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Alphabetically : O
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 1-800 Buy Ireland
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| 25 pp.
| Case
Author(s): Emmons, Willis; Cooper, Adele; Lenane, J.
Publication Date: 04/12/1999 Revision Date: 06/30/1999
Product Type: Case (Library)
Product Description: After decades of poor economic performance, the Irish government adopted major changes in economic policy in 1987. By the end of the 1990s, Ireland’s real GDP growth rate of almost 10% per year exceeds that of all member nations of the European Union (EU). A key component of Ireland‘s growth strategy has been the encouragement of foreign direct investment through low tax rates and financial and logistical support provided by the Irish Industrial Development Agency (IDA). In 1999, Ireland confronts the issue of sustainability of the “Irish miracle” in the face of diminishing access to EU subsidies, increasingly strained physical infrastructure, and questions of equity in the distribution of economic gains across the population. The case includes substantial material relating to the Irish political, social, and historical context in addition to traditional economic statistics. Teaching Purpose: To provide a broad range of “raw material'' for conducting a country analysis of Ireland. The case lends itself particularly well to an exploration of the role of industrial policy, macroeconomic reforms, foreign direct investment, and regional integration in national development strategy.
HBS Number: 9-799-132
Geographic Setting: Ireland
Event Year Start: 1100 Event Year End: 1999
Subjects: Country analysis; Economic development; Economic policy; Europe; Foreign investment; Industrial policy; National competitiveness
Academic Discipline: Business & government
Source: Harvard
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| An Overview of the Project Finance Market
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| 23 pp.
| Case
Author(s): Esty, Benjamin C.; Harris, Suzie; Krueger,
Publication Date: 12/13/1999 Revision Date: 01/10/2002
Product Type: Note
Product Description: Provides an introduction to the field of project finance and a statistical overview of the project finance market as of the mid-to-late 1990s. Consists of four sections. The first section defines project finance and contrasts it with other well-known forms of financing. The second section describes the evolution of project finance from its origins in the 13th century in the mining industry, to the U.S. electric power industry in the 1970s and 1980s, and to a much wider range of applications and locations in the 1990s. The third section provides a statistical overview of the project finance market as it exists today in terms of industry, project, and participant data. The final section discusses current and likely future trends. There is also an appendix that describes sources of industry data and other project finance information. Teaching Purpose: Intended to familiarize readers with the concept of project finance. Provides descriptive statistics on the use of project finance (e.g., the size of the market, the types of projects, and the location of projects, etc.) as well as data on the major participants in the field.
HBS Number: 9-200-028
Subjects: Banking; Industry analysis; Industry structure; International finance; Market analysis; Project finance
Academic Discipline: Finance
Source: Harvard
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| O.M. Scott & Sons Co. Leveraged Buyout
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| 12 pp.
| Case
Author(s): Baker, George P.; Wruck, Karen H.; Stuart, Toby
Publication Date: 03/21/1990 Revision Date: 11/02/2004
Product Type: Case (Field)
Product Description: Documents the organizational changes that took place at O.M. Scott & Sons Co. in response to their leveraged buyout. Provides the opportunity for students to discuss the effects of high leverage on management decision making, and the differences between operating as a small subsidiary of a large conglomerate and as a free-standing company. Focuses on the role of the LBO sponsor in the management of the company, the role of restrictive debt covenants, and the effect of changes in the compensation system at the company.
HBS Number: 9-190-148
Geographic Setting: Marysville, OHIndustry Setting: lawn careCompany Size: mid-sizeGross Revenues: $200 million sales
Event Year Start: 1986Event Year End: 1986
Subjects: Capital structure; Debt management; Executive compensation; Organizational structure; Recapitalization; Retailing
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (5-191-216), 9p, by George P. Baker, Karen H. Wruck
Source: Harvard
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| Oakland A’s (A)
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| 13 pp.
| Case
Author(s): Stephans, Ann C.; Pfeifer, Phillip E.
Darden ID: UVA-QA-0282
Published: 4/5/1991
Revised: 6/1/1994
Copyright Year: 1982
Subject Area: Quantitative Analysis
Keywords: data analysis; decision analysis; model evaluation; regression analysis; statistics; uncertainty
Abstract: This case describes the situation faced by the general manager of the A’s at the end of the 1980 baseball season. The A‘s star pitcher, in negotiating his contract, claims that attendance was noticeably higher at games in which he was the starting pitcher. Game-by-game data for the 1980 season on home attendance and ten variables affecting attendance are given. The case is suited for use near the end of a module on regression. It can be used to (1) review the t-test for a difference in means and relate the difference to regression with a dummy variable, (2) illustrate the importance of a model-building framework, even if used to evaluate someone else's models, (3) illustrate the use of dummy variables, and (4) point out the difference between conditional and marginal inference. The supplement, QA-0313, contains the results of several regression analyses of the A's 1980 home-attendance data and may be used with the A case to facilitate analysis of the situation. (The B case is QA-0283.)
Source: Darden
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| 13 pp.
| Case
Author(s): Stephans, Ann C.; Pfeifer, Phillip E.
Darden ID: UVA-QA-0282
Published: 4/5/1991
Revised: 6/1/1994
Copyright Year: 1982
Subject Area: Quantitative Analysis
Keywords: data analysis; decision analysis; model evaluation; regression analysis; statistics; uncertainty
Abstract: This case describes the situation faced by the general manager of the A’s at the end of the 1980 baseball season. The A‘s star pitcher, in negotiating his contract, claims that attendance was noticeably higher at games in which he was the starting pitcher. Game-by-game data for the 1980 season on home attendance and ten variables affecting attendance are given. The case is suited for use near the end of a module on regression. It can be used to (1) review the t-test for a difference in means and relate the difference to regression with a dummy variable, (2) illustrate the importance of a model-building framework, even if used to evaluate someone else's models, (3) illustrate the use of dummy variables, and (4) point out the difference between conditional and marginal inference. The supplement, QA-0313, contains the results of several regression analyses of the A's 1980 home-attendance data and may be used with the A case to facilitate analysis of the situation. (The B case is QA-0283.)
Source: Darden
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| Oasis Hong Kong Airlines: The First Long-Haul, Low-Cost Carrier in Asia
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| 23 pp.
| Case
Author(s): Subramanian, Venkat; Lee, Andrew; Chan, Gary
Publication Date: 08/19/2008
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU786
Geographic Setting: Hong Kong Industry Setting: Airline industry
Subjects: Business models; Competitive advantage; Corporate strategy; Marketing strategy; Models; Strategy
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (HKU787), 19p, by Venkat Subramanian, Andrew Lee, Gary Chan
Product Description: Founded by Priscilla and Raymond Lee and headed by chief executive officer Stephen Miller, Oasis Hong Kong Airlines was perhaps the world’s first long-haul, low-cost carrier. The airline received approval to fly to London, Cologne, Berlin, Milan, Oakland and Chicago in November 2005. It announced its acquisition of two Boeing 747-400s in March 2006 and planned to start its maiden service to London Gatwick in October 2006. Aspiring to bring the best features of both traditional and budget airlines together, the airline pioneered a business model that offered a world-class, long-haul product at an affordable price, but it was too early to tell if the airline would be successful.
Source: Harvard
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| OBI CHINA: GOING, GOING, GONE
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| 14 pp.
| Case
Wilson, M; Chen, S (
Publisher: China Europe International Business School
Distributor: ecch (www.ecch.com) Reference: 406-053-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Published sources
Product Year: 2006
Version Date: August 2006
Geo location: China Industry: Retailing Size: 2,000 employees Timing: 2004-2005
Topics: China; Retailing supermarket; Construction materials; Strategy; Human resource management
Abstract: OBI AG is the biggest franchised home improvement supermarket group in Germany. It was No 2 in Europe, and No 4 in the world in terms of size in the industry. OBI opened its first store in China in 2000. Despite strong growth and increasing profits, the Chief Executive Officer (CEO) of OBI China, Dr Li Fengjiang, was replaced by the son of the German founder in 2004. The new CEO reinstated a centralised structure and replaced many Chinese appointments with German expatriates. Meanwhile, the company’s growth and profitability declined, and one year later it was sold to its chief rival, B&Q, a British multinational operating in China. This comprehensive management case can be used to elaborate on a number of key issues in internationalisation strategies, particularly issues of localisation and standardisation. It can also be used to illustrate corporate venturing principles, particularly the need to balance entrepreneurial innovation with the strategy of the ‘parent' company through effective co-ordination.
Source: ecch
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| OCADO: AN ALTERNATIVE WAY TO BRIDGE THE LAST MILE IN GROCERY HOME DELIVERY?
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| 19 pp.
| Case
Boyer, K K — Michigan State University
Frohlich, M — London Business School (LBS)
Distributor: ecch (www.ecch.com) Reference: 602-057-1 Language: English
Category: Production and Operations Management Data source: Field research
Product Year: 2002
Geo location: England Industry: Grocery home delivery Timing: 2002
Topics: Grocery home delivery; Delivery routing; Technology development; Process design; Supply chain management; e-commerce; e-business
Abstract: During the US Internet frenzy of 1998-2000, numerous new, pure play Internet grocers promised consumers that they could have groceries at prices equal to or lower than existing bricks-and-mortar grocery stores, while simultaneously enjoying unparalleled convenience without having to leave the house and battle the crowds at the stores themselves. Unfortunately, as has been illustrated by the widely publicised collapses of these high profile Internet grocers, there was a substantial gap between theory and practical application. What the grocers discovered was that covering the ’last mile‘ to consumers' homes to deliver groceries to their doorstep represented a substantial challenge with numerous operational and logistical difficulties. This case reviews the business models employed by current grocery home delivery companies and contrasts bricks-and-mortar retailers with Ocado, a greenfield, home delivery only grocer. The case provides a forum for analysing technological changes, cultural differences (Britain vs US), and, on an operational level, provides a delivery scheduling exercise with customised spreadsheets which can be used to illustrate the challenges of developing delivery routes. These spreadsheets are available as the teaching note supplement '602-057-9' and are available on CD-ROM.
Source: ecch
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| Ocean & Oil Holdings and the Leveraged Buyout of Agip Nigeria (A)
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| 19 pp.
| Case
Author(s): Hecht, Peter; Ugbabe, Onche
Publication Date: 03/04/2005 Revision Date: 04/28/2005
Product Type: Case (Field)
Product Description: In 2001, a Nigerian holding company was deciding how much to pay for a major Nigerian oil marketing firm. Explores the challenges facing a fast-growing, leveraged buyout firm operating in a global economy but constrained by imperfect local financial and legal institutions.
HBS Number: 9-205-043
Gross Revenues: $200 million revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Africa; Emerging markets; Entrepreneurial finance; Financing; Leveraged buyouts; Mergers & acquisitions; Petroleum
Academic Discipline: Finance
Supplementary Materials: Supplement (Field), (9-205-044), 3p, by Peter Hecht, Onche Ugbabe; Supplement (Field), (9-205-045), 4p, by Peter Hecht, Onche Ugbabe
Source: Harvard
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| Ocean Carriers
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| 6 pp.
| Case
Author(s): Stafford, Erik; Chao, Angela; Luchs, Kathl
Publication Date: 09/13/2001 Revision Date: 04/18/2002
Product Type: Case (Field)
Product Description: In January 2001, Mary Linn, VP of finance for Ocean Carriers, a shipping company with offices in New York and Hong Kong, was evaluating a proposed lease of a ship for a three-year period, beginning in early 2003. The customer was eager to finalize the contract to meet his own commitments and offered very attractive terms. No ship in Ocean Carrier’s current fleet met the customer‘s requirements. Mary Linn, therefore, had to decide whether Ocean Carriers should immediately commission a new capsize carrier that would be completed two years hence and could be leased to the customer. Teaching Purpose: Provides the opportunity for students to make a capital budgeting decision. The key pedagogical objective is to develop an understanding of how discounted cash flow analysis can be used to make investment and corporate policy decisions.
HBS Number: 9-202-027
Geographic Setting: New York, Hong Kong Industry Setting: shipping
Event Year Start: 2001 Event Year End: 2001
Subjects: Asia; Capital budgeting; Cash flow; Present value; Sales forecasting; Shipping; Valuation
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-202-029), 7p, by Erik Stafford
Source: Harvard
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| Ocean Park: In the Face of Competition from Hong Kong Disneyland
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| 23 pp.
| Case
Author(s): Loo, Grace; Yim, Bennett
Publication Date: 02/05/2007
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU638
Geographic Setting: Hong Kong Industry Setting: Hotel industry; Restaurant industry
Subjects: Competitive strategy; Cultural intelligence; Entertainment; Market positioning; Project finance; Service management
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (HKU639), 6p, by Grace Loo, Bennett Yim
Product Description: In April 2006, Ocean Park, Hong Kong’s only home-grown theme park, launched a syndicated loan to raise HK$4.1 billion for a master plan to revamp the park. The master plan represented the park‘s strategic responses to the arrival of Hong Kong Disneyland, which had opened the previous year. Faced with a formidable competitor, Ocean Park repositioned itself as a world-class marine theme park. Looks at how Ocean Park positioned itself against an international competitor and how Disneyland's failure to accommodate local culture consolidated Ocean Park's position
Source: Harvard
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| Ocean Spray Cranberries: Environmental Risk Management
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| 27 pp.
| Case
Author(s): Vietor, Richard H.K.; Murray, Fiona E.S.
Publication Date: 01/13/1994 Revision Date: 08/12/1994
Product Type: Case (Field)
Product Description: Ocean Spray Cranberries, one of the nation’s most successful agricultural cooperatives, faces some difficult environmental management problems associated with water usage and wetlands development. Because of federal and state wetlands laws, new bogs for expansion had become virtually impossible to develop. Moreover, to protect its valuable brand, Ocean Spray needs to make reasonably certain that its 800 grower-owners utilize the best possible environmental practices in water management and the use of agricultural chemicals. A single incident could cause the company significant harm. The case describes some of the innovative programs undertaken to facilitate best practices among the loose knit community of growers.
HBS Number: 9-794-088
Geographic Setting: Massachusetts Industry Setting: Agribusiness Number of Employees: 1,800 Gross Revenues: $260 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Agribusiness; Agriculture; Environmental protection
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-795-082), 6p, by Richard H.K. Vietor
Source: Harvard
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| Ockham Technologies: Living on the Razor’s Edge
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| 19 pp.
| Case
Author(s): Wasserman, Noam
Publication Date: 02/10/2004 Revision Date: 03/03/2004
Product Type: Case (Field)
Product Description: Describes the issues facing a founder-CEO regarding building a board of directors, assembling an executive team, managing tension between co-founders, and outsourcing system development work. Teaching Purpose: To look at assembling human resources at three levels: the founding/executive team, the board level, and the technical development team.
HBS Number: 9-804-129
Geographic Setting: Atlanta, GeorgiaIndustry Setting: information technologyNumber of Employees: 10Gross Revenues: $1 million revenues
Event Year Start: 1999Event Year End: 2000
Subjects: Board of directors; CEO; Compensation; Entrepreneurship; Negotiations; Outsourcing; Venture capital
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-804-148), 13p, by Noam Wasserman
Source: Harvard
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| Octone Records
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| 27 pp.
| Case
Author(s): Elberse, Anita ; Ofek, Elie
Publication Date: 06/29/2007 Revision Date: 02/12/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 507082
Geographic Setting: United States Number of Employees: 10 Gross Revenue: $30 million revenues
Event Year Start: 2007 Event Year End: 2007
Subjects: Innovation; Marketing; Product development; Product introduction; New product marketing
Academic Discipline: Marketing
Product Description: In February 2007, Octone Records founders James Diener, Ben Berkman, and David Boxenbaum had been highly successful with the first two bands they had signed, Maroon 5 and Flyleaf. Known for its grassroots marketing campaigns, Octone operated through a unique joint venture model with SonyBMG Music Entertainment’s RCA Music Group, which enabled the nimble record label to orchestrate mass marketing campaigns once an artist was ready for “prime time.” Octone had been less fortunate, however, with its third act, Michael Tolcher. Despite significant investments, Tolcher‘s first full album had not sold enough copies to recover its costs and merit RCA's marketing support. Octone's executives faced a decision: whether to continue to support Tolcher's first album, increase the stakes by financing a second album, or cut their losses and instead focus on other artists. At the same time, Octone had to evaluate a proposal from Universal Music Group to buy out SonyBMG's interest in the joint venture. Allows for an in-depth examination of new product development and launch strategies in the context of the music industry. Provides rich insights into how grassroots and mass marketing approaches can facilitate new product/artist development. Octone's “hybrid” marketing structure is described in considerable detail, and supporting economic data is provided. By enabling an analysis of h
Source: Harvard
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| 27 pp.
| Case
Author(s): Elberse, Anita ; Ofek, Elie
Publication Date: 06/29/2007 Revision Date: 02/12/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 507082
Geographic Setting: United States Number of Employees: 10 Gross Revenue: $30 million revenues
Event Year Start: 2007 Event Year End: 2007
Subjects: Innovation; Marketing; Product development; Product introduction; New product marketing
Academic Discipline: Marketing
Product Description: In February 2007, Octone Records founders James Diener, Ben Berkman, and David Boxenbaum had been highly successful with the first two bands they had signed, Maroon 5 and Flyleaf. Known for its grassroots marketing campaigns, Octone operated through a unique joint venture model with SonyBMG Music Entertainment’s RCA Music Group, which enabled the nimble record label to orchestrate mass marketing campaigns once an artist was ready for “prime time.” Octone had been less fortunate, however, with its third act, Michael Tolcher. Despite significant investments, Tolcher‘s first full album had not sold enough copies to recover its costs and merit RCA's marketing support. Octone's executives faced a decision: whether to continue to support Tolcher's first album, increase the stakes by financing a second album, or cut their losses and instead focus on other artists. At the same time, Octone had to evaluate a proposal from Universal Music Group to buy out SonyBMG's interest in the joint venture. Allows for an in-depth examination of new product development and launch strategies in the context of the music industry. Provides rich insights into how grassroots and mass marketing approaches can facilitate new product/artist development. Octone's “hybrid” marketing structure is described in considerable detail, and supporting economic data is provided. By enabling an analysis of h
Source: Harvard
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| 27 pp.
| Case
Author(s): Elberse, Anita; Ofek, Elie
Publication Date: 06/29/2007 Revision Date: 09/12/2007
Product Type: Case (Field)
HBS Number: 9-507-082
Geographic Setting: United States Industry Setting: Music industry Number of Employees: 10 Gross Revenues: $30 million revenues
Event Year Start: 2007 Event Year End: 2007
Subjects: Entertainment; Innovation; Marketing; New product marketing; Product development; Product introduction
Academic Discipline: Marketing
Product Description: In February 2007, Octone Records founders James Diener, Ben Berkman, and David Boxenbaum had been highly successful with the first two bands they had signed, Maroon 5 and Flyleaf. Known for its grassroots marketing campaigns, Octone operated through a unique joint venture model with SonyBMG Music Entertainment’s RCA Music Group, which enabled the nimble record label to orchestrate mass marketing campaigns once an artist was ready for “prime time.” Octone had been less fortunate, however, with its third act, Michael Tolcher. Despite significant investments, Tolcher‘s first full album had not sold enough copies to recover its costs and merit RCA's marketing support. Octone's executives faced a decision: whether to continue to support Tolcher's first album, increase the stakes by financing a second album, or cut their losses and instead focus on other artists. At the same time, Octone had to evaluate a proposal from Universal Music Group to buy out SonyBMG's interest in the joint venture. Allows for an in-depth examination of new product development and launch strategies in the context of the music industry. Provides rich insights into how grassroots and mass marketing approaches can facilitate new product/artist development. Octone's “hybrid” marketing structure is described in considerable detail, and supporting economic data is provided. By enabling an
Source: Harvard
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| Odessey: The Life Of A Senior Consultant
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| 13 pp.
| Case
Author(s): Clawson, James G.; Bevan, Greg
Darden ID: UVA-OB-0788
Published: 9/22/2003
Copyright Year: 2003
Subject Area: Organizational Behavior and Human Resources
Keywords: career management, planning, individual behavior, motivation, personal change, personal values, self-assessment
Teaching Note: UVA-OB-0788TN
Abstract: Whoosh, is that all there is? On the eve of becoming a partner at a well-known consulting firm (“the stuff MBA dreams are made of”), a senior executive starts to question what he is doing with his life. Walt Shill had graduated eight years earlier from the Darden Graduate School of Business Administration at the University of Virginia and had worked his way up at McKinsey Consulting to become the first American partner in the Japanese office. Shill and his family move back to the United States, where he starts to question his goals. For the first time, it seems that Shill has no target to aim for. Having reached his goals, Shill sets out on an adventure to seek his own meaning of life. He gets into good-enough shape to take a cross-country bicycle ride, which he completes. This undisguised case tells Shill’s story and what he learned along the way. It ends with Shill‘s promise to himself to be less judgmental and to start walking through life with eyes wide open. A CD-ROM containing clips of an interview with Shill accompanies the case.
Source: Darden
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| 13 pp.
| Case
Author(s): Clawson, James G.; Bevan, Greg
Darden ID: UVA-OB-0788
Published: 9/22/2003
Copyright Year: 2003
Subject Area: Organizational Behavior and Human Resources
Keywords: career management, planning, individual behavior, motivation, personal change, personal values, self-assessment
Teaching Note: UVA-OB-0788TN
Abstract: Whoosh, is that all there is? On the eve of becoming a partner at a well-known consulting firm (“the stuff MBA dreams are made of”), a senior executive starts to question what he is doing with his life. Walt Shill had graduated eight years earlier from the Darden Graduate School of Business Administration at the University of Virginia and had worked his way up at McKinsey Consulting to become the first American partner in the Japanese office. Shill and his family move back to the United States, where he starts to question his goals. For the first time, it seems that Shill has no target to aim for. Having reached his goals, Shill sets out on an adventure to seek his own meaning of life. He gets into good-enough shape to take a cross-country bicycle ride, which he completes. This undisguised case tells Shill’s story and what he learned along the way. It ends with Shill‘s promise to himself to be less judgmental and to start walking through life with eyes wide open. A CD-ROM containing clips of an interview with Shill accompanies the case.
Source: Darden
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| Odwalla, Inc., and the E. Coli Outbreak (A)
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| 8 pp.
| Case
Anne T. Lawrence
Odwalla, Inc., a leading producer of fresh fruit and vegetable-based beverages in the Western United States and Canada, was faced with a crisis in October 1996 when it learned that an outbreak of E. coli poisoning had apparently been caused by its unpasteurized apple juice products. How should Odwalla executives respond to the outbreak? What steps should the the company take to rebuild its reputation and its brand? How should it respond to the possibility of increased government regulation of the fresh juice industry?
Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 1
Subjects: Business Ethics, Business and Society, Public Relations, Public Affairs Management
Source: NACRA
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| Odyssey Healthcare
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| 27 pp.
| Case
Author(s): Higgins, Robert F.; Fuller, Virginia A.; Raffat, Umer
Publication Date: 09/18/2008 Revision Date: 01/29/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 809052
Gross Revenue: 3.1 mm
Event Year Start: 2001 Subjects: Entrepreneurship
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (810025), 10p, by Robert F. Higgins
Product Description: In January 2001, Dick Burnham, CEO of Odyssey Healthcare, and Odyssey’s Board of Directors were considering selling the hospice care company to a larger provider or making an initial public offering (IPO). With 38 hospice locations in 21 states, Odyssey had been providing care to the terminally ill since its first location opened in 1996. Since then, the company had grown rapidly through a series of acquisitions, development of new hospice locations, and organic growth. Odyssey had just realized its first profitable year in 2000-recording a net income of $3.1 million - and was still a relatively young company. In addition, the hospice industry was subject to extensive federal, state and local regulations relating to payment for hospice services and conduct of operations. Burnham was unsure how the market would react to a company with such government-dependent revenue streams. Additionally, the recent collapse of the “dot-com” boom in 2000 might make it impossible to float an IPO at all given the prevailing market conditions. On a positive note, however, healthcare companies were commonly thought to be recession-proof and thus might be a sound investment in the event of a down-turning economy. Burnham had to decide if this was the right time for an exit, and if so, what the best exit would be.
Source: Harvard
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| Of Boxes, Bubbles, and Effective Management
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| 12 pp.
| Article
Hurst, David K.
Four managers of Hugh Russel, Inc. had to change their management style when the company was acquired by a corporation that had no plan and no money on the eve of a major recession. To deal with the new, unsettled environment in which creditors were banging on the door and plants had to be closed, the managers had to develop a "soft", intuitive framework that offers a counterpart to every element in their traditional "hard", rational model. The executives found that the key to effective management is knowing whether you are in hard "box" or a soft "bubble" context. The soft model is conducive to trust, which generates a sense of mission or common purpose. Once the mission is established, the managing group can enter the hard box of strategy.
HBS Number: 84305 Type: Harvard Business Review Article
Publication Date: 5/1/1984
Subjects: Corporate strategy; Management styles; Organizational development; Organizational structure
Source: Harvard
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| OFF BROADWAY PHOTOGRAPHY
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| 8 pp.
| Case
Grasby EMA; Blok J
In early January 1998, the co-owners/photographers of Off Broadway Photography, were reviewing the company’s year-end financial statements. Although profit levels were up from last year, sales were down. To improve both their sales and profitlevels, the partners were considering three options; purchasing bulk film, outsourcing black and white film development, and changing the proof format. Students need to assess the company‘s current customer requirements and what is important tothem, the company's current activities as to both efficiency and effectiveness and how the company could become more efficient, and therefore more profitable. The tradeoffs presented require both quantitative and qualitative analysis.
Ivey Number: 9A98D010
Publication Date: 5/11/1998 Revision Date: 23/07/1999
Geographic Setting: Canada Industry Setting: Miscellaneous Services
Company Size: Small organization
Event Year Start: 1998
Subjects: Consumer Analysis, Process Analysis, Service Operations, Tradeoff Analysis
Functional Area: Production/Operations Management
Source: Ivey
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| Off with His Head?
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| 12 pp.
| Article
Author(s): Champion, David; Augustine, Norm; Elson, Charles; Koppes, Richard H.; Minow, Nell
Publication Date: 10/01/2001
Product Type: Harvard Business Review Article
HBS Number: R0109A
Subjects: Acquisitions; CEO; Corporate governance; HBR case discussions; Management performance; Restructuring; Succession planning
Academic Discipline: General management
Product Description: During his first three years as CEO, Lloyd Byrne transformed Bretplex from an uninspired family-controlled company in the machine tool business into a midsize industrial conglomerate. Sales doubled, market value tripled, the company’s management team grew stronger, and the board‘s makeup was enhanced by the appointment of several glamorous nonexecutive directors. After that strong beginning, however, Bretplex's previously unstoppable growth ground to a halt. The turning point was the company's acquisition of Hazlemere Measures, a British equipment manufacturer. The price of the acquisition had been bid up by an aggressive competitor, and the market believed Bretplex paid too much. Soon, other acquisitions were being examined. Worse, the company began missing its revenue estimates and revised them downward only as reporting dates drew near. More uncertainty emerged when Laura Barrington, the manager of an activist shareholder fund, began asking whether Lloyd had what it would take to lead the company to recovery. Board members Harriet Poole, a CEO herself, and Jefferson Souza, a strategy guru, debate solutions for Bretplex. If the company fires Lloyd, Jefferson says, the market will think the company is serious about getting its house in order, and Barrington and the fund will probably back off. Harriet, distracted by events at her own company, fears that it will be highly disruptive for Bretplex to lose its much-admired leader and, possibly, some of its senior managers. She is inclined to stick with a restructuring plan just a
Source: Harvard
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| Off-Ramps and On-Ramps: Keeping Women on Road to Success
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| 16 pp.
| Article
Author(s): Hewlett, Sylvia Ann; Luce, Carolyn Buck
Publication Date: 03/01/2005
Product Type: Harvard Business Review Article
HBS Number: R0503B
Subjects: Career advancement; Careers & career planning; Families & family life; Flexible hours; Women executives; Women in business; Working conditions
Academic Discipline: Human resources management
Product Description: Most professional women step off the career fast track at some point. With children to raise, elderly parents to care for, and other pulls on their time, these women are confronted with one off-ramp after another. When they feel pushed at the same time by long hours and unsatisfying work, the decision to leave becomes even easier. But woe to the woman who intends for that exit to be temporary. The on-ramps for professional women to get back on track are few and far between, the authors confirm. Their new survey research reveals for the first time the extent of the problem — what percentage of highly qualified women leave work and for how long, what obstacles they face coming back, and what price they pay for their time-outs. And what are the implications for corporate America? One thing at least seems clear: As market and economic factors align in ways guaranteed to make talent constraints and skill shortages huge issues again, employers must learn to reverse this brain drain. Like it or not, large numbers of highly qualified, committed women need to take time out of the workplace. The trick is to help them maintain connections that will allow them to reenter the workforce without being marginalized for the rest of their lives. Strategies for building such connections include creating reduced-hour jobs, providing flexibility in the workday and in the arc of a career, removing the stigma of taking time off, refusing to burn bridges, offering outlets for altruism, and nurturing women’s ambition. An HBR Special Report, available onli
Source: Harvard
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| Off-Ramps and On-Ramps: Keeping Women on Road to Success (HBR OnPoint Enhanced)
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| 20 pp.
| Article
Author(s): Hewlett, Sylvia Ann; Luce, Carolyn Buck
Publication Date: 03/01/2005
Product Type: HBR OnPoint Article
HBS Number: 9416
Subjects: Career advancement; Careers & career planning; Families & family life; Flexible hours; Women executives; Women in business; Working conditions
Academic Discipline: Human resources management
Product Description: Most professional women step off the career fast track at some point. With children to raise, elderly parents to care for, and other pulls on their time, these women are confronted with one off-ramp after another. When they feel pushed at the same time by long hours and unsatisfying work, the decision to leave becomes even easier. But woe to the woman who intends for that exit to be temporary. The on-ramps for professional women to get back on track are few and far between, the authors confirm. Their new survey research reveals for the first time the extent of the problem — what percentage of highly qualified women leave work and for how long, what obstacles they face coming back, and what price they pay for their time-outs. And what are the implications for corporate America? One thing at least seems clear: As market and economic factors align in ways guaranteed to make talent constraints and skill shortages huge issues again, employers must learn to reverse this brain drain. Like it or not, large numbers of highly qualified, committed women need to take time out of the workplace. The trick is to help them maintain connections that will allow them to reenter the workforce without being marginalized for the rest of their lives. Strategies for building such connections include creating reduced-hour jobs, providing flexibility in the workday and in the arc of a career, removing the stigma of taking time off, refusing to burn bridges, offering outlets for altruism, and nurturing women’s ambition. An HBR Special Report, available online at www.wome
Source: Harvard
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| Off-Sites that Work
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| 16 pp.
| Article
Author(s): Frisch, Bob; Chandler, Logan
Publication Date: 06/01/2006
Product Type: Harvard Business Review Article
HBS Number: R0606H
Subjects: Decision making; Executives; Implementation; Leadership; Meetings; Planning; Strategic planning; Strategy formulation; Strategy implementation; Time management; Value creation
Academic Discipline: Organizational behavior & leadership
Product Description: Of all the meetings top executives attend in a year, none is more important than the strategy off-site, where the most essential conversations for the future of the business occur. Yet, it is the rare management team that can say its strategy off-site truly changed the way the business is run. At best, participants do some vague direction setting and work on team-building skills; at worst, they write off the retreat as a waste of time and resources. It needn’t be like that. From their two decades of experience designing and facilitating strategy off-sites in companies large and small around the world, the authors have distilled a set of best practices that businesses can use to make the most of this annual opportunity. Essentially, the problem with most strategy off-sites is that they‘re insufficiently structured. People think that if you schedule a meeting, invite top leaders (and, perhaps, an outside expert), and block off units of time to discuss big subjects, the rest will take care of itself. In reality, formlessness leads to aimlessness. Oddly enough, only rigorously designed meetings give rise to truly candid strategy discussions. That rigor starts before the meeting, when the scope of the matters discussed must be limited, the participant list drawn up accordingly, the relevant materials (and only those) sent out and absorbed, and a detailed agenda established. During the meeting, the pace and quality of the conversation can be managed through attention to politics and by using carefully tailored fra
Source: Harvard
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| Off-Sites that Work (HBR OnPoint Enhanced Edition)
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| 20 pp.
| Article
Author(s): Frisch, Bob; Chandler, Logan
Publication Date: 06/01/2006
Product Type: HBR OnPoint Article
HBS Number: 4494
Subjects: Decision making; Executives; Leadership; Meetings; Planning; Strategic planning; Strategy formulation; Strategy implementation; Time management; Value creation
Academic Discipline: Organizational behavior & leadership
Product Description: Of all the meetings top executives attend in a year, none is more important than the strategy off-site, where the most essential conversations for the future of the business occur. Yet, it is the rare management team that can say its strategy off-site truly changed the way the business is run. At best, participants do some vague direction setting and work on team-building skills; at worst, they write off the retreat as a waste of time and resources. It needn’t be like that. From their two decades of experience designing and facilitating strategy off-sites in companies large and small around the world, the authors have distilled a set of best practices that businesses can use to make the most of this annual opportunity. Essentially, the problem with most strategy off-sites is that they‘re insufficiently structured. People think that if you schedule a meeting, invite top leaders (and, perhaps, an outside expert), and block off units of time to discuss big subjects, the rest will take care of itself. In reality, formlessness leads to aimlessness. Oddly enough, only rigorously designed meetings give rise to truly candid strategy discussions. That rigor starts before the meeting, when the scope of the matters discussed must be limited, the participant list drawn up accordingly, the relevant materials (and only those) sent out and absorbed, and a detailed agenda established. During the meeting, the pace and quality of the conversation can be managed through attention to politics and by using carefully tailored frameworks, decision points, and
Source: Harvard
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| Office Depot E-Business (Abridged)
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| 11 pp.
| Case
Author(s): Chatterjee, Sayan; Bodily, Samuel E.; Cross, Tom; Venkataraman, Sankaran
Publication Date: 01/21/2009
Product Type: Case (Field)
HBS Number: UV1014
Geographic Setting: Florida; United States Gross Revenues: $2.5 billion or more in revenue
Subjects: Business to business; Competitive strategy; Corporate strategy; Distribution; Growth strategy; Marketing; Operations; Strategy; Technology
Academic Discipline: Operations management
Product Description: This case is an excellent illustration of offline/online integration. Office Depot used its supply chain, systems integration, and existing offline channel strengths to overcome competitive online threats from pure Internet players and other office-products-category players. Students get to consider the critical strategic options for overall strategy, pricing, product line, promotion, and business integration.
Source: Harvard
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|
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| 11 pp.
| Case
Author(s): Cross, Tom; Venkataraman, S.; Bodily, Samuel E.; Chatterjee, Sayan;
Darden ID: UVA-BP-0524
Published: 1/21/2009
Copyright Year: 2009
Subject Area: Business Policy
Keywords: Business-to-business marketing; Competitive dynamics; Corporate strategy; Distribution channels; Growth strategy; Market analysis; Market planning; Market segmentation; Marketing strategy; New-market entry; Operations strategy
Abstract: This case is an excellent illustration of offline/online integration. Office Depot used its supply chain, systems integration, and existing offline channel strengths to overcome competitive online threats from pure Internet players and other office-products-category players. Students get to consider the critical strategic options for overall strategy, pricing, product line, promotion, and business integration.
Source: Darden
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| OFFICE GALLERY: FACING THE CHALLENGES OF RUSSIA
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| 15 pp.
| Case
Soroos, C S — Campbell University
Distributor: ecch (www.ecch.com) Reference: 500-030-1 Language: English
Category: Marketing Data source: Generalised experience
Product Year: 2000
Geo location: Russia Industry: Retail Size: Small Timing: 1994
Topics: Entry into Russia; Business to business; Retail vs wholesale; Siting; Evaluation of unquantifiable risks; Partner selection; Form of business; Short term vs long term perspective
Abstract: Office Gallery is a small, but rapidly growing, US-based office supply retail chain. The company’s Director of Market Development is returning from an exploratory trip to Moscow, where he has been investigating the business situation in Russia and evaluating the company‘s prospects there. He must now decide whether to recommend that the company enter the Russian market and, if so, how. Specific decisions include targeting, siting, partner selection, form of business, and expansion into wholesale. The case is intended for use in courses in International Marketing or International Business at either the advanced undergraduate or graduate level. It illustrates the complexities of doing business in a rapidly changing situation in which major risks cannot be quantified. It also illustrates the personal side of many decisions about entering foreign markets, particularly in places where expatriates and their families may need to sacrifice their personal comfort and lifestyles.
Source: ecch
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| OFFICE INFORMATION SYSTEM
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| 11 pp.
| Technical note
Qureshi, T M — International Islamic University, Islamabad
Kiyani, S K — International Islamic University, Islamabad
Qureshi, B A — International Islamic University, Islamabad
Haider, R — International Islamic University, Islamabad
Distributor: ecch (www.ecch.com) Reference: 907-028-6 Language: English
Category: Knowledge, Information and Communications Systems Management Data source: Field research
Product Year: 2007
Geo location: Pakistan Industry: Technology Timing: 2002-2007
Topics: Office automation; Desktop publishing; Clerical personnel; Line professionals; Data manipulation; Telecommuting; White collar workers; Broad-casting; Data processing; Management information system (MIS); Office automation (OA); Sub units; Planning; Controlling; Co-ordinating
Abstract: This article briefly explains the management information system (MIS) and focuses on the office information system (OIS) that is the important part of MIS. The nature of an office, its capability and work force and the responsibilities of various office workers and staff have also been discussed. The major focus is an office information system, their types and the technologies used in OIS from definition to real time examples.
Source: ecch
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| Office of Strategy Management, The
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| 20 pp.
| Article
Author(s): Kaplan, Robert Steven; Norton, David P.
Publication Date: 10/01/2005
Product Type: Harvard Business Review Article
HBS Number: R0510D
Geographic Setting: Canada
Subjects: Alignment; Balanced scorecard; Change management; Communication in organizations; Growth strategy; Organizational structure; Performance measurement; Process improvement; Strategic management; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Product Description: There is a disconnect in most companies between strategy formulation and strategy execution. On average, 95% of a company’s employees are unaware of, or do not understand, its strategy. If employees are unaware of the strategy, they surely cannot help the organization implement it effectively. It doesn‘t have to be like this. For the past 15 years, the authors have studied companies that achieved performance breakthroughs by adopting the Balanced Scorecard (BSC) and its associated tools to help them better communicate strategy to their employees and to guide and monitor the execution of that strategy. Some companies, of course, have achieved better, longer lasting improvements than others. The organizations that have managed to sustain their strategic focus have typically established a new corporate-level unit to oversee all activities related to strategy: an office of strategy management (OSM). The OSM, in effect, acts as the CEO's chief of staff. It coordinates an array of tasks: communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver on the grand design; aligning employees' plans for competency development with strategic objectives; and testing and adapting the strategy to stay abreast of the competition. The OSM does not do all the work, but it facilitates the processes so that
Source: Harvard
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| Office of Strategy Management, The (HBR OnPoint Enhanced Edition)
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|
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| 20 pp.
| Article
Author(s): Kaplan, Robert S.; Norton, David P.
Publication Date: 10/01/2005
Product Type: Harvard Business Review Article
HBS Number: 1894
Subjects: Balanced scorecard; Change management; Organizational structure; Performance measurement; Process improvement; Strategic management; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Product Description: There is a disconnect in most companies between strategy formulation and strategy execution. On average, 95% of a company’s employees are unaware of, or do not understand, its strategy. If employees are unaware of the strategy, they surely cannot help the organization implement it effectively. It doesn‘t have to be like this. For the past 15 years, the authors have studied companies that achieved performance breakthroughs by adopting the Balanced Scorecard (BSC) and its associated tools to help them better communicate strategy to their employees and to guide and monitor the execution of that strategy. Some companies, of course, have achieved better, longer lasting improvements than others. The organizations that have managed to sustain their strategic focus have typically established a new corporate-level unit to oversee all activities related to strategy: an office of strategy management (OSM). The OSM, in effect, acts as the CEO's chief of staff. It coordinates an array of tasks: communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver on the grand design; aligning employees' plans for competency development with strategic objectives; and testing and adapting the strategy to stay abreast of the competition. The OSM does not do all the work, but it facilitates the processes so that strategy is executed in an integrated fashion across the enterprise. Although the companies that Robert
Source: Harvard
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| Officenet (B): After the Merger
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| 11 pp.
| Case
Author(s): Kuemmerle, Walter; Collura, Meredith
Publication Date: 08/03/2001 Revision Date: 03/18/2004
Product Type: Case (Field)
Product Description: Describes the execution of a new economy merger. Officenet, a bricks-and-clicks retailer of office supplies, is sold to an Internet pure-play, Submarino.com. Officenet’s founders are in Brazil, where the company recently expanded its operations, and must consider several questions about the company‘s growth plans and financial position. Teaching Purpose: To teach the dynamics of start-up firms in a cross-border context. To teach the impact of changes in financial markets on the strategy and cash management of entrepreneurial ventures. May be used with: (9-800-238) Officenet (A): Making Entrepreneurship Work in Argentina.
HBS Number: 9-802-010
Geographic Setting: ArgentinaIndustry Setting: office supplies distributionCompany Size: start-upNumber of Employees: 350Gross Revenues: $40 million revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Angel financing; Electronic commerce; Entrepreneurial finance; International entrprnl finance; Internet; Market analysis; Office equipment; South America
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-801-260), 24p, by Walter Kuemmerle, William J. Coughlin
Source: Harvard
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| OfficePro (A)
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| 4 pp.
| Case
Quelch, John A.
The international procurement manager of an off-price office supply retail chain has to recommend which of several bids to accept for the right to supply computer diskettes to OfficePro’s new French subsidiary.
HBS Number: 9-594-053 Type: Case (Gen Exp)
Publication Date: 11/01/1993 Revision Date: 07/06/1995
Geographic Setting: United States/France Industry Setting: computer diskettes Gross Revenues: $220 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Computer industry; France; International marketing; Purchasing; Retailing; Sourcing
Supplementary Materials: Teaching Note, (5-598-085), 11p, by John A. Quelch; Supplement (Gen Exp), (9-594-054), 1p, by John A. Quelch; Supplement (Gen Exp), (9-594-055), 1p, by John A. Quelch
Source: Harvard
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| OfficeTiger
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| 24 pp.
| Case
Author(s): Blaxall, Johanna; Lassiter, Joseph B., III
Publication Date: 04/12/2004 Revision Date: 07/31/2007
Product Type: Case (Field)
HBS Number: 9-804-109
Geographic Setting: New York, NY; India Industry Setting: Staffing Number of Employees: 1,600 Gross Revenues: $25 million revenues
Event Year Start: 2000 Event Year End: 2004
Subjects: Business marketing; Consumer marketing; Entrepreneurship; Outsourcing
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-807-039), 12p, by Joseph B. Lassiter III
Product Description: OfficeTiger was founded in late 1999 with an innovative approach to global outsourcing. The company’s employees, located primarily in India, provided services for corporations, investment banks, and professional services firms throughout the United States, Europe, and Asia. Although it was hard to sell the idea to customers initially, by 2004 the company had grown considerably and was preparing for future growth, mainly by making acquisitions.
Source: Harvard
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| Offshoring at Global Information Systems, Inc.
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| 19 pp.
| Case
Author(s): Fruhan, William E., Jr.
Publication Date: 04/23/2004 Revision Date: 07/11/2005
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 204144
Geographic Setting: United States Number of Employees: 300,000 Gross Revenue: $87 billion revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Computers; International operations; Operations; Career changes; Information & technology; Outsourcing
Academic Discipline: Finance
Supplementary Materials: Case Teaching Note, (204145), 11p, by William E. Fruhan; Spreadsheet Supplement, (XLS049), 0p, by William E. Fruhan
Product Description: This case explores the topic of offshoring high-tech jobs several perspectives. The issues presented include determining the stock price consequences of offshoring, examining the economic consequences of the offshore job to both the transferring and receiving countries, considering the competitive consequences of not offshoring, and thinking through the challenge of investing in a career that is vulnerable to future offshoring.
Source: Harvard
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| OGILVYONE: INTEGRATING THE ENTERPRISE
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| 23 pp.
| Case
Ghoshal, S; Gratton, L C; Rogan, M
Publisher: London Business School
Distributor: ecch (www.ecch.com) Reference: 902-020-1 Language: English
Category: Knowledge, Information and Communications Systems Management Data source: Field research
Product Year: 2002
Geo location: Worldwide Industry: Advertising, direct marketing Size: US$450 million in revenues Timing: 2001
Topics: Organisational integration
Abstract: Faced with the challenge of serving clients with increasingly global needs, Ogilvy Direct, the direct marketing agency of advertising firm Ogilvy and Mather, underwent an intensive integration process. Through the use of integration mechanisms such as task forces, a world wide board structure, a proprietary methodology called customer ownership and a knowledge database called Truffles, management successfully transformed the business from a series of fiefdoms to an integrated global services operation. In 1999, as an outward sign of its internal transformation, the company was re-branded as OgilvyOne. However, during the integration process, OgilvyOne faced a trade-off between preserving the creative, chaotic atmosphere that characterised the fragmented company and the integration of services necessary to provide business relevant global solutions to its clients. This case describes the integration process including the integration of internal divisions, regional offices and newly acquired interactive media firms into OgilvyOne and the management of the tension between creativity and financial performance.
Source: ecch
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| Oh: One View Of The World
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| 14 pp.
| Case
Author(s): Clawson, James G.; Yemen, Gerry
Darden ID: UVA-OB-0794
Published: 1/29/2004
Revised: 9/6/2004
Copyright Year: 2003
Subject Area: Personal Assessment and Career Strategy
Keywords: #self-assessment; #managerial; #style; #interpersonal; #behavior; #individual; #behavior; #career; #management; #social; #dominance; #hierarchy; #status; #
Abstract: This self-assessment instrument was designed to measure something we call “Orientation to Hierarchy” (OH). Orientation to hierarchy affects the way we look at the world. We believe that people vary in their orientation to hierarchy; some people are more likely to look for and create hierarchies in their social settings than other people. If we have a strong OH, we are likely looking for and creating hierarchies in our social interactions, especially in business. If we have a low OH, we are more likely to be open to the input of a variety of people. Further, we suspect that a person with a high OH will likely resist changes in organizational structure and, in particular, those that lead to flatter, more accountable, more expertise-based systems. There are 50 questions in this assessment, a score chart, and data interpretation. The goal of this instrument is to detect and measure the differences between low and high OH.
Source: Darden
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| 14 pp.
| Case
Author(s): Clawson, James G.; Yemen, Gerry
Darden ID: UVA-OB-0794
Published: 1/29/2004
Revised: 9/6/2004
Copyright Year: 2003
Subject Area: Personal Assessment and Career Strategy
Keywords: #self-assessment; #managerial; #style; #interpersonal; #behavior; #individual; #behavior; #career; #management; #social; #dominance; #hierarchy; #status; #
Abstract: This self-assessment instrument was designed to measure something we call “Orientation to Hierarchy” (OH). Orientation to hierarchy affects the way we look at the world. We believe that people vary in their orientation to hierarchy; some people are more likely to look for and create hierarchies in their social settings than other people. If we have a strong OH, we are likely looking for and creating hierarchies in our social interactions, especially in business. If we have a low OH, we are more likely to be open to the input of a variety of people. Further, we suspect that a person with a high OH will likely resist changes in organizational structure and, in particular, those that lead to flatter, more accountable, more expertise-based systems. There are 50 questions in this assessment, a score chart, and data interpretation. The goal of this instrument is to detect and measure the differences between low and high OH.
Source: Darden
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| OHIO ART
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| 25 pp.
| Case
Author(s): Parry, Mark E.
Darden ID: UVA-M-0587
Published: 3/8/2000
Copyright Year: 2000
Subject Area: Marketing
Keywords: advertising strategy, budgeting, media planning
Abstract: In March 2000, Larry Killgallon, president of Ohio Art, sat in his Bryan, Ohio, office and reviewed the results of the 1998 and 1999 media plans for Betty Spaghetty, Ohio Art’s first entry into the small doll category. Betty Spaghetty‘s name came from its “totally wild 'spaghettilike' hair strands,” which could be braided and styled with beads and other accessories. Betty Spaghetty also featured mix-and-match parts. In 2000 Larry hoped to see a 25% increase in Betty Spaghetty sales over 1999. As he examined the 1999 sales figures for the Betty Spaghetty product line, he wondered what changes he should make, if any, in the media plan for the coming spring season.
Source: Darden
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|
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| 25 pp.
| Case
Author(s): Parry, Mark E.
Darden ID: UVA-M-0587
Published: 3/8/2000
Copyright Year: 2000
Subject Area: Marketing
Keywords: advertising strategy, budgeting, media planning
Abstract: In March 2000, Larry Killgallon, president of Ohio Art, sat in his Bryan, Ohio, office and reviewed the results of the 1998 and 1999 media plans for Betty Spaghetty, Ohio Art’s first entry into the small doll category. Betty Spaghetty‘s name came from its “totally wild 'spaghettilike' hair strands,” which could be braided and styled with beads and other accessories. Betty Spaghetty also featured mix-and-match parts. In 2000 Larry hoped to see a 25% increase in Betty Spaghetty sales over 1999. As he examined the 1999 sales figures for the Betty Spaghetty product line, he wondered what changes he should make, if any, in the media plan for the coming spring season.
Source: Darden
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| Oil and Wasser
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| 8 pp.
| Case Study
Author(s): Reimus, Byron
Publication Date: 05/01/2004
Product Type: Harvard Business Review Article
Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0405Z. The complete case study and commentary is Reprint R0405A. It was supposed to be an amicable “merger of equals,” an example of European togetherness, a synergistic deal that would create the world’s second-largest consumer foods company out of two former competitors. But the marriage of entrepreneurial powerhouse Royal Biscuit and the conservative, family-owned Edeling GmbH is beginning to look overly ambitious. Integration planning is way behind schedule. Investors seem wary. But for Royal Biscuit HR head Michael Brighton, the most immediate problem is that he can‘t get his German counterpart, Dieter Wallach, to collaborate on a workable leadership development plan for the merged company's executives. And stockholders have been promised details of the new organizational structure, including a precise timetable, in less than a month. The CEO of the British company — and of the postmerger Royal Edeling -- is furious. It's partly a culture clash, but the problems may run deeper than that. In R0405Z, commenting on the fictional case study are Robert F. Bruner, the executive director of the Batten Institute at the University of Virginia's Darden Graduate School of Business Administration in Charlottesville; Leda Cosmides and John Tooby, the codirectors of the Center for Evolutionary Psychology at the University of California, Santa Barbara; Michael Pragnell, the CEO and director of the board for the agribusiness firm Syngenta, based in Basel, Switzerland; and David Schweiger, the president of the Columbia, South Carolina-based management consulting firm Schweiger and Associates.
HBS Number: R0405X
Subjects: Consumer products industry; Corporate culture; Europe; HBR
Source: Harvard
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|
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| 12 pp.
| Case Study and Commentary
Author(s): Reimus, Byron
Publication Date: 05/01/2004
Product Type: Harvard Business Review Article
Product Description: It was supposed to be an amicable “merger of equals,” an example of European togetherness, a synergistic deal that would create the world’s second-largest consumer foods company out of two former competitors. But the marriage of entrepreneurial powerhouse Royal Biscuit and the conservative, family-owned Edeling GmbH is beginning to look overly ambitious. Integration planning is way behind schedule. Investors seem wary. But for Royal Biscuit HR head Michael Brighton, the most immediate problem is that he can‘t get his German counterpart, Dieter Wallach, to collaborate on a workable leadership development plan for the merged company's executives. And stockholders have been promised details of the new organizational structure, including a precise timetable, in less than a month. The CEO of the British company — and of the postmerger Royal Edeling -- is furious. It's partly a culture clash, but the problems may run deeper than that. Commenting on the fictional case study are Robert F. Bruner, the executive director of the Batten Institute at the University of Virginia's Darden Graduate School of Business Administration in Charlottesville; Leda Cosmides and John Tooby, the codirectors of the Center for Evolutionary Psychology at the University of California, Santa Barbara; Michael Pragnell, the CEO and director of the board for the agribusiness firm Syngenta, based in Basel, Switzerland; and David Schweiger, the president of the Columbia, South Carolina-based management consulting firm Schweiger and Associates. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0405X, AND COMMENTARY ONLY, REPRINT R0405Z.
HBS Number: R0405A
Subjects: Consumer products industry; Corporat
Source: Harvard
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| Oil Refining in China
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| 20 pp.
| Case
Author(s): Stimson, Mark G.; Wong, Ka-Fu
Publication Date: 01/08/2007
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU631
Geographic Setting: China; Singapore; United States Industry Setting: Energy; Petroleum industry
Subjects: Energy; Government & business; Petroleum; Regulated industries
Academic Discipline: General management
Supplementary Materials: Teaching Note, (HKU632), 4p, by Mark G. Stimson, Ka-Fu Wong
Product Description: A strategic planner for an international oil and gas firm, Ed Chen was tasked with reviewing China’s petroleum refining industry to seek out potential investment opportunities. Globally, demand for transportation fuel was on the rise and government clean fuel standards were becoming strict. As refineries struggled to adapt to tightening product quality requirements, those able to efficiently produce a high proportion of light products from heavy and sulfurous crude oil prospered the most. World refining capacity was expected to substantially increase over the next few years, with China contributing much of the growth. Building a refinery was an expensive task anywhere, though construction cost estimates were much lower for Asia. Ed questioned whether there was room for foreign competition or if it was a locals-only game.
Source: Harvard
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| Olam International
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| 32 pp.
| Case
Author(s): Bell, David E.; Shelman, Mary
Publication Date: 12/16/2008 Revision Date: 10/28/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 509002
Geographic Setting: Singapore Number of Employees: 8000 Gross Revenue: $5.5 billion
Event Year Start: 2008 Subjects: Commodities; Globalization; Core competencies; Adjacency expansion; Supply chain management
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (509056), 6p, by David E. Bell, Mary Shelman
Product Description: In 20 years, Sunny Verghese had built Singapore-based Olam International from a small Nigerian export company into a $5 billion global leader in agricultural commodities with a core competence in Africa. Olam’s growth had come by pursuing product and geographic adjacencies and its ‘farm gate to factory gate' approach had been extended to 14 agricultural products, including cashews, sesame, cocoa, and coffee. In mid-October 2008, Olam's stock price declined to $1 a share from a high of $3.71 in early 2007 as part of the global economic crisis. Verghese had to decide whether to change the firm's strategy based on the new economic environment.
Source: Harvard
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| OLAM INTERNATIONAL SINGAPORE: BUILDING A RISK RESILIENT ENTERPRISE
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| 23 pp.
| Case
Liang, F S; Allampalli, D G
Publisher: Asian Business Case Centre
Distributor: ecch (www.ecch.com) Reference: 107-061-1 Language: English
Category: Finance, Accounting and Control Data source: Published sources
Product Year: 2007
Version Date: 4 July 2007
Geo location: Singapore, global Industry: Agricultural products Timing: 1995-2006
Topics: Risk management; Corporate governance; Risk audit and documentation; Risk analysis; Enterprise risk management; Management of oversight risk
Abstract: The case delineates how Olam International Limited became a global supplier of 14 agroproducts and a leading supplier of cashew nuts, cocoa and coffee. With wholly-owned subsidiaries in 36 countries, Olam supplied agro-products from producers’ farm gates to factory gates of over 3,300 customers in 40 markets and achieved organic growth by seizing on ‘adjacent business opportunities'. Its top line registered a compounded annual growth of more than 28 percent during the period from 2002 to 2005 while turnover rose from S$1.59 billion to S$3.37 billion. Presenting the financial results of 2005, Sunny George Verghese, Group Managing Director and Chief Executive Officer, unveiled the growth strategy for 2006 to 2011, which sought to supplement organic growth with acquisitions. Against the backdrop of agricultural crop seasonality, industry deregulation and cyclicality, and trade liberalisation, Olam weathered fluctuations in demand, supply and price with origination (procurement), integrated supply chain and marketing capabilities, which were supported by a risk management system. As Olam embarked on a growth-by-acquisition model, in addition to its organic growth model, the company had to reassess the need to adjust its present risk management system. The Board's risk committee led by Tse Po Shing was tasked to deliberate on the matter. An industry note '107-061-
Source: ecch
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| 16 pp.
| Industry note
Liang, F S; Allampalli, D G
Publisher: Asian Business Case Centre
Distributor: ecch (www.ecch.com) Reference: 107-061-5 Language: English
Category: Finance, Accounting and Control Data source: Published sources
Product Year: 2007
Version Date: 4 July 2007
Geo location: Singapore, global Industry: Agricultural products Timing: 1995-2006
Topics: Risk management; Corporate governance; Risk audit and documentation; Risk analysis; Enterprise risk management; Management of oversight risk
Abstract: This industry note is to accompany the case ’107-061-1‘. The abstract of the case is as follows: The case delineates how Olam International Limited became a global supplier of 14 agroproducts and a leading supplier of cashew nuts, cocoa and coffee. With wholly-owned subsidiaries in 36 countries, Olam supplied agro-products from producers' farm gates to factory gates of over 3,300 customers in 40 markets and achieved organic growth by seizing on 'adjacent business opportunities'. Its top line registered a compounded annual growth of more than 28 percent during the period from 2002 to 2005 while turnover rose from S$1.59 billion to S$3.37 billion. Presenting the financial results of 2005, Sunny George Verghese, Group Managing Director and Chief Executive Officer, unveiled the growth strategy for 2006 to 2011, which sought to supplement organic growth with acquisitions. Against the backdrop of agricultural crop seasonality, industry deregulation and cyclicality, and trade liberalisation, Olam weathered fluctuations in demand, supply and price with origination (procurement), integrated supply chain and marketing capabilities, which were supported by a risk management system. As Olam embarked on a growth-by-acquisition model, in addition to its organic growth model, the company had to reassess the need to adjust its present risk management system. The Board's
Source: ecch
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| Old Company, Modern Marketing Strategy: Lessons from Lee Kum Kee
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| 7 pp.
| Case
Author(s): Yim, Bennett; Mak, Vincent
Publication Date: 06/29/2003
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU309
Geographic Setting: Asia
Subjects: Brand management; Business growth; Business marketing; Business policy; Crisis management; Diversification; Expansion; Family owned businesses; Marketing strategy; Planning
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (HKU310), 7p, by Bennett Yim, Vincent Mak
Product Description: The sauce company Lee Kum Kee, one of the best known Hong Kong brands, had a long history that began in 1888 and was run by the same family for four generations. The company was founded by Lee Kam Sheung as a small oyster sauce manufacturer in Guangdong Province, China. It relocated to Macau in the early 1900s and moved once more to Hong Kong after World War II; it remained based there in the decades afterwards. Lee Kum Kee was already expanding beyond the Guangdong-Macau-Hong Kong distribution network in the 1920s to North America, when it was also making shrimp paste. In the 1970s and 1980s, after the torch passed to third-generation leader Lee Man Tat, there was rapid geographical market and product diversification. Lee Man Tat’s sons, who were educated in the West, inherited the leadership from their father in the 1990s, and the pace of modernization and diversification continued while the company‘s marketing strategy remained vigorous and adaptable. The company overcame a consumer confidence crisis — called the 3-MPCD crisis — in the late 1990s and early 2000s and continued to thrive. By early 2003, Lee Kum Kee had already developed more than 200 sauces. Its distribution network covered 60 countries in five continents, and its products were available in more than 80 countries. What lessons about strategic brand management can we learn from the way Lee Kum Kee developed, mai
Source: Harvard
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| OLD DOMINION BANK
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| 18 pp.
| Case
Author(s): Snook, John L.; Higgins, Robert C.
Darden ID: UVA-NP-0066
Published: 4/15/1991
Copyright Year: 1986
Subject Area: Nonprofit Organizations
Keywords: banking, loan evaluation, business and society, corporate social responsibility,nonprofit organizations, diversity case, value conflict
Teaching Note: UVA-NP-0065TN
Abstract: Old Dominion Bank regards CHIP (UVA-NP-0065) as the best of local nonprofit operations, but the bank is concerned with the adequacy of the yield it is receiving on the home-improvement loans made through CHIP. How can the two organizations, working under different assumptions and priorities, reach an agreement?
Source: Darden
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| 18 pp.
| Case
Author(s): Snook, John L.; Higgins, Robert C.
Darden ID: UVA-NP-0066
Published: 4/15/1991
Copyright Year: 1986
Subject Area: Nonprofit Organizations
Keywords: banking, loan evaluation, business and society, corporate social responsibility,nonprofit organizations, diversity case, value conflict
Teaching Note: UVA-NP-0065TN
Abstract: Old Dominion Bank regards CHIP (UVA-NP-0065) as the best of local nonprofit operations, but the bank is concerned with the adequacy of the yield it is receiving on the home-improvement loans made through CHIP. How can the two organizations, working under different assumptions and priorities, reach an agreement?
Source: Darden
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| Old Mutual
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| 29 pp.
| Case
Author(s): Khanna, Tarun; Palepu, Krishna G.; O’Neil-Massaro, Kirsten J.
Publication Date: 08/23/2000 Revision Date: 03/09/2001
Product Type: Color Case
HBS Number: 701026
Geographic Setting: South Africa Industry Setting: Insurance industry Number of Employees: 36,000 Gross Revenues: $15.77 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Capital markets; Emerging markets; Globalization; Insurance
Academic Discipline: Competitive strategy
Supplementary Materials: Case Video, (701807), 14 min, by Tarun Khanna; Teaching Note, (701072), 23p, by Tarun Khanna
Product Description: Designed to explore the demutualization and listing overseas of one of Africa‘s largest financial institutions, Old Mutual, and the effects that these actions have on South Africa's domestic capital markets. Explores the particular difficulties that arise as a result of having to educate the historically disenfranchised part of South Africa's population about the change in organizational structure (from a mutual organization to a publicly owned corporate entity), capital markets, and globalization. The emphasis is on understanding the interaction between institutional context and corporate strategy. Includes color exhibits.
Source: Harvard
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| 29 pp.
| Case
Author(s): Khanna, Tarun; Palepu, Krishna G.; O’Neil-
Publication Date: 08/23/2000 Revision Date: 03/09/2001
Product Type: Other
Product Description: Designed to explore the demutualization and listing overseas of one of Africa‘s largest financial institutions, Old Mutual, and the effects that these actions have on South Africa's domestic capital markets. Explores the particular difficulties that arise as a result of having to educate the historically disenfranchised part of South Africa's population about the change in organizational structure (from a mutual organization to a publicly owned corporate entity), capital markets, and globalization. The emphasis is on understanding the interaction between institutional context and corporate strategy. Includes color exhibits.
HBS Number: 9-701-026
Geographic Setting: South AfricaIndustry Setting: insuranceNumber of Employees: 36,000Gross Revenues: $15.77 million revenues
Event Year Start: 1999Event Year End: 1999
Subjects: Capital markets; Emerging markets; Globalization; Insurance; South Africa
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-701-072), 23p, by Tarun Khanna; Case Video, (9-701-807), 14 min, by Tarun Khanna
Source: Harvard
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| OLD MUTUAL: DEMUTUALISATION AND LISTING
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| 17 pp.
| Case
Durand, F; de Blois, L; Ward, M
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 201-046-1 Language: English
Category: Finance, Accounting and Control Data source: Field research
Product Year: 2001
Version Date: August 2002
Geo location: South Africa, UK Industry: Financial services Size: Large Timing: 1999
Topics: Finance; International strategy; Marketing growth; Old Mutual
Abstract: Old Mutual was established in 1845 in the Cape of Good Hope as an unincorporated association with the object of providing life assurance for its members. By 1999, Old Mutual provided a broad range of financial services to its policyholder and other clients. As at 31 December 1998 the group’s total assets were 32 billion pounds (R311 billion). The morning of 12 June 1999, the day of Old Mutual‘s listing on the London and Johannesburg Stock Exchanges, Johannes van der Horst, Executive General Manager, responsible for demutualisation and listing was concerned as to how the listing would be received. For the listing on the JSE in November 1998, Sanlam, the second largest financial service provider in South Africa, had priced their shares well within the indicative price range that they had quoted, but considerably lower than most financial experts had predicted, hoping for a favourable after-market. However, their shares dropped substantially before recovering in mid-1999. Although the global economic situation had improved since then, and the listing was meticulously prepared, Old Mutual management were perturbed. South African companies had recently emerged after decades of isolation and were relatively unfamiliar with the complexities of the international markets. Van der Horst was concerned that the vagaries of the global markets could turn against them. The case discusses international trends in t
Source: ecch
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| Olde Main Street, Inc.: A Case Study of Strategic Revitalization
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| 21 pp.
| Case
Author(s): Joy Benson, Sally Dresdow, Michael Beaumont
Source: Annual Advances — 2006
Subjects: Strategic management; Collaborative work; Partnerships; Strategic mapping
Description: Olde Main Street, Inc. [OMS] was formed in 1999 as a Business Improvement District (BID) to help revitalize the historic section of Main Street in Green Bay, Wisconsin. Over the past six years, the organization has experienced a number of successes and some challenges on its way to achieving its short-, medium-, and long-term goals and objectives. As 2006 begins, Sue Bessert, OMS Executive Director, and members of the Executive Committee are reflecting on their progress and exploring emerging opportunities. The neighborhood’s ethnic make-up is changing, funding expansion is being explored, and energizing a volunteer base is on-going. Strategically, the on-going revitalization of the district may mean that Olde Main, the organization, will need to adopt new ways of doing things.
Source: SOCCR
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| OLYMP’IA FLAVORS, B TO B MARKET SEGMENTATION - PART A: TARGETING FOR GROWTH
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| 23 pp.
| Case
Faucher, H; Fabre, M N
Publisher: ESSEC Business School
Distributor: ecch (www.ecch.com) Reference: 506-196-1 Language: English
Category: Marketing Data source: Generalised experience
Product Year: 2006
Geo location: Europe Industry: Food, chemistry Size: Large industrial group Timing: 2003-2004
Topics: Business to business (B to B, B-to-B, B2B); Marketing, market; Segmentation, segment; Customer, portfolio; Strategic, group; Flavour; Food, dairy; Ingredient, chemistry; Technology, industry; Key account management (KAM); Europe, application; Core list; ABC
Abstract: This is the first of a two-part series (506-196-1 and 506-198-1). This is a lively and deeply documented case, dealing with the issues and challenges of business-to-business market segmentation in the flavour industry context. Given the breadth of the topic, this case was split into two parts. Part (A), introduced here, focuses on market characteristics (macro-segmentation) and deals with targeting the most promising market segments, whereas part (B) focuses on customer characteristics (micro-segmentation) and deals with customer portfolio management. Pressed by Olymp’IA‘s Board of Directors, Bob Curnew, the recently appointed Marketing Director, has to decide on which market segments to count in addressing the urgent need for business growth. The company realises 60% of its turnover on four application segments, yoghurt and dairy-based desserts, ice-creams, confectionery, and soft drinks. It faces active competition from the top 12 worldwide flavour suppliers, on which ample qualitative and quantitative information is provided. Curnew needs to redefine the most pertinent market segments, and prioritise them in order to facilitate the targeting of the most promising ones given the company's budget constraints. He will also have to evaluate the relative strengths and weaknesses of such th
Source: ecch
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| OLYMP’IA FLAVORS, B TO B MARKET SEGMENTATION - PART B: CUSTOMER PORTFOLIO MANAGEMENT FOR COMMERCIAL OPTIMIZATION
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| 15 pp.
| Case
Faucher, H; Fabre, M N
Publisher: ESSEC Business School
Distributor: ecch (www.ecch.com) Reference: 506-198-1 Language: English
Category: Marketing Data source: Generalised experience
Product Year: 2006
Geo location: Europe Industry: Food, chemistry Size: Large industrial group Timing: 2003-2004
Topics: Business to business (B to B, B-to-B, B2B); Marketing, market; Segmentation, segment; Customer, portfolio; Strategic, group; Flavour; Food, dairy; Ingredient, chemistry; Technology, industry; Key account management (KAM); Europe, application; Core list; ABC
Abstract: This is the second of a two-part series (506-196-1 and 506-198-1). This is a lively and deeply documented case, dealing with the issues and challenges of business-to-business market segmentation in the flavour industry context. Given the breadth of the topic, this case was split into two parts. Part (B), introduced here, focuses on customer characteristics (micro-segmentation) and deals with customer portfolio management to improve commercial results. Following the scenario in part (A), a new challenge arises for Bob Curnew, the Flavour Business Unit’s Marketing Manager. The yoghurt and dairy-based application segment is now solely affected. Recent feedback from the sales teams indicates that the sales strategies are not clear, and the sales territories need to be revisited and reorganised. Bob Curnew holds the list of his 85 European customers with information on turnovers, turnover growth, business margins, business potential and shares of customers‘ purchases. Topping the agenda are the purchasing policies of the largest international customers, many of which practice 'core listing'. Although figures and names have been disguised for confidentiality reasons, the scenario is inspired from a real business situation. With authorised permission, it features true market data of real intere
Source: ecch
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| Olympian Competition: Bidding for Olympic Television Rights
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| 17 pp.
| Case
Author(s): McMillan, John
Publication Date: 05/30/2003
Product Type: Case (Field)
Publisher: Stanford University
Product Description: Competition is present, explicitly or implicitly, in many business negotiations. Rarely in buyer-seller negotiations are the bargainers stuck with each other, usually, they have an alternative trading partner to whom they can turn. The terms of agreement that are negotiated are shaped by the fact that the alternatives exist. The ability to exploit competition among potential trading partners is a major source of bargaining power. Competition within a negotiation works much like competition in a formal auction. Describes the bidding for television rights. Teaching Purpose: To stimulate discussion of the effects of competition and of how the rules of the bidding game affect the intensity of the competition. Also, to introduce some ideas in the economic theory of auctions, including the nature of the uncertainty (common values vs. independent private values), open auction vs. sealed bids, the gains from revenue sharing, and competition vs. collusion.
HBS Number: IB50
Subjects: Bids; Competition; Game theory; International business; Negotiations; Sports
Academic Discipline: Negotiations
Supplementary Materials: Teaching Note, (IB50T), 6p, by John McMillan
Source: Harvard
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| Omidyar-Tufts Microfinance Fund: Striving to Reshape the Social Enterprise Capital Markets
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| 22 pp.
| Case
Author(s): Chu, Michael; Steege Hazell, Jean
Publication Date: 01/29/2007 Revision Date: 10/30/2007
Product Type: Case (Field)
HBS Number: 9-307-078
Number of Employees: 2
Event Year Start: 2004 Event Year End: 2007
Subjects: Microfinance; Philanthropy; Social enterprise; Trusts
Academic Discipline: Finance
Product Description: Seeking to impact global poverty and philanthropy, eBay founder Pierre Omidyar donates $100 million to Tufts University for a trust restricted to investment in microfinance. Explores the origins of the initiative, the perspectives and objectives of the various parties involved, and the manner in which the key issues of structure, management, implementation, and accountability have been addressed. The Omidyar-Tufts Microfinance Fund seeks to have a catalytic effect on the expansion of an activity deemed to have high social value while applying a rigorous professional criteria to the deployment of the monies so as to yield an economic return equal to or higher than those of comparable assets in the Tufts endowment. In the process, the Omidyar approach is contrasted to more traditional ways of giving. Additionally, provides an overview of the microfinance industry and the challenges of investing in this new field of the emerging markets.
Source: Harvard
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| 22 pp.
| Case
Author(s): Chu, Michael; Steege Hazell, Jean
Publication Date: 01/29/2007 Revision Date: 10/30/2007
Product Type: Case (Field)
HBS Number: 9-307-078
Number of Employees: 2
Event Year Start: 2004 Event Year End: 2007
Subjects: Microfinance; Philanthropy; Social enterprise; Trusts
Academic Discipline: Finance
Product Description: Seeking to impact global poverty and philanthropy, eBay founder Pierre Omidyar donates $100 million to Tufts University for a trust restricted to investment in microfinance. Explores the origins of the initiative, the perspectives and objectives of the various parties involved, and the manner in which the key issues of structure, management, implementation, and accountability have been addressed. The Omidyar-Tufts Microfinance Fund seeks to have a catalytic effect on the expansion of an activity deemed to have high social value while applying a rigorous professional criteria to the deployment of the monies so as to yield an economic return equal to or higher than those of comparable assets in the Tufts endowment. In the process, the Omidyar approach is contrasted to more traditional ways of giving. Additionally, provides an overview of the microfinance industry and the challenges of investing in this new field of the emerging markets.
Source: Harvard
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| OMNITEL ONE: DEVELOPING CUSTOMER LOYALTY PROGRAMMES IN OMNITEL PRONTO ITALIA
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| 16 pp.
| Case
Addis, M; Costabile, M
Publisher: SDA Bocconi
Distributor: ecch (www.ecch.com) Reference: 505-088-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2005
Geo location: Italy Industry: Mobile communication Size: Large Timing: 1998-2000
Topics: Customer loyalty; Customer loyalty programme; Customer retention; Marketing strategy; Competition
Abstract: The case involves customer loyalty programmes in the Italian mobile telephone market, and it concerns Omnitel Pronto Italia, which is now Vodafone Italia, one of the leading European companies in that industry. The case makes a link between the firm?s success and its ability to establish lasting relationships with its customers. The launch of a continuous loyalty programme is analysed. The case presents the history of the company and the mobile telephone market in Italy, along with its main players. To face the new trends and challenges, Omnitel Pronto Italia launches a continuous customer loyalty programme. The main characteristics of the design of the programme, called Omnitel One, are outlined in the case. The different possible solutions to each scenario are given. The case concludes with the presentation of three different theories about Omnitel One, leaving the discussion and the final decision about the programme to be launched open.
Source: ecch
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| Omnitel Pronto Italia
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| 24 pp.
| Case
Author(s): Lal, Rajiv ; Knoop, Carin-Isabel ; Raju, Suma
Publication Date: 08/28/2000 Revision Date: 09/26/2005
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 501002
Geographic Setting: Italy Number of Employees: 572 Gross Revenue: $400 million revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Market research; Marketing strategy; Market segmentation; Target markets
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (501075), 10p, by Suma Raju
Product Description: Describes the situation faced by Omnitel soon after launching its mobile telecommunication services in Italy in December 1995. Competing against the Italian monopoly, TIM, Omnitel had positioned its services to be better on the quality dimension. However, sales were significantly below expectations. In order to develop a new strategy, Omnitel conducted extensive marketing research. This research identified the varying needs of different customer segments. Omnitel now had to decide whether to attack a new segment with a new service plan, “LIBERO,” to improve on past performance.
Source: Harvard
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| 24 pp.
| Case
Author(s): Lal, Rajiv; Knoop, Carin-Isabel; Raju, Suma
Publication Date: 08/28/2000 Revision Date: 09/26/2005
Product Type: Case (Field)
Product Description: Describes the situation faced by Omnitel soon after launching its mobile telecommunication services in Italy in December 1995. Competing against the Italian monopoly, TIM, Omnitel had positioned its services to be better on the quality dimension. However, sales were significantly below expectations. In order to develop a new strategy, Omnitel conducted extensive marketing research. This research identified the varying needs of different customer segments. Omnitel now had to decide whether to attack a new segment with a new service plan, “LIBERO,” to improve on past performance.
HBS Number: 9-501-002
Geographic Setting: Italy Industry Setting: Telecommunications industry Number of Employees: 572 Gross Revenues: $400 million revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Market research; Market segmentation; Market selection; Marketing strategy; Telecommunications
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-501-075), 10p, by Rajiv Lal, Carin-Isabel Knoop, Suma Raju
Source: Harvard
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| On Point: The Art of Using PowerPoint
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| 15 pp.
| Technical Note
Author(s): Paraiz, Oz; West, June A.
Darden ID: UVA-BC-0212
Published: 8/28/2007
Copyright Year: 2007
Subject Area: Business Communications
Keywords: PowerPoint slides presentation communication
Abstract: Today, most organizations communicate important messages using Microsoft PowerPoint. Early in the 21st century, several hundred million copies of PowerPoint were turning out trillions of slides each year. Yet very few people are skilled PowerPoint users. Poor presentations can waste time, cost organizations money, and sometimes even end careers. Often, presenters ignore the importance of understanding one’s material, developing a compelling visual story, and delivering a polished presentation. This note offers suggestions for developing powerful presentations with strong, yet simple, visuals. It focuses on the importance of understanding one‘s story, then researching and writing it, creating taglines, visualizing the story, transforming taglines into slides, and lastly how to present it.
Source: Darden
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| On the Edge: An Interview with Akamai’s George Conrades
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| 12 pp.
| Article
Conrades, George; Carr, Nicholas G.
Akamai Technologies is attracting investors, employees, partners, and customers like a supercharged magnet. The Cambridge, Massachusetts, company is transforming the way the Internet works, and everybody, it seems, wants to be "Akamaiz
HBS Number: R00303 Type: Harvard Business Review Article
Publication Date: 5/1/00
Subjects: Corporate strategy; Growth strategy; Interviews; Leadership; Management philosophy; Management styles; Technology
Source: Harvard
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| One CEO’s Trip From Dismissive to Convinced
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| 7 pp.
| Case
Author(s): Posner, Ronald S.
Publication Date: 10/01/2009
Product Type: Case
Publisher: MIT Sloan Management Review
HBS Number: SMR331
Subjects: Corporate strategy; Sustainability
Academic Discipline: Social enterprise & ethics
Product Description: In 1994, when Interface Inc.’s founder and CEO Ray Anderson began to think about his legacy, it made him uneasy. Deep down, Anderson realized that the business model of the commercial carpet manufacturing company he had founded 20 years before was based on “digging up the earth and turning petroleum and other materials into polluting products that ended up in landfills”-not something he wanted his grandchildren and great-grandchildren to remember him by. So at age 60 Anderson broke with the old model and began anew. Standing up to naysayers (whose ranks included associates, suppliers and Wall Street analysts), he set out to transform Interface from a traditional business built on consumption and waste to one whose focus -that is, beyond profitable growth -would be zero waste and restoring the earth. Since the start of the journey, Anderson and his associates have confronted technical barriers that no one could have anticipated. But inch by inch, kilowatt-hour by kilowatt-hour, recycled pound of carpet by recycled pound of carpet, Anderson‘s vision has moved closer to reality. In addition to becoming increasingly efficient in its energy and materials usage -for example, 89% of Interface's global electricity and 28% of its total energy come from renewable sources -Interface prides itself on its ability to turn an increasingly large percentage of its carpet into new product. It is also proud of the influence its sustainability efforts are having on other companies. This article presents a timeline showing how Anderson's “mental model” changed and how he and his company moved along the road to sustainability.
Source: Harvard
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| One Country, Two Systems?: Italy and the Mezzogiorno (A)
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| 28 pp.
| Case
Author(s): Scott, Bruce R.; Matthews, Jamie L.
Publication Date: 06/21/2002 Revision Date: 08/12/2002
Product Type: Case (Library)
Product Description: GDP per person in northern Italy caught up with average incomes in Britain, France, and Germany in the 1970s, but incomes in southern Italy (the Mezzogiorno) fell further behind. This was partly due to cultural and societal differences that dated to the Renaissance, but even more obviously to northern dominance of the new nation in 1860 and Mafia dominance of much of the South. This case focuses on 50 years of efforts to correct this problem. Italy, with its North-South income divergence, is a good metaphor for the global economy with its divergence between First World and Third World incomes. Teaching Purpose: To understand how a single market (country) can have two sociopolitical systems; to examine how southern Italy continued to fall behind, despite 50 years of development efforts; to determine why the Italian government finally took extreme measures in 1992; and to derive lessons from this experience that can be applied to the worldwide phenomenon of income divergence. A rewritten version of an earlier case. May be used with: (9-702-097) One Country, Two Systems?: Italy and the Mezzogiorno (B).
HBS Number: 9-702-096
Geographic Setting: Italy
Event Year Start: 1950Event Year End: 2000
Subjects: Business government relations; Crime; Economic development; Italy; Politics; Social issues
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-701-144), 12p, by Bruce R. Scott
Source: Harvard
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| One Country, Two Systems?: Italy and the Mezzogiorno (B)
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| 16 pp.
| Case
Author(s): Scott, Bruce R.; Matthews, Jamie L.
Publication Date: 06/21/2002
Product Type: Case (Library)
Product Description: In 1992, a corruption investigation and two assassinations created a crisis that prompted the Italian government to dispatch 7,000 troops to Sicily to "retake the island" from the Mafia. This case examines the crisis and the efforts of both the Italian state and the city of Palermo to deal with it. Also explicitly contrasts two development theories in an attempt to explain the economic problems of the South: one cultural (proposed by Robert Putnam); the other political (contained in the writings of Samuel Huntington, Sidney Tarrow, and Simona Piattoni). Teaching Purpose: To explore further the role of law enforcement and culture in economic development as well as to raise the questions of the extent to which the Mezzogiorno may be a metaphor for many less developed countries and who has the legitimacy to intervene (Palermo vs. Rome vs. Brussels). A rewritten version of an earlier case. May be used with: (9-702-096) One Country, Two Systems?: Italy and the Mezzogiorno (A).
HBS Number: 9-702-097
Geographic Setting: Italy
Event Year Start: 1990Event Year End: 1999
Subjects: Business government relations; Crime; Economic development; Italy; Politics; Social issues
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-701-144), 12p, by Bruce R. Scott
Source: Harvard
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