong experiential complement to the video. Teaching Purpose: To give direct experience in internal, cross-functional negotiations. Basic concepts and skills of negotiation are emphasized, along with coalition building and dealing with potential blockers. The context involves internal negotiations to build support for a major change initiative. May be used with: (5932A) Negotiating Corporate Change - VHS/NTSC (N. America); (5932B) Negotiating Corporate Change - VHS/PAL. HBS Number: 9-897-058 Subjects: Negotiations; Power & influence; Simulation Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-899-244), 23p, by James K. Sebenius
