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Alphabetically : P
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 ’THE PROOF OF PUDDING IS IN THE EATING!‘ OR SO IS BELIEVED BY THE PAKISTANI CEREAL CONSUMERS
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| 12 pp.
| Case
Pervaiz, A — (NIMS) NUST Institute of Management Sciences
Syed, L — (NIMS) NUST Institute of Management Sciences
Ahmed, M I — (NIMS) NUST Institute of Management Sciences
Abdullah, A — (NIMS) NUST Institute of Management Sciences
Ulfat, R — (NIMS) NUST Institute of Management Sciences
Afzal, H — (NIMS) NUST Institute of Management Sciences
Distributor: ecch (www.ecch.com) Reference: 506-180-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2006
Geo location: Pakistan Industry: Breakfast cereal Size: 1,000 employees Timing: 2006
Topics: Pakistan; Fauji Cereal; Kellogg; Nestle; Marketing; Product development; Frootooz; Cereals; Frooty Loops; Brand; Pricing
Abstract: Fauji Cereals is the country’s leading food company. In response to fierce competition from Kellogg‘s in the breakfast cereal market, the company needs to launch a new product. In spite of its 52-year experience as a monopoly, there is a requirement for change in its marketing strategies. Frootooz, the new product is designed keeping in mind the competition, the resources at hand and the need of the market. There are many complexities involved in the process of new product development that can only be overcome by thorough analysis and research. The success of the new product is estimated before it is launched, through sales forecasting and test-marketing. Based on the research done for this project by the author and her team of researchers, the company Fauji Cereals has decided to launch Frootooz in the Pakistani market in the near future.
Source: ecch
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| (PRODUCT) RED (A)
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| 16 pp.
| Case
Author(s): Chen, David; Moon, Youngme; Norton, Michael
Publication Date: 07/12/2008 Revision Date: 02/25/2009
Product Type: Case (Field)
HBS Number: 509013
Geographic Setting: Africa; United States Number of Employees: 10
Event Year Start: 2007 Event Year End: 2007
Subjects: Advertising; Brand management; Consumer marketing; Marketing campaigns; Nonprofits; Philanthropy; Product management; Social enterprise
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (509014), 2p, by David Chen, Youngme Moon, Michael Norton
Product Description: Describes the launch and initial results of the (PRODUCT) RED campaign, a social marketing initiative conceived of by U2’s Bono and Bobby Shriver to combat AIDS in sub-Saharan Africa. The company licensed the (RED) brand to partner companies, which initially included Gap, Apple, Motorola, Armani, and American Express. The business model was structured to benefit partner companies by increasing consumer purchases — of (RED)-branded products such as red iPods and phones — while also resulting in increased donations to the Global Fund.
Source: Harvard
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| 17 pp.
| Case
Author(s): Chen, David; Moon, Youngme; Norton, Michael
Publication Date: 07/12/2008 Revision Date: 09/11/2008
Product Type: Color Case
HBS Number: 9-509-013
Geographic Setting: Africa; United States Number of Employees: 10
Event Year Start: 2007 Event Year End: 2007
Subjects: Advertising; Brand management; Consumer marketing; Marketing campaigns; Nonprofits; Philanthropy; Product management; Social enterprise
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-509-014), 2p, by David Chen, Youngme Moon, Michael Norton
Product Description: Describes the launch and initial results of the (PRODUCT) RED campaign, a social marketing initiative conceived of by U2’s Bono and Bobby Shiver to combat AIDS in sub-Saharan Africa. The company licensed the (RED) brand to partner companies, which initially included Gap, Apple, Motorola, Armani, and American Express. The business model was structured to benefit partner companies by increasing consumer purchases — of (RED)-branded products such as red iPods and phones — while also resulting in increased donations to the Global Fund.
Source: Harvard
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| 16 pp.
| Case
Author(s): Chen, David; Moon, Youngme; Norton, Michael
Publication Date: 07/12/2008 Revision Date: 02/25/2009
Product Type: Case (Field)
HBS Number: 509013
Geographic Setting: Africa; United States Number of Employees: 10
Event Year Start: 2007 Event Year End: 2007
Subjects: Advertising; Brand management; Consumer marketing; Marketing campaigns; Nonprofits; Philanthropy; Product management; Social enterprise
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (509014), 2p, by David Chen, Youngme Moon, Michael Norton
Product Description: Describes the launch and initial results of the (PRODUCT) RED campaign, a social marketing initiative conceived of by U2’s Bono and Bobby Shriver to combat AIDS in sub-Saharan Africa. The company licensed the (RED) brand to partner companies, which initially included Gap, Apple, Motorola, Armani, and American Express. The business model was structured to benefit partner companies by increasing consumer purchases — of (RED)-branded products such as red iPods and phones — while also resulting in increased donations to the Global Fund.
Source: Harvard
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| 17 pp.
| Case
Author(s): Chen, David; Moon, Youngme; Norton, Michael
Publication Date: 07/12/2008 Revision Date: 09/11/2008
Product Type: Color Case
HBS Number: 9-509-013
Geographic Setting: Africa; United States Number of Employees: 10
Event Year Start: 2007 Event Year End: 2007
Subjects: Advertising; Brand management; Consumer marketing; Marketing campaigns; Nonprofits; Philanthropy; Product management; Social enterprise
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-509-014), 2p, by David Chen, Youngme Moon, Michael Norton
Product Description: Describes the launch and initial results of the (PRODUCT) RED campaign, a social marketing initiative conceived of by U2’s Bono and Bobby Shiver to combat AIDS in sub-Saharan Africa. The company licensed the (RED) brand to partner companies, which initially included Gap, Apple, Motorola, Armani, and American Express. The business model was structured to benefit partner companies by increasing consumer purchases — of (RED)-branded products such as red iPods and phones — while also resulting in increased donations to the Global Fund.
Source: Harvard
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| P&G Japan: The SK-II Globalization Project
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| 24 pp.
| Case
Author(s): Bartlett, Christopher A.
Publication Date: 03/24/2003 Revision Date: 03/03/2004
Product Type: Case (Field)
HBS Number: 9-303-003
Geographic Setting: Japan, United States Industry Setting: consumer packaged goods Number of Employees: 110,000 Gross Revenues: $38 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Cosmetics; Globalization; Innovation; International business; International management; International marketing; Japan; Multinational corporations; Organizational structure; Product development; Strategy implementation; Subsidiaries
Academic Discipline: General management
Supplementary Materials: Case Video, (9-304-803), 16 min, by Christopher A. Bartlett; Teaching Note, (5-304-023), 17p, by Christopher A. Bartlett
Product Description: Traces changes in P&G’s international strategy and structure, culminating in Organization 2005, a reorganization that places strategic emphasis on product innovation rather than geographic expansion and shifts power from local subsidiary to global business management. In the context of these changes introduced by Durk Jager, P&G‘s new CEO, Paolo de Cesare is transferred to Japan, where he takes over the recently turned-around beauty care business. Within the familiar Max Factor portfolio he inherits is SK-II, a fast-growing, highly profitable skin care product developed in Japan. Priced at over $100 a bottle, this is not a typical P&G product, but its successful introduction in Taiwan and Hong Kong has de Cesare thinking the brand has global potential. As the case closes, he is questioning whether he should take a proposal to the beauty care global business unit to expand into Mainland China and/or Europe. Teaching Purpose: To examine the role of MNC's global network not only as providing access to markets but as sources of innovation — and to study this in th
Source: Harvard
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| P&O, PRINCESS AND THE INTERNATIONAL PASSENGER CRUISE INDUSTRY
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| 38 pp.
| Case
Thompson, J L — University of Huddersfield
Distributor: ecch (www.ecch.com) Reference: 399-006-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 1999
Geo location: Global Industry: Passenger cruise industry Size: Contemporary
Topics: Cruise industry analyses; International competition; Competitive advantage; Strategic positionings; Human resource strategy
Abstract: The passenger cruise market is one of the fastest growing sectors in the international tourist industry. In the 1990s it is characterised by new ’megaliners‘ which can carry over two and a half thousand passengers in luxurious accommodation. The market has expanded with new passengers, new ideas, new destinations and new itineraries. As both demand and supply increase, the marketing challenge concerns passenger numbers and filling the ships - the service cannot be stored for later sale. Like most services, people are crucial for delivering the service and implementing the desired competitive strategy. Yet, the cruise industry is characterised by international staff complements, people living away from their homes, an intensive work environment and many temporary contracts. P&O Cruises, which includes Princess Cruises, is number three in the world and the largest UK-based competitor. It enjoys two distinct positions in the market with its two brands. Whilst both P&O (UK) and Princess (US) offer cruises in the popular Carribean and Mediterranean regions, Princess has focused attention on Alaska and the Panama Canal, where in each case, it has become the leading competitor. In the case of Alaska, this has been achieved by the development of an infrastructure to open up the territory for tourists. Nevertheless, the potential for growth is huge if more newcomers can be tempted to cruise for the first time to join those who decide that once is not e
Source: ecch
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| P.A. BERGNER & CO.
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| 17 pp.
| Case
White RW; Lane C; Matthews W
The executive vice-president finance and MIS of P.A. Bergner & Co. (Bergner), a large mid-western U.S.-based department store retailer, received word that Bank One had pulled its $32.1 million letter of credit. Buoyed by the successful acquisitionof Boston Stores, Bergner acquired Carson, Pirie Scott & Co. The downturn in the economy coupled with “excessive” debt levels has precipitated a crisis. The focus of the case is on formulating a restructuring plan, including alternatives underbankruptcy legislation. The analysis requires the determination of Bergner’s viability, optimal capital structure, value and reorganization plan. (A Microsoft Excel spreadsheet is available for use with this case, product 7A96B015.)
Ivey Number: 9A96B015
Publication Date: 14/05/1996 Revision Date: 7/4/2000
Geographic Setting: USA Industry Setting: General Merchandise Stores
Company Size: Large organization
Event Year Start: 1991
Subjects: Bankruptcy, Financial Strategy, Corporate Planning, Valuation
Functional Area: Finance
Source: Ivey
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| Pacific Cares: Seizing a Market Opportunity
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| 15 pp.
| Case
Author(s): Ellis, Jim
Publication Date: 11/09/2006 Revision Date: 06/04/2008
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: E237
Industry Setting: Telecommunications industry
Subjects: Business growth; Information management; Technology management
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (E237TN), 5p, by Bethany Coates, Jim Ellis
Product Description: Ryan Snow and his business partner, Peter Pearson, faced challenges related to hyper-growth and maintaining customer satisfaction with regard to building Pacific Cares, a telephone technical support outsourcing company for laboratory and testing equipment. The two executives purchased the company in early 2003. Peter became CEO and Snow took on the role of President and Chairman. After running the company successfully for over two years, they continued to be optimistic about Pacific Cares’ growth trajectory. Since they took over, the organization had grown from 30 to 250 employees and revenue had doubled annually during the same time period. While confident of Pacific Cares‘ prospects, Peter and Ryan also pushed on the question of how much growth the company could productively absorb without sacrificing both quality and customer satisfaction. In their last meeting, the Board requested that the executives develop a 2-year outlook for the business based upon Ryan and Peter's assessment of how fast the company should accelerate. The Directors were primarily focused on whether to continue with the current “steady” growth, which was still considerable, but in line with the historic ramp, or to invest in a more “robust” strategy. The two executives wanted to build a large business as fast as possible and own the market before their competitors did. However, they were also sensitive to the impact on margins and the operationa
Source: Harvard
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| Pacific Century CyberWorks Ltd.: The Bid for Cable & Wireless HKT Ltd.
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| 19 pp.
| Case
Author(s): Chan, Su Han; Wang, Ko; Ho, Mary
Publication Date: 01/24/2002
Product Type: Case (Field)
Publisher: University of Hong Kong
Product Description: In late January 2000, Cable & Wireless plc (C&W) and Singapore Telecommunications Ltd. (SingTel) unveiled a proposed merger of equals between Cable & Wireless HKT (HKT) and SingTel. Both HKT and SingTel were the leading telecom operators in their local markets, and a merger between the two would create the second-largest full-service telecom provider in Asia outside Japan. Nonetheless, the proposed deal was received coolly in Hong Kong and Singapore, owing to uncertainty over its political and financial ramifications. Meanwhile, Pacific Century CyberWorks Ltd. (PCCW), a leading Internet start-up in Hong Kong, was considering launching a rival bid before SingTel sealed a deal with C&W. May be used with: (HKU172) Singapore Telecommunications Ltd.: The Bid for Cable & Wireless HKT Ltd.; (HKU174) The Divestiture of Cable & Wireless HKT Ltd.
HBS Number: HKU173
Geographic Setting: Singapore Industry Setting: Telecommunications industry
Event Year Start: 2000 Event Year End: 2000
Subjects: Competitive bidding; International business; Investments; Mergers; Negotiations; Telecommunications
Academic Discipline: Finance
Source: Harvard
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| Pacific Century CyberWorks: The Road to Privatisation
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| 18 pp.
| Case
Author(s): Fung, Hung Gay; Gao, Gerald Yong; Yau, Jot ; Khan, Zeba
Publication Date: 07/21/2009
Product Type: Case
Publisher: University of Hong Kong
HBS Number: HKU861
Geographic Setting: Hong Kong
Subjects: Assets; Cash flow; Price earnings ratio; Valuation; Privatization; Corporate governance
Academic Discipline: Finance
Supplementary Materials: Case Teaching Note, (HKU862), 20p, by Hung Gay Fung, Gerald Yong Gao, Jot Yau, Zeba Khan
Product Description: In November 2008, Pacific Century CyberWorks (“PCCW”), a telecommunications giant in Hong Kong, became the subject of a privatization proposal. The proposed buyback of minority shares was offered by PCCW’s substantial shareholders. Despite allegations of vote rigging faced by the joint offerers, the privatization proposal received the approval of stockholders in February 2009. This is a finance and corporate restructuring case that employs the discount cash flow model to ascertain the fair value of PCCW. The case also focuses on issues of corporate governance when a publicly traded company decides to go private.
Source: Harvard
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| PACIFIC DIRECT (A): ’THINK ENTREPRENEUR, THINK MRS LARA MORGAN‘
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| 12 pp.
| Case
Burke, A — Cranfield University
Brown, R — Cranfield University
Schaller, M — Cranfield University
Brady, J — Cranfield University
Wates, J — Cranfield University
Distributor: ecch (www.ecch.com) Reference: 808-044-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2008
Geo location: UK, China, Czechoslovakia Industry: Hotel amenities sector Size: Zero to 18 million turnover Timing: 1991-2007
Topics: Female entrepreneurs; Sustainable entrepreneurship; Small business start-ups; Growth; Selling; Vertical integration; Business school training
Abstract: This is the first of a two-case series (808-044-1 and 808-045-1). The case describes how Mrs Lara Morgan, the founder and sole owner of Pacific Direct, created and grew the hotel amenities supply company Pacific Direct, (between 1991 and 2008) and how she dealt with competitor takeover offers in 1997 (Case A) and early 2008 (Case B). The case emphasises how one lady entrepreneur can successfully de-risk the start-up and early growth of a new enterprise at a time when ’entrepreneurship is still constructed as male and masculine‘ (E de Pillis, IJEE, Vol 4, 2006); and in a manner emphasising environmental sustainability, development of staff and integration of the supply chain, that led to the creation of a significant international company with 400 employees and u19 million sales turnover in 2007. Highlights of the case, therefore, include the origins of Lara's entrepreneurial personality (ex-pat parents in Hong Kong, school experience in Scotland, development of early selling skills). The start-up phase was 'de-risked' by Lara beginning as a sales agent for an established Chinese supplier to the UK, leading to a self-financing, independent company. Later growth was based on ISO 9002 quality control standards and skilful use of outside traini
Source: ecch
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| PACIFIC DIRECT (B): ’SUSTAINABLE ENTREPRENEURSHIP?‘
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| 13 pp.
| Case
Burke, A — Cranfield University
Brown, R — Cranfield University
Schaller, M — Cranfield University
Brady, J — Cranfield University
Wates, J — Cranfield University
Distributor: ecch (www.ecch.com) Reference: 808-045-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2008
Geo location: UK, China, Czechoslovakia Industry: Hotel amenities sector Size: Zero to 18 million turnover Timing: 1991-2007
Topics: Female entrepreneurs; Sustainable entrepreneurship; Small business start-ups; Growth; Selling; Vertical integration; Business school training
Abstract: This is the second of a two-case series (808-044-1 and 808-045-1). The case describes how Mrs Lara Morgan, the founder and sole owner of Pacific Direct, created and grew the hotel amenities supply company Pacific Direct, (between 1991 and 2008) and how she dealt with competitor takeover offers in 1997 (Case A) and early 2008 (Case B). The case emphasises how one lady entrepreneur can successfully de-risk the start-up and early growth of a new enterprise at a time when ’entrepreneurship is still constructed as male and masculine‘ (E de Pillis, IJEE, Vol 4, 2006); and in a manner emphasising environmental sustainability, development of staff and integration of the supply chain, that led to the creation of a significant international company with 400 employees and u19 million sales turnover in 2007. Highlights of the case, therefore, include the origins of Lara's entrepreneurial personality (ex-pat parents in Hong Kong, school experience in Scotland, development of early selling skills). The start-up phase was 'de-risked' by Lara beginning as a sales agent for an established Chinese supplier to the UK, leading to a self-financing, independent company. Later growth was based on ISO 9002 quality control standards and skilful use of outside train
Source: ecch
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| Pacific Dunlop China (A): Beijing
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| 19 pp.
| Case
Upton, David; Seet, Richard
Describes the predicament of an overworked Western plant manager in a Chinese joint venture. The fourth in a line of such managers, he must deal with the combined problems of an inability to delegate, different customs and practices, and difficulties in information technology and plant control. Teaching Purpose: Teaches some basic issues in shop-floor control and scheduling, as well as the dominant problems of managing a plant in China as a Westerner.
HBS Number: 9-695-029 Type: Case (Field)
Publication Date: 1/7/1995 Revision Date: 8/1/1996
Geographic Setting: China and Australia Industry Setting: textiles Number of Employees: 300
Event Year Start: 1995 Event Year End: 1995
Subjects: China; Facilities; International operations; Managerial skills; Manufacturing; Operations management; Plant management; Production planning
Supplementary Materials: Teaching Note, (5-697-081), 26p, by David Upton, Christine Steinman
Source: Harvard
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| PACIFIC INTERNET LIMITED: SEIZING THE FUTURE
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| 21 pp.
| Case
Reick, O; Gleave, T
Publisher: Asian Business Case Centre
Distributor: ecch (www.ecch.com) Reference: 302-177-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2002
Geo location: Singapore Industry: Telecommunications Size: Large Timing: 2001
Topics: Marketing strategy; Internet service provider (ISP)
Abstract: In August 2001, Pacific Internet Limited (PacNet), Singapore’s second oldest and second largest Internet Service Provider (ISP), found itself struggling to regain profitability after experiencing two years of steady losses. In February 2001, industry veteran Tan Tong Hai was hired as CEO of the NASDAQ-listed company and given the mandate of returning PacNet to profitability. His specific challenge was to determine where to guide the new-economy company through a classic old-economy problem. That is, he had to decide if PacNet should try to capture more of the Internet services-related value chain through vertical integration. If so, he also needed to identify the specific domains in which the company should compete. Concomitantly, he needed to determine what markets to prioritise in terms of the company‘s existing services, as well as any future services. The case provides students with the opportunity to: (1) understand the wide range of potential options that telecoms-related companies have in developing their businesses; and (2) to evaluate the merits and drawbacks of a vertical integration versus a horizontal integration strategy in developing a telecoms-related business.
Source: ecch
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| Pacific Salmon Co., Inc.
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| 10 pp.
| Case
Author(s): El-Hage, Nabil N.; Froot, Kenneth A.; Payton, Christopher E.J.
Publication Date: 12/20/2004 Revision Date: 05/03/2006
Product Type: Case (Field)
Product Description: RRR, a $1 billion private equity fund, is trying to decide how much to bid for Pacific Salmon Inc. and how to finance the acquisition.
HBS Number: 9-205-031
Geographic Setting: Alaska Industry Setting: Fishing Gross Revenues: $260 million
Event Year Start: 1999 Event Year End: 1999
Subjects: Acquisitions; Bids; Capital structure; Food; Risk management; Valuation
Academic Discipline: Finance
Supplementary Materials: Supplement (Spreadsheet), (9-205-711), 0p, by Nabil N. El-Hage, Kenneth A. Froot, Christopher E.J. Payton
Source: Harvard
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| PACIFIC WEST CREDIT UNION: CASE A
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| 16 pp.
| Case
Charters, D — University of Waterloo
Gunz, S — University of Waterloo
McCutcheon, J — Wilfrid Laurier University
Distributor: ecch (www.ecch.com) Reference: 305-608-1 Language: English
Category: Strategy and General Management Data source: Generalised experience
Product Year: 2005
Geo location: British Columbia, Canada, US Industry: International business and law Size: Regional, international credit unions Timing: 2004
Topics: Global decision making; Global expansion; International business; International law; Finance
Abstract: This is the first of a two case series (305-608-1 and 305-609-1). This case has two primary focuses: (1) the impact of the Patriot Act on non-US businesses and the response of other jurisdictions to the legislation; and (2) the impact of intellectual property law in an international context and, in particular, one where business is conducted electronically. The case is designed for senior business students and is appropriate for use in strategy, international business or business law courses. There are two versions of the case. Version (A) includes excerpts of various pieces of legislation which students will need to interpret, whilst in version (B), the relevant legislation is summarised for the students. Version (A) is likely to be most appropriate for use in business law classes. The case is presented with a detailed teaching note.
Source: ecch
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| PACIFIC WEST CREDIT UNION: CASE B
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| 7 pp.
| Case
Charters, D — University of Waterloo
Gunz, S — University of Waterloo
McCutcheon, J — Wilfrid Laurier University
Distributor: ecch (www.ecch.com) Reference: 305-609-1 Language: English
Category: Strategy and General Management Data source: Generalised experience
Product Year: 2005
Geo location: British Columbia, Canada and US Industry: International business and law Size: Regional, international credit unions Timing: 2004
Topics: Global decision making; Global expansion; International business; International law; Finance
Abstract: This is the second of a two case series (305-608-1 and 305-609-1). This case has two primary focuses: (1) the impact of the Patriot Act on non-US businesses and the response of other jurisdictions to the legislation; and (2) the impact of intellectual property law in an international context and, in particular, one where business is conducted electronically. The case is designed for senior business students and is appropriate for use in strategy, international business or business law courses. There are two versions of the case. Version (A) includes excerpts of various pieces of legislation which students will need to interpret, whilst in version (B), the relevant legislation is summarised for the students. Version (A) is likely to be most appropriate for use in business law classes. The case is presented with a detailed teaching note.
Source: ecch
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| Packaged Products Co.: Handy-Pak Introduction
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| 20 pp.
| Case
Author(s): Cespedes, Frank V.; Goode, Laura
Publication Date: 11/10/1992 Revision Date: 06/07/1994
Product Type: Case (Field)
HBS Number: 9-593-057
Geographic Setting: United States Industry Setting: consumer packaged goods Company Size: large Number of Employees: 1,000 Gross Revenues: $1 billion revenues
Event Year Start: 1991 Event Year End: 1991
Subjects: Consumer marketing; Food; Marketing implementation; Marketing management; Marketing organization; Product management; Sales management
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-595-022), 16p, by Frank V. Cespedes
Product Description: The product manager and the market research director for a new line of snacking nuts are reviewing options concerning the upcoming roll-out of the product. These options include changes in pricing, promotional plans, and salesforce incentives intended to build support for the products across the various distribution and trade channels required for targeted sales goals. Teaching Purpose: A decision-oriented case, this material provides a good look at factors altering marketing and sales requirements in packaged-goods firms, as well as a realignment of one firm’s market research activities in order to deal with these new requirements.
Source: Harvard
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| Packet Design
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| 17 pp.
| Case
Author(s): Holloway, Chuck; Morgridge, John P.; Rudolph-Bose, Katherine
Publication Date: 05/14/2007
Product Type: Case
Publisher: Stanford University
HBS Number: E258
Geographic Setting: Silicon Valley
Subjects: Entrepreneurship; Leadership; Technology; Networking; Women in business; Start-ups; Networks
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (E258TN), 4p, by Chuck Holloway, John P. Morgridge, Katherine Rudolph-Bose
Product Description: The Packet Design case looks at successful serial entrepreneur Judy Estrin and her efforts to build a technology incubator immediately before the Internet bubble burst. The incubator’s failure caused Estrin to look anew at the key drivers of success in any business. By her own definition, a leader must have vision and passion for a company and product. Further, building a business for the long run, not for sale, is a critical component to Estrin‘s recipe for a venture success.
Source: Harvard
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| PacNet
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| 28 pp.
| Case
Author(s): Rohan, Dennis; Seiger, Alicia; Benning, Ma
Publication Date: 12/13/2002
Product Type: Case (Library)
Publisher: Stanford University
Product Description: Presents a full-scale business plan for the launch of an Internet service provider (ISP) for the Pacific Rim. Set in 1993, the case has a short introduction, followed by the business plan for PacNet. Dr. Kevin Wong, PacNet’s founder, plans to take advantage of the exponential industry growth by becoming the dominant provider of Internet services to Pacific Rim businesses. PacNet‘s growth strategy depends on acquisition and consolidation of ISPs and the development of proprietary software through partnerships. Teaching Purpose: To consider a business proposal and evaluate the business opportunity, management team, financing strategy, and risks.
HBS Number: E138
Geographic Setting: Silicon Valley, CAIndustry Setting: Internet
Event Year Start: 1993Event Year End: 1993
Subjects: Acquisitions; Business plans; Entrepreneurship; Financing; Growth strategy; Internet; Partnerships; Silicon Valley
Academic Discipline: Competitive strategy
Source: Harvard
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| Pain in the (Supply) Chain
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| 12 pp.
| Article
Author(s): Butman, John
Publication Date: 05/01/2002
Product Type: Harvard Business Review Article
Product Description: It’s the end of the quarter, and the sales staff at Exceso Corp. is scrambling to meet CEO R. Foley Vinton‘s overheated 9% sales target. Sure, the sales team has always hit its target in the past, and yes, that number was based on its forecast data. But the fact is, the projection was based on raw data. And as Martin Wu, the company's head of sales, warns Vinton, sales will do well to hit 3%. Vinton remains unconvinced. He has already given that number to the analyst community, and, he thinks, if he keeps up the pressure, Wu will find a way to make it, just like he always does. So Wu and his sales team do what they have done in the past — discount the heck out of their product and load up the distribution channel. That's great news for Alice Dias over at Flemings ValuMart. She just stocked up on 3,000 cases of ClickZipPlus at a 6% discount to the standing price, with the idea of shipping most of it to diverters and to other ValuMarts in regions that haven't been offered such a good deal. But it's bewildering to analyst Andrea Valdini who, after Vinton has just shepherded her through a plant cranking at full production, can't find any eight-packs at a store near the very offices where she and her colleagues are pondering the health of Exceso's stock. “They can't keep this up much longer,” suggests a ValuMart manager, pointing to the empty shelves that are the ClickZipPlus display. As he falls asleep that night, Vinton thinks they'll be able to kick the loading habit — someday, when the timing's better. But should they?
HBS Number: R0205A
Subjects: Operating systems; Operations management; Production scheduling; Supply & demand
Academic Discipline: Operations management
Source: Harvard
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| PAKISTAN STEPPING INTO THE FUTURE: AUTOMOBILE INDUSTRY OF PAKISTAN
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| 20 pp.
| Technical note
Rahman, A A — MAJU - Mohammad Ali Jinnah University
Hussain, S — MAJU - Mohammad Ali Jinnah University
Fuad, H — MAJU - Mohammad Ali Jinnah University
Distributor: ecch (www.ecch.com) Reference: 205-001-6 Language: English
Category: Economics, Politics and Business Environment Data source: Published sources
Product Year: 2005
Geo location: Pakistan Industry: Automobile Size: 150,000 employees Timing: 2004
Topics: Automobile industry of Pakistan; Deletion programmes; Trade-related investment measures (TRIMS); Local content requirements; World Trade Organisation (WTO); Pakistan; Automotive forecast; India; Market share; Compound annual growth rate (CAGR); Overview;
Abstract: With a view to developing a local manufacturing base, Pakistan provided tariff-based protection for the automobile industry. This in turn led to large investments by the automobile assemblers and vendors, to the tune of US$1.707 billion, providing thousands of jobs and contributing billions in duties and taxes to the National Exchequer and to the gross domestic product over the years. The surging demand in recent years has encouraged the industry to plan major capacity expansions to increase their volumes which would help bring down the prices. The government, therefore, will have to strike a very delicate balance between consumer welfare and the need to develop the engineering industry and foster investor confidence by avoiding abrupt policy shifts. The phenomenal growth recorded by the domestic auto industry warrants some breathing room to adjust for the international exposure. The automobile sector of Pakistan promises greater industry competition and a brighter future. It will not be wrong to say that Pakistan will soon prove itself to be the next automobile hub of the world.
Source: ecch
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| PAKISTAN STEPPING INTO THE FUTURE: HOTEL INDUSTRY OF PAKISTAN
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| 11 pp.
| Technical note
Rahman, A A — MAJU - Mohammad Ali Jinnah University
Naseem, S — MAJU - Mohammad Ali Jinnah University
Khan, D J — MAJU - Mohammad Ali Jinnah University
Distributor: ecch (www.ecch.com) Reference: 205-034-6 Language: English
Category: Economics, Politics and Business Environment Data source: Published sources
Product Year: 2005
Geo location: Pakistan Industry: Hotel Size: 80,000 employees Timing: 2005
Topics: Hotel industry; Pakistan; Top hotels in Pakistan; Holiday Inn; Tourism; India; KFC (Kentucky Fried Chicken); Pizza Hut; McDonalds; Marriott; Serena; Avari; Sheraton; Dunkin’ Donuts; Restaurants
Abstract: The future of the hotel industry of Pakistan is very bright mainly because of government initiatives. The relationship between Pakistan and India is getting better, the investment climate in Pakistan is improving and government is giving more and more incentives to foreign investors. The law and order situation is also getting better and the tourism industry is being given special incentives for promotion of the hotel business. With the introduction of food streets and food parks in almost every major city of Pakistan and the influx of a number of international food chains in recent years, like McDonalds, KFC (Kentucky Fried Chicken), Pizza Hut, Subway and Dunkin‘ Donuts, the hotel and restaurant industry offers a new horizon of opportunities for this beautiful South Asian country.
Source: ecch
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| PAKISTAN STEPPING INTO THE FUTURE: SPORTS INDUSTRY OF PAKISTAN
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| 15 pp.
| Technical note
Rahman, A A — MAJU - Mohammad Ali Jinnah University
Khan, M N — MAJU - Mohammad Ali Jinnah University
Usman, M — MAJU - Mohammad Ali Jinnah University
Distributor: ecch (www.ecch.com) Reference: 704-067-6 Language: English
Category: Ethics and Social Responsibility Data source: Published sources
Product Year: 2004
Topics: Sports industry; Pakistan; Ethics; Social responsibility; Child labour; Sialkot; WTO (World Trade Organisation); Foreign investment; FDI (foreign direct investment); Pakistan economy; Developing countries; India; Bangladesh; China; Investment
Abstract: Pakistan is one of the top manufacturers and exporters of sports goods in the world. Sialkot is one of the most modern and economically booming cities of Pakistan, in manufacturing establishment, employment and export sectors of the industry. There is a huge potential for foreign investment in this sector, as it is clear that many multinationals have been outsourcing from Pakistan. Pakistan’s sports goods have their identity in the export market. Major multinationals like Nike and Adidas are outsourcing from Pakistan. Pakistani exports of sports goods declined half a decade ago due to non-tariff barriers like ISO-9000, environmental issues and child labour. Pakistan has recently participated in the world‘s largest sports goods fair ISPO Summer, held in Munich. About 32 exporters of sports goods participated in that exhibition. Pakistan as a resource rich country, if exploited properly, can play a significant role in the world economy. Pakistan with its rich and hospitable culture welcomes foreign investors to come here to discover and utilise the vast untapped potential.
Source: ecch
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| PAKISTAN STEPPING INTO THE FUTURE: THE CELLULAR INDUSTRY OF PAKISTAN
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| 10 pp.
| Case
Rahman, A A — MAJU - Mohammad Ali Jinnah University
Sheeraz Saleem, C — MAJU - Mohammad Ali Jinnah University
Faiz, N — MAJU - Mohammad Ali Jinnah University
Distributor: ecch (www.ecch.com) Reference: 204-136-1 Language: English
Category: Economics, Politics and Business Environment Data source: Published sources
Product Year: 2004
Geo location: Pakistan Industry: Cellular industry Size: 10,000 employees Timing: 2004
Topics: Cellular industry; Pakistan; Business environment; Pakistan Telecommunication Authority (PTA); Mobilink; Instaphone; Paktel; Ufone; Telenor; Al-Wareed; Pakistan Telecommunication Company Limited (PTCL); Economic environment; Cell-phone trends; Telecommuni
Abstract: There is great potential for expansion of the cellular mobile industry in Pakistan, as is reflective from the 500 percent increase in the number of mobile phone users over the last two years. Pakistan Telecommunication Company Limited (PTCL) has taken a number of steps to meet the growing demand of the customers. These include 50 to 60 percent reduction in charges on nationwide and international calls and 99 percent digitalisation of its network. The entire set up would be made digital by the end of this year, achieving a unique feat in the region. The fixed phone trend is being changed and demand for cellular phones is increasing day by day. By 2006, mobile phones would dominate fixed line phones in Pakistan. The cellular industry of Pakistan holds great promise in the future. The advent of new technologies, rigorous and innovative marketing, efficiency and cost saving can lead to a rapid and consistent growth in this sector. This case describes the cellular industry of Pakistan as it exists in 2004 with promising prospects for incoming foreign investors.
Source: ecch
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| PAKISTAN STEPPING INTO THE FUTURE: THE GEMS AND JEWELRY INDUSTRY OF PAKISTAN
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| 15 pp.
| Case
Hassan, F — MAJU - Mohammad Ali Jinnah University
Asghar, K — MAJU - Mohammad Ali Jinnah University
Vaseer, A — MAJU - Mohammad Ali Jinnah University
Distributor: ecch (www.ecch.com) Reference: 205-031-1 Language: English
Category: Economics, Politics and Business Environment Data source: Field research
Product Year: 2005
Topics: SMEDA (Small and Medium Enterprise Development Authority); Gems and jewellery sector of Pakistan; Pakistan; Global trade of jewellery; Major trade players; Requirement for the gem and jewellery sector; Opportunity rationale; Process flow; Raw material; Ke
Abstract: Nature has gifted Pakistan with rich deposits of some of the finest and valuable gemstones in the world. Most of these deposits are concentrated in the northern areas, Malakand division, Bajaur agency etc. A variety of gemstones, including Emerald, Ruby, Peridot, Aquamarine and Topaz, which have a worldwide demand, are mined and traded for local and foreign markets. The All Pakistan Commercial Exporters Association of Rough and Unpolished Precious and Semi-Precious Stones are working for the betterment of this sector. Other associations include the All Pakistan Gem Merchant and Jewellers Association and the Gemstone promotion committee.
Source: ecch
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| PAKISTAN STEPPING INTO THE FUTURE: THE RADIO BROADCASTING INDUSTRY OF PAKISTAN
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| 11 pp.
| Technical note
Rahman, A A — MAJU - Mohammad Ali Jinnah University
Bhatti, N I — MAJU - Mohammad Ali Jinnah University
Ali, U — MAJU - Mohammad Ali Jinnah University
Distributor: ecch (www.ecch.com) Reference: 204-182-6 Language: English
Category: Economics, Politics and Business Environment Data source: Published sources
Product Year: 2004
Topics: Broadcasting; Radio; Pakistan; FM100; FM99; FM101; Radio Pakistan; Pemra; Power99; Industry
Abstract: The future role of radio broadcasting in Pakistan has already begun to take shape. Entertainment channels, more radio stations with specialised services will come up. The world stepped into the twenty-first century with revolutionary developments and an unprecedented expansion of electronic media’s domain. In our part of the globe, television, VCR, DVD, dish, cable TV and Internet have made their debut in quick succession. In this fast changing media environment, radio, which reigned supreme for a long time, has been pushed away into the back seat. But, in times to come radio is destined to play an important role in our society. In fact, it is now on the verge of transition. Instead of handling responsibilities of a multifarious nature through a single countrywide network, it now appears to be moving towards localised set-ups offering specialised services. With the government now inclined to permit private radio, progress is expected to accelerate.
Source: ecch
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| PALAMON CAPITAL PARTNERS/TEAMSYSTEM S.P.A. (v. 3.5)
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| 20 pp.
| Case
Author(s): Bruner, Robert F.; Rynbrandt, Chad; Carr, Sean
Darden ID: UVA-F-1331
Published: 5/21/2001
Revised: 12/22/2005
Copyright Year: 2001
Subject Area: Finance
Keywords: private equity, valuation, discounted cash flow, multiples, leverage
Teaching Note: UVA-F-1331TN
Student Spreadsheet: UVA-S-F-1331
Faculty Spreadsheet: UVA-S-F-1331TN
Abstract: In February 2000, a managing partner of a U.K.-based private equity fund, Palamon Capital Partners, faced the decision of whether to invest in an Italian software company, TeamSystem, S.p.A. The rationale for this investment was a belief in the rapid future consolidation of the enterprise software industry in Italy, in combination with improvements in operating performance believed to arise from a stronger investor orientation after the transaction. The transaction entailed a leveraged recapitalization of the target that would significantly change its ownership, control and leverage. The task for the student is to evaluate the attractiveness of the investment, based on a strategic appraisal, a valuation of the target with its new capitalization, and an assessment of the proposed deal structure.
Source: Darden
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| 20 pp.
| Case
Author(s): Bruner, Robert F.; Rynbrandt, Chad; Carr, Sean
Darden ID: UVA-F-1331
Published: 5/21/2001
Revised: 12/22/2005
Copyright Year: 2001
Subject Area: Finance
Keywords: private equity, valuation, discounted cash flow, multiples, leverage
Teaching Note: UVA-F-1331TN
Student Spreadsheet: UVA-S-F-1331
Faculty Spreadsheet: UVA-S-F-1331TN
Abstract: In February 2000, a managing partner of a U.K.-based private equity fund, Palamon Capital Partners, faced the decision of whether to invest in an Italian software company, TeamSystem, S.p.A. The rationale for this investment was a belief in the rapid future consolidation of the enterprise software industry in Italy, in combination with improvements in operating performance believed to arise from a stronger investor orientation after the transaction. The transaction entailed a leveraged recapitalization of the target that would significantly change its ownership, control and leverage. The task for the student is to evaluate the attractiveness of the investment, based on a strategic appraisal, a valuation of the target with its new capitalization, and an assessment of the proposed deal structure.
Source: Darden
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| PALLISER FURNITURE LTD.
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| 17 pp.
| Case
Beamish PW; Goerzen A
Palliser is a large, successful family-owned furniture manufacturer in Manitoba, Canada, that must respond to the increasingly global nature of its business. Its current business strategy, a product of international trade liberalization, is clearlycentered on exports to the U.S. However, management perceives risks and limitations to growth with their current product/market position and must decide whether and how to change. Management is faced with a foreign entry mode decision in Mexicoand/or China.This case is suitable for a course on international management, international marketing, or strategic management. (A three-minute video can be purchased with this case, video 7A98M036.) Industry: Furniture and Fixtures Issues: International Business, Market Entry, Investment Analysis, Plant Location Location: Canada/USA/Mexico/China Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: Ivey #: 9A98M036
Source: Ivey
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| Pallotta TeamWorks
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| 23 pp.
| Case
Author(s): Grossman, Allen; Kind, Liz
Publication Date: 04/12/2002
Product Type: Case (Field)
Product Description: Pallotta Team Works is a for-profit, privately owned company that produces multiday fundraising events for nonprofit organizations. Dan Pallotta, the 40-year-old CEO, founded the enterprise in 1992. The company has grown rapidly, having raised over $200 million for charities. As the boundaries between the for-profit and nonprofit sectors blur, this case provides an example of how a for-profit entrepreneurial approach and the market test where the lines between the two sectors are drawn. Pallotta and the company’s aggressive style, plus the basic business model, generate a significant amount of controversy among nonprofit organizations and the press. Pallotta is outspoken about the merits of his business model, the appropriateness of his salary, and his company‘s marketing approach. He wants to increase total philanthropy in the United States. "How many ads for charity did you see on the Super Bowl this year," exclaims Pallotta.
HBS Number: 9-302-089
Industry Setting: social enterprise
Subjects: Business plans; Charities; Entrepreneurship; Nonprofit marketing; Nonprofit organizations; Philanthropy; Public relations; Social enterprise
Academic Discipline: Social enterprise & ethics
Source: Harvard
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| Palm (A): The Debate on Licensing Palm’s OS (1997)
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| 14 pp.
| Case
Author(s): Boudreau, Kevin ; Casadesus - Masanell, Ramon ; Mitchell, Jordan
Publication Date: 05/20/2008 Revision Date: 03/08/2010
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 708514
Geographic Setting: United States Number of Employees: under 1000 Gross Revenue: $7 million
Event Year Start: 1997 Subjects: Planning systems; Computers; Innovation; Technology; Business models; Competition; Competitive advantage; Business growth; Products
Academic Discipline: General management
Supplementary Materials: Supplement, (708515), 6p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell; Supplement, (708516), 5p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell; Supplement, (708517), 3p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell
Product Description: This case series looks at three important inflection points in Palm’s history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm‘s decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.
Source: Harvard
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| Palm (B): 2001
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| 6 pp.
| Case
Author(s): Casadesus - Masanell, Ramon ; Boudreau, Kevin ; Mitchell, Jordan
Publication Date: 05/20/2008 Revision Date: 03/08/2010
Product Type: Supplement (Library)
Publisher: Harvard Business School
HBS Number: 708515
Geographic Setting: United States Number of Employees: 1000 Gross Revenue: $1.6 billion
Event Year Start: 2001 Subjects: Planning systems; Computers; Innovation; Technology; Business models; Competition; Competitive advantage; Business growth; Products
Academic Discipline: General management
Supplementary Materials: Supplement, (708516), 5p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell; Supplement, (708517), 3p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell
Product Description: This case series looks at three important inflection points in Palm’s history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm‘s decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.
Source: Harvard
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| Palm (C): 2005
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| 5 pp.
| Case
Author(s): Casadesus - Masanell, Ramon ; Boudreau, Kevin ; Mitchell, Jordan
Publication Date: 05/20/2008 Revision Date: 03/08/2010
Product Type: Supplement (Library)
Publisher: Harvard Business School
HBS Number: 708516
Geographic Setting: United States Number of Employees: 1200 Gross Revenue: $1.3 billion
Event Year Start: 2005 Subjects: Planning systems; Computers; Innovation; Technology; Business models; Competition; Competitive advantage; Business growth; Products
Academic Discipline: General management
Supplementary Materials: Supplement, (708517), 3p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell
Product Description: This case series looks at three important inflection points in Palm’s history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm‘s decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.
Source: Harvard
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| Palm (D): Epilogue as of 2008
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| 3 pp.
| Case
Author(s): Casadesus - Masanell, Ramon ; Boudreau, Kevin ; Mitchell, Jordan
Publication Date: 05/20/2008 Revision Date: 03/08/2010
Product Type: Supplement (Library)
Publisher: Harvard Business School
HBS Number: 708517
Geographic Setting: United States Number of Employees: 1200 Gross Revenue: $1.6 billion
Event Year Start: 2008 Subjects: Planning systems; Computers; Innovation; Technology; Business models; Competition; Competitive advantage; Business growth; Products
Academic Discipline: General management
Product Description: This case series looks at three important inflection points in Palm’s history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm‘s decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.
Source: Harvard
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| Palm Computing, Inc. (A)
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| 11 pp.
| Case
Hart, Myra
Discusses patents, licenses, and deal-making in a start-up venture. The entrepreneur, Jeff Hawkins, holds a patent on Palm Print, a pattern recognition algorithm. After licensing Palm Print to his employer, he led three years of development of commercial products for the company. Focuses on Hawkins’s efforts to start up a new, noncompeting venture that requires cross-licenses for the Palm Print enhancements. The employer wants Hawkins to stay to develop the new products "in-house," so resists making an agreement. Teaching Purpose: Introduces discussion of intellectual property as a resource—patent, licenses, employment agreements--and deal-making that involves sharing of intellectual property.
HBS Number: 9-396-245 Type: Case (Field)
Publication Date: 1/22/1996
Geographic Setting: Silicon Valley, CA Industry Setting: computer software
Company Size: start-up
Subjects: Entrepreneurship; Licensing; Patents; Silicon Valley; Software
Source: Harvard
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| Palm Computing, Inc.—1995: Financing Challenges
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| 12 pp.
| Case
Hart, Myra; Dodson, Stephanie
The president, Donna Dubinsky, and the chairman and founder, Jeff Hawkins, discuss an opportunity to sell their company to U.S. Robotics. They must weigh this option versus accepting venture capital funding, partnering with a large company that could provide distribution channels and capital, or continuing a search for capital from other sources. Teaching Purpose: To explore challenges and opportunities of forming business partnerships to finance growth. Reviews options of venture capital funding, corporate partnerships, and outright sale of the company.
HBS Number: 9-898-090 Type: Case (Field)
Publication Date: 11/17/1997 Revision Date: 8/27/1998
Geographic Setting: Los Altos, CA Industry Setting: computing devices, software
Company Size: start-up Number of Employees: 30 Gross Revenues: $10 million revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Computer industry; Entrepreneurial finance; Financing; Partnerships; Silicon Valley; Software; Venture capital
Supplementary Materials: Teaching Note, (5-899-071), 13p, by Myra Hart, Stephanie Dodson
Source: Harvard
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| Pamela Spencer: Is the Customer Always Right?
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| 8 pp.
| Case
Chirstina L. Grippi; Carol A. Brown; John W. Mullins
The new manager of a high-end retail home improvement store must deal with an irate customer who is dissatisfied with the installation of a fence supplied and installed by the store. The fence has been damaged in a windstorm, and the customer wants something done about it. The situation is complicated by the fact that the customer in question is a difficult, though frequent, one and by the fact that the store is in a turnaround situation in which the prospective cost of replacing the fence may delay the store’s achieving profitability for the quarter, thereby causing employees to miss possible bonuses for the quarter. The student is asked to decide what he or she, as the store manager, would do or not do to satisfy the customer whose fence has been damaged.
Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 2
Subjects: Marketing, Market Orientation, Marketing Concept, Customer Satisfaction
Source: NACRA
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| Pandesic: The Challenges of a New Business Venture (A)
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| 19 pp.
| Case
Author(s): Bower, Joseph L.; Gilbert, Clark
Publication Date: 03/08/1999 Revision Date: 08/30/2005
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 399129
Geographic Setting: Silicon Valley Number of Employees: 100
Event Year Start: 1996 Event Year End: 1996
Subjects: Entrepreneurial management; Joint ventures; Internet
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement, (399130), 5p, by Clark Gilbert; Case Teaching Note, (399131), 12p, by Clark Gilbert
Product Description: Pandesic is a joint venture of SAP and Intel designed to develop turnkey information architectures for marketspace companies. The case explores the problems of developing the joint venture from the perspective of its general management. Describes the development of its strategy and organization. At the end of the case, performance is poor and Harold Hughes (Intel) steps in from his position as part-time chairman to run Pandesic. Recommended for use with [399126], [399127], [300039], [300040], and [310038]. Supplemented by [399130].
Source: Harvard
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| 19 pp.
| Case
Author(s): Bower, Joseph L.; Gilbert, Clark
Publication Date: 03/08/1999 Revision Date: 08/30/2005
Product Type: Case (Field)
Product Description: Pandesic is a joint venture of SAP and Intel designed to develop turnkey information architectures for marketspace companies. The case explores the problems of developing the joint venture from the perspective of its general management. Describes the development of its strategy and organization. At the end of the case, performance is poor and Harold Hughes (Intel) steps in from his position as part-time chairman to run Pandesic.
HBS Number: 9-399-129
Geographic Setting: Silicon Valley Industry Setting: Internet & online services industries; E-commerce Number of Employees: 100
Event Year Start: 1996 Event Year End: 1996
Subjects: Electronic commerce; Entrepreneurial management; Internet; Joint ventures
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Field), (9-399-130), 5p, by Joseph L. Bower, Clark Gilbert; Teaching Note, (5-399-131), 12p, by Joseph L. Bower, Clark Gilbert
Source: Harvard
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| Pandora Radio: Fire Unprofitable Customers?
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| 13 pp.
| Case
Author(s): Shih, Willy; Tecco, Halle
Publication Date: 03/02/2010 Revision Date: 03/12/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 610077
Geographic Setting: California Number of Employees: 150 Gross Revenue: $25M
Event Year Start: 2004 Event Year End: 2009
Subjects: Strategy analysis; Entrepreneurial management; Customer profitability; Business to consumer; Execution; Internet; Disruptive innovation; Growth strategy
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (610078), 14p, by Willy Shih; Video Supplement, (610714), 10p, by Willy Shih, Halle Tecco
Product Description: Pandora Radio is at a crossroads. Founder Tim Westergren has just been told by a well known VC to get rid of his unprofitable customers in order to get his costs down, but Westergren is not sure that such actions are consistent with his company’s business model. Pandora Radio is the largest Internet music stream site, and its rapidly growing user base loves the free customizable music stream under an advertising supported model. Pandora has to pay royalties for every song streamed, and has other variable costs that scale linearly with hours consumed, but it has taken no steps to restrict the amount of usage among its heaviest and most loyal users. Can Pandora make its model work when a significant percentage of its users cause it to lose money?
Source: Harvard
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| 13 pp.
| Case
Author(s): Shih, Willy; Tecco, Halle
Publication Date: 03/02/2010 Revision Date: 03/12/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 610077
Geographic Setting: California Number of Employees: 150 Gross Revenue: $25M
Event Year Start: 2004 Event Year End: 2009
Subjects: Strategy analysis; Entrepreneurial management; Customer profitability; Business to consumer; Execution; Internet; Disruptive innovation; Growth strategy
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (610078), 14p, by Willy Shih; Video Supplement, (610714), 10p, by Willy Shih, Halle Tecco
Product Description: Pandora Radio is at a crossroads. Founder Tim Westergren has just been told by a well known VC to get rid of his unprofitable customers in order to get his costs down, but Westergren is not sure that such actions are consistent with his company’s business model. Pandora Radio is the largest Internet music stream site, and its rapidly growing user base loves the free customizable music stream under an advertising supported model. Pandora has to pay royalties for every song streamed, and has other variable costs that scale linearly with hours consumed, but it has taken no steps to restrict the amount of usage among its heaviest and most loyal users. Can Pandora make its model work when a significant percentage of its users cause it to lose money?
Source: Harvard
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| Paper and More
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| 15 pp.
| Case
Author(s): Watson, Noel
Publication Date: 03/24/2004 Revision Date: 03/14/2007
Product Type: Case (Gen Exp)
HBS Number: 9-604-093
Geographic Setting: United States Industry Setting: Retail industry
Event Year Start: 1994 Event Year End: 1994
Subjects: Expansion; Forecasting; Inventory management
Academic Discipline: Operations management
Supplementary Materials: Supplement (Spreadsheet), (9-604-703), 0p, by Noel Watson; Teaching Note, (5-605-018), 30p, by Noel Watson
Product Description: Provides a context and exercise for introducing retail inventory management, including cost optimization, service-level criteria, and forecasting in single and multiproduct settings. The owner of a single-location paper and paper products store considers the implications of expansion for inventory management. Considerations include lost sales, retail metrics for multiproduct settings, and shelf space constraints. An Excel spreadsheet accompanies and is integral to the case, allowing students to explore these issues. For spreadsheet inquiries, please contact customer service at 1-800-545-7685 or custserv@hbsp.harvard.edu
Source: Harvard
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| Paper and More (A)
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| 11 pp.
| Case
Author(s): Watson, Noel
Publication Date: 07/19/2005 Revision Date: 01/07/2009
Product Type: Case (Gen Exp)
HBS Number: 606023
Geographic Setting: United States Industry Setting: Paper industry; Retail industry
Event Year Start: 1994 Event Year End: 1994
Subjects: Expansion; Forecasting; Inventory management
Academic Discipline: Operations management
Supplementary Materials: Supplement (Spreadsheet), (606715), 0p, by Noel Watson; Teaching Note, (607115), 16p, by Noel Watson; Teaching Note, (605018), 30p, by Noel Watson
Product Description: Provides a context and exercise for introducing retail inventory management, including cost optimization, service-level criteria, and forecasting in single and multiproduct settings. The owner of a single-location paper and paper products store considers the implications of expansion for inventory management. Considerations include lost sales, retail metrics for multiproduct settings, and shelf space constraints.
Source: Harvard
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| 11 pp.
| Case
Author(s): Watson, Noel
Publication Date: 07/19/2005 Revision Date: 01/07/2009
Product Type: Case (Gen Exp)
HBS Number: 606023
Geographic Setting: United States Industry Setting: Paper industry; Retail industry
Event Year Start: 1994 Event Year End: 1994
Subjects: Expansion; Forecasting; Inventory management
Academic Discipline: Operations management
Supplementary Materials: Supplement (Spreadsheet), (606715), 0p, by Noel Watson; Teaching Note, (607115), 16p, by Noel Watson; Teaching Note, (605018), 30p, by Noel Watson
Product Description: Provides a context and exercise for introducing retail inventory management, including cost optimization, service-level criteria, and forecasting in single and multiproduct settings. The owner of a single-location paper and paper products store considers the implications of expansion for inventory management. Considerations include lost sales, retail metrics for multiproduct settings, and shelf space constraints.
Source: Harvard
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| 11 pp.
| Case
Author(s): Watson, Noel
Publication Date: 07/19/2005 Revision Date: 01/07/2009
Product Type: Case (Gen Exp)
HBS Number: 606023
Geographic Setting: United States Industry Setting: Paper industry; Retail industry
Event Year Start: 1994 Event Year End: 1994
Subjects: Expansion; Forecasting; Inventory management
Academic Discipline: Operations management
Supplementary Materials: Supplement (Spreadsheet), (606715), 0p, by Noel Watson; Teaching Note, (607115), 16p, by Noel Watson; Teaching Note, (605018), 30p, by Noel Watson
Product Description: Provides a context and exercise for introducing retail inventory management, including cost optimization, service-level criteria, and forecasting in single and multiproduct settings. The owner of a single-location paper and paper products store considers the implications of expansion for inventory management. Considerations include lost sales, retail metrics for multiproduct settings, and shelf space constraints.
Source: Harvard
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| Paragould City Cable
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| 18 pp.
| Case
Author(s): Emmons, Willis
Publication Date: 10/26/1993 Revision Date: 10/21/1996
Product Type: Case (Field)
Product Description: Unhappy with the prices provided by the local, privately owned cable television operator, the city of Paragould, Arkansas constructs a competing municipally owned cable system. Once in operation, Paragould City Cable faces vigorous competition from the incumbent private operator. In the fall of 1993, City Cable Manager Larry Watson must decide what strategic changes, if any, to make in light of the municipal system’s persistent losses.
HBS Number: 9-794-030
Geographic Setting: Paragould, AR Industry Setting: Cable television industry
Subjects: Competition; Industry structure; Local government; Regulated industries; Telecommunications
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-797-058), 18p, by Willis Emmons
Source: Harvard
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| Paresh Patel: Building a Life in the Context of Global Business — October 2007
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| 23 pp.
| Case
Author(s): Stevenson, Howard H.; Spence, Shirley M.
Publication Date: 02/03/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 809045
Gross Revenue: 830 mm
Event Year Start: 2007 Subjects: Entrepreneurship; Work life balance
Academic Discipline: Entrepreneurship
Product Description: This case tells the story of Paresh Patel, born in Boston to an Indian immigrant family, as he develops an entrepreneurial career, participates in the Indian diaspora, and builds a family life. It provides background on Paresh’s heritage; describes his youth and education (including HBS); his learning experience as the manager of a large family fund; his decision to launch a hedge fund in India; and the first years of the venture. It also profiles Nirva Patel, and describes how they met, married, and managed the transition to a new life in Mumbai, including the impact on her career and personal aspirations. The case issue, set in October 2007, is whether to have their first child in Mumbai, or return to the U.S. for the delivery.
Source: Harvard
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| Parisian Revival
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| 22 pp.
| Case
Author(s): Lal, Rajiv; Knoop, Carin-Isabel
Publication Date: 03/24/2006 Revision Date: 10/25/2007
Product Type: Case (Field)
HBS Number: 9-506-035
Geographic Setting: United States Industry Setting: Retail industry
Event Year Start: 2005 Event Year End: 2005
Subjects: Growth strategy; Marketing; Profitability; Turnarounds
Academic Discipline: Marketing
Product Description: In mid-2005, George Jones had two jobs: head of Saks Inc.’s 41-store Parisian department store chain as well as president and CEO of the Saks Department Store Group (SDSG), an umbrella for seven chains with a total of 182 stores across the United States. In 2003 Jones had taken over direct management of the faltering Birmingham, Alabama-based Parisian, which operated moderate to upscale department stores in the southeastern United States. By mid-2005, he had succeeded in turning the business around. According to Jones, “between Q2 2003 and Q2 2005, we have registered eight successive growth quarters all the while reducing expenses. We had a dramatic impact on almost all of our stores. While some are growing at a single digit rate, we have registered 20% to 40% sales growth in many of our stores. Turns are up nearly 20% and profitability has improved over 90%.
Source: Harvard
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| 22 pp.
| Case
Author(s): Lal, Rajiv; Knoop, Carin-Isabel
Publication Date: 03/24/2006 Revision Date: 10/25/2007
Product Type: Case (Field)
HBS Number: 9-506-035
Geographic Setting: United States Industry Setting: Retail industry
Event Year Start: 2005 Event Year End: 2005
Subjects: Growth strategy; Marketing; Profitability; Turnarounds
Academic Discipline: Marketing
Product Description: In mid-2005, George Jones had two jobs: head of Saks Inc.’s 41-store Parisian department store chain as well as president and CEO of the Saks Department Store Group (SDSG), an umbrella for seven chains with a total of 182 stores across the United States. In 2003 Jones had taken over direct management of the faltering Birmingham, Alabama-based Parisian, which operated moderate to upscale department stores in the southeastern United States. By mid-2005, he had succeeded in turning the business around. According to Jones, “between Q2 2003 and Q2 2005, we have registered eight successive growth quarters all the while reducing expenses. We had a dramatic impact on almost all of our stores. While some are growing at a single digit rate, we have registered 20% to 40% sales growth in many of our stores. Turns are up nearly 20% and profitability has improved over 90%.
Source: Harvard
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| PARIVAAR: A FAMILY FOR DESTITUTE CHILDREN
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| 25 pp.
| Case
Ray, S — ISB Campus Bookstore
Thakur, M — ISB Campus Bookstore
Distributor: ecch (www.ecch.com) Reference: 807-014-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2007
Geo location: Kolkata Industry: Voluntary Size: Approx 200 people Timing: December 2001 to December 2004
Topics: Entrepreneur; Resource; Environment; Network; Capabilities
Abstract: The case study is aimed at understanding the process of social entrepreneurship. The case depicts the interaction of individual and environmental factors and the processes that make a new born social enterprise a success through augmenting and combining the necessary human, financial and social capital. Parivaar, as the name suggests, is meant to provide a home for the homeless and family-less children. But, home is not the sole mission. Parivaar wants children to experience normal childhood so that they can become socially responsible and successful citizens when they grow up. Parivaar has identified education as a means to achieve this. In an effort to mainstream children, they are sent to good schools in the locality to study with normal children. After school hours, children are provided value based additional inputs through various informal methods to supplement the education they receive at school. Parivaar has about 75 children and 21 personnel within one year of its inception. Already, some of the children are the best students in their classes. Parivaar is on a growth path, from its sole centre it soon plans to add two more centres with collaboration from other organisations and support from IIM (Indian Institute of Management) and IIT (Indian Institute of Technology) alumni and faculty. Parivaar was started by Vinayak Lohani, who gave up a lucrative career in the field of technology and management, after graduating from IIT and IIM. In fact, Parivaar is
Source: ecch
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| Parks Capital — Investment in US Retail, Inc.
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| 10 pp.
| Case
Author(s): Parks, Stephen; El-Hage, Nabil N.
Publication Date: 01/08/2008
Product Type: Case (Field)
HBS Number: 208104
Industry Setting: Retail industry Gross Revenues: 1.4 billion
Event Year Start: 2003 Event Year End: 2003
Subjects: Mergers & Acquisitions; Private equity; Valuation; Value creation; Vertical integration
Academic Discipline: Finance
Supplementary Materials: Supplement (Spreadsheet), (208712), 0p, by Stephen Parks, Nabil N. El-Hage
Product Description: Parks Capital acquired a Children’s Apparel Manufacturer, American Child Clothing Manufacturers, Inc. (ACCM), in 2001. Two years later ACCM‘s largest retail, customer, U.S. Retail, Inc., decided to evaluate strategic alternatives due to financial difficulties. Parks Capital must now decide whether to acquire U.S. Retail, to fund ACCM so it acquires U.S. Retail, or to sit on the sidelines.
Source: Harvard
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| 10 pp.
| Case
Author(s): Parks, Stephen; El-Hage, Nabil N.
Publication Date: 01/08/2008
Product Type: Case (Field)
HBS Number: 208104
Industry Setting: Retail industry Gross Revenues: 1.4 billion
Event Year Start: 2003 Event Year End: 2003
Subjects: Mergers & Acquisitions; Private equity; Valuation; Value creation; Vertical integration
Academic Discipline: Finance
Supplementary Materials: Supplement (Spreadsheet), (208712), 0p, by Stephen Parks, Nabil N. El-Hage
Product Description: Parks Capital acquired a Children’s Apparel Manufacturer, American Child Clothing Manufacturers, Inc. (ACCM), in 2001. Two years later ACCM‘s largest retail, customer, U.S. Retail, Inc., decided to evaluate strategic alternatives due to financial difficulties. Parks Capital must now decide whether to acquire U.S. Retail, to fund ACCM so it acquires U.S. Retail, or to sit on the sidelines.
Source: Harvard
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| PARMA AC: AN ITALIAN SOCCER TEAM
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| 14 pp.
| Case
Bof, F; Brusoni, M
Publisher: SDA Bocconi
Distributor: ecch (www.ecch.com) Reference: 405-042-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Field research
Product Year: 2005
Geo location: Parma, Italy Industry: Sport Timing: 1990-2004
Topics: Organisational development; Organisational excellence; Total Quality Management; Sport management; Football club management; Sport companies organisation; Human resource management in sport sector; Quality in sport; Process management in sport; Quality ma
Abstract: The aim of the case is to stimulate an effective discussion about strengths and weaknesses, opportunities and threats of the organisational change and development process of an Italian football club, Parma AC, by outlining principles, motivations and actions taken by the club itself. Contents are structured following the EFQM (European Foundation for Quality Management) model framework (www.efqm.org) which helps the reader build up a managerial and organisational interpretation of the company?s leadership style, human resource management and process management. Parma AC is an Italian Seria A soccer team held by Parmalat, a multinational company which gained excellent sport results thanks to a strong link with the owner company?s mission and with the local social context values. This causes a deep interdependence with the changes occurring in the company itself. The football industry has been chosen because of its popularity, business volume and its fast, and partially uncontrolled, pace of growth, which have characterised the Italian professional football sector since the end of the 1980s.
Source: ecch
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| Parmalat SpA: An Impressive Milking System
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| 35 pp.
| Case
Author(s): Hamilton, Stewart; Moss, Ivan
Publication Date: 08/10/2004
Product Type: Case (Pub Mat)
Publisher: IMD - International Institute for Management Development
Product Description: In December 2003, Parmalat SpA collapsed into unexpected bankruptcy. Its off-balance sheet debts were later revealed to total 14.3 billion eurodollars, and it was discovered that it had allegedly been falsifying its accounts and profits for a period of over 10 years. Details the history of the company and Calisto Tanzi, the entrepreneur who founded it. Also describes the development to date of Parmalat’s “Extraordinary Administration,” the restructuring of the company under the Italian equivalent of Chapter 11 insolvency. Looks at how Parmalat disguised its financial problems for so long. Also explores: (1) when and why Parmalat‘s financial problems started; (2) how much Parmalat's strategy contributed to its problems; (3) the impact of changing external environments (political and economic) on Parmalat's problems; (4) the effect of Parmalat's history and origins as a family company on the way it managed its problems; (5) how such large accounting mis-statements could be perpetrated; (6) how those mis-statements could go undetected by investors, bankers, and regulators; and (7) what red flags and warning signals could have alerted outsiders to Parmalat's problems.
HBS Number: IMD183
Gross Revenues: 10 billion eurodollars revenues
Event Year Start: 2003Event Year End: 2003
Subjects: Beverages; Corporate governance; Family owned businesses; Fraud; Italy; Restructuring
Academic Discipline: General management
Supplementary Materials: Teaching Note, (IMD184), 28p, by Stewart Hamilton, Ivan Moss
Source: Harvard
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| Parmalat USA Turnaround
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| 21 pp.
| Case
Author(s): Shein, James; Haines, Nathan; Horstmann, Matthew; Kaulfuss, Tobias; Koester, Craig; Koo, William; Lariz Landin, Juan
Publication Date: 01/01/2008
Product Type: Case (Field)
HBS Number: KEL356
Geographic Setting: Italy; New Jersey Industry Setting: Dairy industry
Subjects: Bankruptcy; Entrepreneurship; Finance; Fraud; Manufacturing; Operations management; Strategy; Turnarounds
Academic Discipline: General management
Product Description: Senior managers in Parmalat SpA’s U.S. subsidiary (Parmalat USA) — many of whom were from the Italian parent company or other Parmalat entities — uprooted, cleaned out their offices, and left as the magnitude of the parent company‘s fraud became known in late 2003. Parmalat USA had filed for bankruptcy in October 2003. With urgency and desperation, Enrico Bondi, the Extraordinary Commissioner of Parmalat SpA, had contacted the Milan office of AlixPartners, a global restructuring, consulting, and financial advisory firm. Bondi requested AlixPartners' assistance in determining the cash situation at the U.S. subsidiary and helping lead the struggling division, which was now void of senior management. Jim Mesterharm, a managing director in AlixPartners' Chicago office, was asked to lead this initiative as the chief restructuring officer. Parmalat SpA, often referred to as the Enron of Italy, was a trophy turnaround assignment at the outset for AlixPartners: for them, the worse the economic problem, the better the assignment. Ninety days was enough time for Mesterharm and his team to determine what could be cut off and what discussions were needed with the U.S. vendors, customers, and employees. Mesterharm's team changed the accounting methods from GAAP basis to cash basis. They constructed a 13-week cash flow model. Aggressive efforts were made to delay payables and to accelerate receivables to create cash. The battle to keep Par
Source: Harvard
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| PARTEK 1992
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| 14 pp.
| Case
Seward, J K; Honkaniemi, J; Ahola, J
Publisher: Helsinki School of Economics
Distributor: ecch (www.ecch.com) Reference: 301-104-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2001
Geo location: Finland Industry: Construction materials Size: Large Timing: 1992
Topics: Mergers and alliances; Re-structuring; Market value; Corporate finance
Abstract: In March 1992, Kari Heinisto, Head of Corporate Planning at the Finnish construction materials company Partek, was attending a secret meeting. Heinisto was going to meet the Head of Corporate Planning at the Finnish conglomerate Metra. Partek and Metra, through its subsidiary Lohja, were both dominant players in the Finnish construction materials market. In a very difficult economic situation (Finland was in the middle of a serious recession), Mr Heinisto had to find a restructuring solution together with his colleague that would be acceptable to both Partek and Metra. Or, if that was not possible, a way to restructure Partek alone. The case is best used with the accompanying industry note (301-104-6), reflecting the Finnish economy and the construction materials industry in general.
Source: ecch
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| PARTEK 1992 ECONOMICS AND INDUSTRY NOTE
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| 6 pp.
| Note
Seward, J K; Honkaniemi, J; Ahola, J
Publisher: Helsinki School of Economics
Distributor: ecch (www.ecch.com) Reference: 301-104-6 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2001
Geo location: Finland Industry: Construction materials Size: Large Timing: 1992
Topics: Mergers and alliances; Re-structuring; Market value; Corporate finance
Abstract: This industry note is to accompany the case (301-104-1). The abstract of the case is as follows: In March 1992, Kari Heinisto, Head of Corporate Planning at the Finnish construction materials company Partek, was attending a secret meeting. Heinisto was going to meet the Head of Corporate Planning at the Finnish conglomerate Metra. Partek and Metra, through its subsidiary Lohja, were both dominant players in the Finnish construction materials market. In a very difficult economic situation (Finland was in the middle of a serious recession), Mr Heinisto had to find a restructuring solution together with his colleague that would be acceptable to both Partek and Metra. Or, if that was not possible, a way to restructure Partek alone. The case is best used with the accompanying industry note (301-104-6), reflecting the Finnish economy and the construction materials industry in general.
Source: ecch
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| Participant and Leader Behavior: Group Decision Simulation (A)
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| 14 pp.
| Case
Author(s): Roberto, Michael A.
Publication Date: 10/02/2000 Revision Date: 12/21/2000
Product Type: Exercise
HBS Number: 9-301-026
Subjects: Decision making; Group dynamics; Leadership; Simulation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-301-120), 18p, by Michael A. Roberto
Product Description: This series provides the instructions for a group decision making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All groups experience two decision making processes during the simulation. For the first decision process, all leaders follow the instructions in the (A) case, and all other group members adhere to the guidelines in the (E) case. The groups make a decision, and each individual completes a survey to assess the process. In the second decision process, some team leaders follow the instructions in the (B) case, while others employ the methods described in the (C) or (D) cases. All other group members adhere to the guidelines in the (F) case. Again, groups make a decision, and complete a survey to assess the process. The survey responses can be analyzed to compare the students’ experiences with the four different methods for leading a decision making process. Teaching Purpose: To introduce students to different ways that leaders can direct a group decision making process, and to explore how leader behavior can affect perceptions of procedural fairness as well as commitment to a decision. May be used with: (9-301-027) Participant and Leader Behavior: Group Decision Simulation (B); (9-301-028) Participant and Leader Behavior: Group Decision Simulation (C); (9-301-029) Participant and Leader Behavior: Group Decision Simulation (D); (9-301-030) Participant and Leader Behavior: Gro
Source: Harvard
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| Participant and Leader Behavior: Group Decision Simulation (B)
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| 9 pp.
| Case
Author(s): Roberto, Michael A.
Publication Date: 10/02/2000 Revision Date: 12/21/2000
Product Type: Exercise
HBS Number: 9-301-027
Subjects: Decision making; Group dynamics; Leadership; Simulation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-301-120), 18p, by Michael A. Roberto
Product Description: This series provides the instructions for a group decision making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All groups experience two decision making processes during the simulation. For the first decision process, all leaders follow the instructions in the (A) case, and all other group members adhere to the guidelines in the (E) case. The groups make a decision, and each individual completes a survey to assess the process. In the second decision process, some team leaders follow the instructions in the (B) case, while others employ the methods described in the (C) or (D) cases. All other group members adhere to the guidelines in the (F) case. Again, groups make a decision, and complete a survey to assess the process. The survey responses can be analyzed to compare the students’ experiences with the four different methods for leading a decision making process. Teaching Purpose: To introduce students to different ways that leaders can direct a group decision making process, and to explore how leader behavior can affect perceptions of procedural fairness as well as commitment to a decision. May be used with: (9-301-026) Participant and Leader Behavior: Group Decision Simulation (A); (9-301-028) Participant and Leader Behavior: Group Decision Simulation (C); (9-301-029) Participant and Leader Behavior: Group Decision Simulation (D); (9-301-030) Participant and Leader Behavior: Gro
Source: Harvard
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| Participant and Leader Behavior: Group Decision Simulation (C)
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| 6 pp.
| Case
Author(s): Roberto, Michael A.
Publication Date: 10/02/2000 Revision Date: 12/21/2000
Product Type: Exercise
HBS Number: 9-301-028
Subjects: Decision making; Group dynamics; Leadership; Simulation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-301-120), 18p, by Michael A. Roberto
Product Description: This series provides the instructions for a group decision making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All groups experience two decision making processes during the simulation. For the first decision process, all leaders follow the instructions in the (A) case, and all other group members adhere to the guidelines in the (E) case. The groups make a decision, and each individual completes a survey to assess the process. In the second decision process, some team leaders follow the instructions in the (B) case, while others employ the methods described in the (C) or (D) cases. All other group members adhere to the guidelines in the (F) case. Again, groups make a decision, and complete a survey to assess the process. The survey responses can be analyzed to compare the students’ experiences with the four different methods for leading a decision making process. Teaching Purpose: To introduce students to different ways that leaders can direct a group decision making process, and to explore how leader behavior can affect perceptions of procedural fairness as well as commitment to a decision. May be used with: (9-301-026) Participant and Leader Behavior: Group Decision Simulation (A); (9-301-027) Participant and Leader Behavior: Group Decision Simulation (B); (9-301-029) Participant and Leader Behavior: Group Decision Simulation (D); (9-301-030) Participant and Leader Behavior: Gro
Source: Harvard
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| Participant and Leader Behavior: Group Decision Simulation (D)
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| 8 pp.
| Case
Author(s): Roberto, Michael A.
Publication Date: 10/02/2000 Revision Date: 12/21/2000
Product Type: Exercise
HBS Number: 9-301-029
Subjects: Decision making; Group dynamics; Leadership; Simulation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-301-120), 18p, by Michael A. Roberto
Product Description: This series provides the instructions for a group decision making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All groups experience two decision making processes during the simulation. For the first decision process, all leaders follow the instructions in the (A) case, and all other group members adhere to the guidelines in the (E) case. The groups make a decision, and each individual completes a survey to assess the process. In the second decision process, some team leaders follow the instructions in the (B) case, while others employ the methods described in the (C) or (D) cases. All other group members adhere to the guidelines in the (F) case. Again, groups make a decision, and complete a survey to assess the process. The survey responses can be analyzed to compare the students’ experiences with the four different methods for leading a decision making process. Teaching Purpose: To introduce students to different ways that leaders can direct a group decision making process, and to explore how leader behavior can affect perceptions of procedural fairness as well as commitment to a decision. May be used with: (9-301-026) Participant and Leader Behavior: Group Decision Simulation (A); (9-301-027) Participant and Leader Behavior: Group Decision Simulation (B); (9-301-028) Participant and Leader Behavior: Group Decision Simulation (C); (9-301-030) Participant and Leader Behavior: Gro
Source: Harvard
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| Participant and Leader Behavior: Group Decision Simulation (E)
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| 13 pp.
| Case
Author(s): Roberto, Michael A.
Publication Date: 10/02/2000 Revision Date: 12/21/2000
Product Type: Exercise
HBS Number: 9-301-030
Subjects: Decision making; Group dynamics; Leadership; Simulation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-301-120), 18p, by Michael A. Roberto
Product Description: This series provides the instructions for a group decision making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All groups experience two decision making processes during the simulation. For the first decision process, all leaders follow the instructions in the (A) case, and all other group members adhere to the guidelines in the (E) case. The groups make a decision, and each individual completes a survey to assess the process. In the second decision process, some team leaders follow the instructions in the (B) case, while others employ the methods described in the (C) or (D) cases. All other group members adhere to the guidelines in the (F) case. Again, groups make a decision, and complete a survey to assess the process. The survey responses can be analyzed to compare the students’ experiences with the four different methods for leading a decision making process. Teaching Purpose: To introduce students to different ways that leaders can direct a group decision making process, and to explore how leader behavior can affect perceptions of procedural fairness as well as commitment to a decision. May be used with: (9-301-026) Participant and Leader Behavior: Group Decision Simulation (A); (9-301-027) Participant and Leader Behavior: Group Decision Simulation (B); (9-301-028) Participant and Leader Behavior: Group Decision Simulation (C); (9-301-029) Participant and Leader Behavior: Gro
Source: Harvard
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