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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.
Case Author(s): Nohria, Nitin; Nichols, Charles A., III Publication Date: 03/08/2006 Revision Date: 08/24/2006 Product Type: Case (Field) HBS Number: 9-406-009 Geographic Setting: Boston, MA Industry Setting: Financial services Number of Employees: 500 Gross Revenues: $2 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Brand management; CEO; Corporate culture; Corporate responsibility; Crisis management; Ethics; Growth strategy; Organizational change; Organizational environment; Turnarounds Academic Discipline: Organizational behavior & leadership Product Description: Charles “Ed” Haldeman Jr. is promoted CEO of Putnam Investments after the firm was badly damaged by a series of improper trading practices. He is charged with the task of managing the crisis, repairing the company culture, and putting the firm back into a pattern of growth. Haldeman realizes that nothing less than a radical change in the culture of Putnam Investments would be enough to win back the trust of clients and employees who felt betrayed by the firm’s apparent misconduct. He must confront some tough decisions about recently uncovered questions concerning the handling of certain accounting transactions three years earlier and about the continued lagging performance of Voyager, the firm‘s flagship equity fund.
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.
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.
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.
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.
Case Author(s): Chen, David; Moon, Youngme; Norton, Michael Publication Date: 07/12/2008 Revision Date: 02/25/2009 Product Type: Supplement (Field) HBS Number: 509014 Subjects: Advertising; Brand management; Consumer marketing; Nonprofits; Philanthropy; Product management; Social enterprise Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (509013) (PRODUCT) RED (A).
Case Author(s): Chen, David; Moon, Youngme; Norton, Michael Publication Date: 07/12/2008 Revision Date: 02/25/2009 Product Type: Supplement (Field) HBS Number: 509014 Subjects: Advertising; Brand management; Consumer marketing; Nonprofits; Philanthropy; Product management; Social enterprise Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (509013) (PRODUCT) RED (A).
Case Author(s): Chen, David; Moon, Youngme; Norton, Michael Publication Date: 07/12/2008 Product Type: Supplement (Field) HBS Number: 9-509-014 Subjects: Advertising; Brand management; Consumer marketing; Nonprofits; Philanthropy; Product management; Social enterprise Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (9-509-013) (PRODUCT) RED (A).
Case Author(s): Chen, David; Moon, Youngme; Norton, Michael Publication Date: 07/12/2008 Product Type: Supplement (Field) HBS Number: 9-509-014 Subjects: Advertising; Brand management; Consumer marketing; Nonprofits; Philanthropy; Product management; Social enterprise Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (9-509-013) (PRODUCT) RED (A).
Case Richard C. Scamehorn Source: The Society for Case Research, Business Case Journal, Winter 1996, Vol. 4, Issue 2. Copyright 1999. Topics: Entrepreneurship
Article Author(s): Cross, Rob; Liedtka, Jeanne; Weiss, Leigh Publication Date: 03/01/2005 Product Type: Harvard Business Review Article HBS Number: R0503H Subjects: Communication in organizations; Knowledge transfer; Networks; Operations management; Organizational behavior Academic Discipline: Organizational behavior & leadership Product Description: Saying that networks are important is stating the obvious. But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking. Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better. In truth, networks create relational demands that sap people’s time and energy and can bog down entire organizations. It‘s crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connections. In this article, the authors introduce three types of social networks, each of which delivers unique value. The customized response network excels at framing the ambiguous problems involved in innovation. Strategy consulting firms and new-product development groups rely on this format. By contrast, surgical teams and law firms rely mostly on the modular response network, which works best when components of the problem are known but the sequence of those components in the solution is unknown. And the routine response network is best suited for organizations like call centers, where the problems and solutions are fairly predictable but collaboration is still needed. Executives shouldn't simply hope that collaboration will spontaneously occur in the right places at the right times in their organizations. They need to develop a strategic, nuanced view of collaboration, and they must take steps to ensure that their companies support the types of social networks that best fit their goals. Drawing on Source: Harvard
Case Philip Cooper, Andrew Czuchry, Mark ThompsonBill Smith had just been named as Project Manager of a project that was in deep trouble. Bill worked for Echo Systems designing construction oversight, operational training, and operational management of material waste remediation projects. Remediation consisted of applying these skills to toxic materials to restore the site to an environmentally safe condition. Bill set the stage for what eventually became a successful turnaround accomplished by interdependent individuals welded into a solid unit. Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996. Courses: Operations Management Topics:
14. Panera Bread Company Author(s): Gilliard, Deborah J.; Khandekar, Rajendra Description: To the date of this case, Panera Bread’s performance had been above industry averages. How could the company continue to achieve high growth rates in the future with the low-carb diet gathering momentum, new restaurants opening in the fast-casual segment, changes in the economic environment, and changes in the demographic market? How is it that Panera has been so successful while so many other “fast-casual” restaurants have failed? Publication Date: 2004 Revision Date: N/A Event Year Start: 2002 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Restaurant /Fast-Casual Courses: Business/Management and Organization/Strategic Management Course Sequence: Business-level Strategy; External Environment; Internal Analysis; Intellectual Assets; Strategy Concept Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Niche Marketing Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3014
15. Procter & Gamble Author(s): Shamsie, Jamal; Eisner, Alan B. Case Number: DLE5015 Publication Date: 2009 Revision Date: N/A Event Year Start: 2002 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Consumer Products Courses: Business; Management and Organization; Strategic Management; Organizational Behavior Course Sequence: Strategic Leadership; Intellectual Assets; Internal Analysis; Organizational Design Subjects: Business Policy; Asset Analysis; Product Development; Leadership; Corporate Culture; Consumer Product Goods; Innovation Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Excel Description: Procter & Gamble was the world’s largest consumer products conglomerate, with billion dollar brands like Tide, Crest and Pampers with Gillette, Right Guard and Duracell. However, big-box retail chains such as Wal-Mart, Costco and Carefour accounted for an uncomfortably large percentage of sales.
17. Pixar Author(s): Shamsie, Jamal; Eisner, Alan B. Case Number: DLE5017 Publication Date: 2009 Revision Date: N/A Event Year Start: 2001 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Movies Courses: Business; Management and Organization; Strategic Management Course Sequence: External Environment; Internal Analysis; Strategy Concept; Business-level Strategy; Strategic Leadership; Managing Innovation Subjects: Business Policy; Competitive Strategy; Asset Analysis; Innovation; Product Development; Leadership Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Description: Disney CEO Bob Iger worked hard to clinch the deal to acquire Pixar, whoase track record has made it one of the world’s most successful animation companies. Both Jobs and Iger realized, however, that they must try to protect Pixar‘s creative culture while they also try to carry some of it over to Disney's animation.
26. Procter & Gamble Author(s): Shamsie, Jamal Description: Proctor & Gamble had become saddled with old and tired brands, as the Swiffer dust mop represented the only successful new brand that it had managed to develop over the previous 15 years. Publication Date: 2005 Revision Date: N/A Event Year Start: 2002 Event Year End: 2005 Geographic Setting: U.S. Industry Setting: Consumer Products Courses: Business/Management and Organization/Strategic Management Course Sequence: Strategic Leadership; Intellectual Assets; Internal Analysis Subjects: Business Policy; Asset Analysis; Product Development; Leadership; Corporate Culture; Consumer Product Goods; Innovation Supplements: Teaching Note; PowerPoint Notes Case Number: DLE3026
36. Philips versus Mashushita: A New Century, a New Round Author(s): Harvard Business School: Bartlett, Christopher A.; Ghoshal, Sumantra Description: This case describes the development of the very different international strategies and organizations of two major competitors in the global consumer electronics industry. Publication Date: 2001 Revision Date: N/A Event Year Start: 1960 Event Year End: 2000 Geographic Setting: International Industry Setting: Consumer Electronics Courses: Business/Management and Organization/Strategic Management Course Sequence: International Strategy Subjects: Business Policy: International Business Development Supplements: Teaching Note Case Number: DLE3036
36. Philips versus Mashushita: A New Century, a New Round Author(s): Harvard Business School: Bartlett, Christopher A.; Ghoshal, Sumantra Description: This case describes the development of the very different international strategies and organizations of two major competitors in the global consumer electronics industry. Publication Date: 2001 Revision Date: N/A Event Year Start: 1960 Event Year End: 2000 Geographic Setting: International Industry Setting: Consumer Electronics Courses: Business/Management and Organization/Strategic Management Course Sequence: International Strategy Subjects: Business Policy: International Business Development Supplements: Teaching Note Case Number: DLE3036
6. Pixar Animation Studios Author(s): Shamsie, Jamal Description: After ending its agreement with Disney, should Pixar, producer of Finding Nemo, find another Hollywood studio to distribute its films or try to manage on its own? Steve Jobs, the Apple Computer chief executive who also heads Pixar, had been trying to negotiate with Michael Eisner, then Disney’s chief executive, about the share of profits that Pixar would get and the amount of control that it would maintain over its films. Jobs made it clear he wanted Pixar to finance and market its own movies and to retain all of the profits. Disney would get a distribution fee running between 7-10% of a film’s revenues. Eisner felt that Disney would not stand to gain much from such a deal. What would happen if Pixar went out on its own? Disney had provided assistance with marketing and distribution and associated merchandise. Would Pixar have the experience to handle these functions? Could Pixar continue to generate hits and therefore profits if it had to manage all on its own? The case provides information useful to augment a discussion of the strategic management of intellectual assets. Publication Date: 2004 Revision Date: N/A Event Year Start: 1979 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Entertainment/Animation Courses: Business/Management and Organization/Strategic Management Course Sequence: Intellectual Assets; Internal Analysis; Business-level Strategy; Strategy Concept Subjects: Business Policy; Competitive Strategy; Intellectual Asset Analysis and Management; Creativity and Technology Supplements: Teaching Note; PowerPoint Notes Case Number: DLE3006
6. Pixar Animation Studios Author(s): Shamsie, Jamal Description: After ending its agreement with Disney, should Pixar, producer of Finding Nemo, find another Hollywood studio to distribute its films or try to manage on its own? Steve Jobs, the Apple Computer chief executive who also heads Pixar, had been trying to negotiate with Michael Eisner, then Disney’s chief executive, about the share of profits that Pixar would get and the amount of control that it would maintain over its films. Jobs made it clear he wanted Pixar to finance and market its own movies and to retain all of the profits. Disney would get a distribution fee running between 7-10% of a film’s revenues. Eisner felt that Disney would not stand to gain much from such a deal. What would happen if Pixar went out on its own? Disney had provided assistance with marketing and distribution and associated merchandise. Would Pixar have the experience to handle these functions? Could Pixar continue to generate hits and therefore profits if it had to manage all on its own? The case provides information useful to augment a discussion of the strategic management of intellectual assets. Publication Date: 2004 Revision Date: N/A Event Year Start: 1979 Event Year End: 2004 Geographic Setting: U.S. Industry Setting: Entertainment/Animation Courses: Business/Management and Organization/Strategic Management Course Sequence: Intellectual Assets; Internal Analysis; Business-level Strategy; Strategy Concept Subjects: Business Policy; Competitive Strategy; Intellectual Asset Analysis and Management; Creativity and Technology Supplements: Teaching Note; PowerPoint Notes Case Number: DLE3006
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
Teaching Note For use with 9-303-003 HBS Number: 5-304-023 Subjects: Cosmetics; Globalization; Innovation; International business; International management; International marketing; Japan; Multinational corporations; Organizational structure; Product development; Strategy implementation; Subsidiaries
Case Teare, R — Bournemouth University Adams, D — Bournemouth University Storey, A — Bournemouth University Boersma, T — Bournemouth University Distributor: ecch (www.ecch.com) Reference: 391-037-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1991 Geo location: Western English Channel Ferry Routes Industry: Catering Size: 40 million GB Sterling Timing: 1989-1990 Topics: Accounting; Business objectives; Company performance evaluation; Competition; Consumer behaviour; Control systems; Corporate structure and development; Growth strategy; Information systems; Management of change; Product planning; Subsidiaries Abstract: The case study traces the developments of a contract between Sutcliffe Catering Southern Ltd. and P & O European Ferries (Portsmouth) Ltd., both member companies of the P & O Group. The contract focus is the provision of catering and ancillary services to ferry passengers travelling between Portsmouth and Le Havre and Cherbourg. The case documents the transition between self-catering and contract catering, including market research findings, a competitor review and the operations analysis and organisational review that took place between 1989 and 1990. The purpose is to demonstrate a complex array of operational and organisational issues emerging from Sutcliffe’s entry into a new and fast growing contract market.
Case Thompson, J L — University of Huddersfield Distributor: ecch (www.ecch.com) Reference: 303-024-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2003 Geo location: Global Industry: Passenger cruise industry Timing: 2002-2003 Topics: Merger and acquisition; Poison pill arrangements; Competition regulation; Industry rationalisation Abstract: A proposed merger between P&O Princess and Royal Caribbean Cruise Line (RCCL) in 2001, provoked a hostile takeover bid for P&O Princess by Carnival, the market leader and arch rival of RCCL in America. The hostility between the protagonists grew, in part fuelled by a dispute over a poison pill arrangement which underpinned the P&O Princess/RCCL merger. The intervention of competition regulators in both America and Europe became inevitable. P&O Princess refused to negotiate with Carnival. RCCL accused Carnival of merely engaging in spoiling tactics, claiming there was no real commitment to a takeover. In the end the shareholders in P&O Princess would have to choose, but the view of the competition authorities in Europe and America would be critical. Whilst the terms of the P&O Princess/RCCL merger remained constant, the Carnival offer terms were changed several times as the market leader fought hard to retain its dominant position.
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
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
Case Beamish PW; Reid D An American minority partner in an international joint venture in Indonesia is confronted by a local majority partner that wants to change the joint venture’s growth strategy. If implemented, such a change will, they believe, significantly dissipatethe joint venture‘s competitive advantage. The vice president of operations for the minority parent firm, must decide how to respond, and assess the effect of this on her company's plans for future expansion in Southeast Asia. Ivey Number: 9A96G002 Publication Date: 25/03/1996 Revision Date: 8/2/2000 Geographic Setting: Indonesia/USA Industry Setting: Insurance and Pension Funds Company Size: Large organization Event Year Start: 1995 Subjects: Joint Ventures, Growth Strategy, Internationalization, Government Regulation Functional Area: General Management
Case Hyde DG; Mimick RH P. W. Limited is a small children’s clothing manufacturer. The owner & manager who started the company in 1953. Due to her loyal staff and customers, the company has been successful but is now faced with several production and marketing problems. Her family must decide whether to sell the company, and for how much, or to keep the company in the family. The case is intended for use in the first class of the general management section of Introductory Business. It is designed to introducevaluation and the areas of analysis in this section of the course. Ivey Number: 9A85J002 Publication Date: 1/1/1985 Revision Date: 7/7/2000 Geographic Setting: Canada Industry Setting: Apparel and other Finished Products Company Size: Small organization Event Year Start: 1984 Subjects: General Management, Valuation Functional Area: General Management
Case Author(s): Tiemann, Jonathan Publication Date: 12/27/1988 Revision Date: 03/03/1989 Product Type: Case (Library) Product Description: At the end of 1984 the Pabst Brewing Co. was the object of a takeover contest for the second time in three years. Nearly two years after a reorganization in early 1983 Pabst still suffered from low margins and high debt service costs. This case describes the takeover contests and asks students to analyze the position of S&P Co., one of the bidders. S&P had several choices including buying all of Pabst or buying part in a deal involving a third party. The decision requires students to estimate the value of Pabst to different bidders, and to consider both product market strategy and bidding strategy. HBS Number: 9-289-031 Geographic Setting: Wisconsin Industry Setting: brewing Company Size: large Gross Revenues: $650 million annual sales Event Year Start: 1982 Event Year End: 1985 Subjects: Acquisitions; Beverages; Bids; Brands; Valuation Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-289-032), 13p, by Jonathan Tiemann
Case Hassan, S Z; Shami, S Publisher: Lahore University of Management Sciences (CRC) Distributor: ecch (www.ecch.com) Reference: 18-406-97-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 1997 Geo location: Pakistan Industry: Retail Size: Large Timing: 1995 Topics: Information systems; Information technology; Retail management; Business administration; Developing countries Abstract: This case describes the manner in which a retail department store, Pace (Pakistan) Ltd, decided to use computer based systems. Pace had introduced the concept of department stores in Pakistan. In this process it had to set up various industry-related processes for the first time. The management at Pace saw information technology as a critical element of the support systems that will be required for the success of this new venture. This case offers an opportunity to highlight a number of concepts and issues related to the use of IT in business organisations.
Case Hardy KG; Newson EFP; Robertson G The CEO and senior management team of a large medical centre are exploring the option of purchasing and implementing a hospital-wide computer-based patient record system. A vendor has approached the nursing department and submitted a proposal toinstall their proprietary system. Two nursing practitioners have been asked to examine the proposal and they are recommending its adoption. The system would form a central structure with terminals at each nursing station. Third party wirelesshand-held point-of-care devices could be added. The system could be linked to hospital support service departments including laboratories, pharmacy, central supply and accounting. The exact configuration of the system and its linkages would beindividualized to the hospital’s needs after an initial go-ahead was received. Ivey Number: 9A95E004 Publication Date: 9/11/1995 Revision Date: 22/01/2002 Geographic Setting: Canada Industry Setting: Health Services Company Size: Large organization Event Year Start: 1994 Subjects: Information Systems, Organizational Structure, Strategic Planning Functional Area: Management Science & Information Systems
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
Case Lawrence, John J.; Morris, Linda J. PCLI is facing increasingly stiff competition from lower-priced LASIK surgery centers in Canada and from large, specialized LASIK surgery centers in the U.S. One competitor has begun advertising sharply lower prices in PCLI’s main markets. What should PCLI‘s strategic response be? Publication Date: 2004 Geographic Setting: Washington Industry Setting: Health Care Event Year Start: 1985 Event Year End: 2000 Courses: Business Policy Course Sequence: Business Strategy Subjects: Business Policy; Industry Analysis; Small Business Supplementary Material: Teaching Note
Case John J. Lawrence; Linda J. Morris Pacific Cataract and Laser Institute (PCLI) was a privately held company that provided a range of eye surgeries at clinics throughout the Pacific Northwest. PCLI strategy was based on providing the highest quality care and showing compassioned concern for its patients. The case focuses on PCLI’s position in the growing market for LASIK surgery-an elective surgery that uses laser technology to correct nearsightedness. Because the surgery was an elective procedure, most medical insurance plans only covered a small portion of the cost. As such, the market was somewhat price sensitive, and PCLI faced increasingly stiff competition from lower-priced LASIK surgery centers in Canada. The case requires students to evaluate the competitive environment that PCLI is facing, to evaluate PCLI‘s current strategy, and to recommend any changes that should be made to better position the organization to succeed in the face of the increasing price competition in this market. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 3 Subjects: Marketing Management; Strategic Services; Services Marketing
Case Delios A; Lai D Pacific Century Cyberworks (PCCW), a Hong Kong-based Internet company, emerged from an insignificant position since its mid-1999 listing to be a leading Internet player in Asia and China in early 2000. To achieve its growth, PCCW has followed anaggressive acquisition strategy providing it with ownership positions in a multitude of Internet ventures. The case is positioned at the time of PCCW’s largest potential acquisition - Hong Kong Telecom - the fourth largest company in Hong Kong.Students will see how a new entrant to a rapidly growing industry can quickly establish an important presence; learn about competitive advantage in the Internet industry; and, look at the structure of the Internet industry from the perspective of acompany that provides an integrated range of services to consumers. A ‘B' case is available (product 9B00M032), describing the situation faced by PCCW several months after the announcement of its merger with Hong Kong Telecom. Ivey Number: 9B00M031 Publication Date: 18/09/2000 Geographic Setting: Hong Kong/China Industry Setting: Business Services Company Size: Large organization Event Year Start: 2000 Subjects: Internet, Corporate Strategy, Strategy Development, Vertical Integration Functional Area: General Management
Case Delios A; Lai D The post-merger situation for Pacific Century CyberWorks (PCCW) and Hong Kong Telecom is detailed in this case. The stock prices of Pacific Century CyberWorks (PCCW) have fallen drastically in the months following the announcement of the merger.Discussions can be based on the post-merger developments; competitive developments in the broadband industry post-merger; and, how stock prices reflect the market’s reaction to a company‘s strategy. The points raised in Pacific Century CyberWorks(A) (product 9B00M031) are reinforced in this concise case, which can be introduced and read in class. Ivey Number: 9B00M032 Publication Date: 25/09/2000 Geographic Setting: Hong Kong/China Industry Setting: Business Services Company Size: Large organization Event Year Start: 2000 Subjects: Internet, Corporate Strategy, Strategy Development, Vertical Integration Functional Area: General Management
Case Kenneth R. Ferris This case explores the accounting for acquisition goodwill in the context of the August 2000 acquisition of Hong Kong Telecom by Pacific Century CyberWorks LTD. Thunderbird Number: A01-02-0014 Type: Case Publication Date: 2000 Geographic Setting: Asia Industry Setting: Internet Subjects: Accounting; finance
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
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; Control systems; 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.
Case Author(s): Pisano, Gary P.; Wagonfeld, Alison Berkley Publication Date: 08/12/2004 Revision Date: 01/10/2006 Product Type: Case (Field) Product Description: Examines the process used by a major motion picture studio to develop and select movie projects. Pacific Coast Studios’ strategy is to focus its efforts on a small number of major “event” films (i.e., films with the potential to generate gross box-office receipts of $300 million or more). This strategy — which has worked for the past two years — entails risks. The studio is now asking how it can better manage these risks and, specifically, how it can improve its odds of success. HBS Number: 9-605-016 Industry Setting: Film industry Event Year Start: 2004 Event Year End: 2004 Subjects: Product development; Product portfolio management; Project evaluation; Risk management; Uncertainty Academic Discipline: Operations management
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
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
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
Teaching Note For use with 9-695-029 HBS Number: 5-697-081 Subjects: China; Facilities; International operations; Managerial skills; Manufacturing; Operations management; Plant management; Production planning
Case Wee, B G; Yang, L; Buche, I Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 807-015-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2007 Geo location: Singapore Industry: Marine / shipping Size: US$1.7 billion turnover in 2004 Timing: 1970s to 2005 Topics: Family owned business; Asian shipping; Corporate lifecycles; Succession; Business strategy; Shipping company strategy Abstract: Pacific International Lines (Private) Limited (PIL) was ranked the 20th leading container shipping company in the world in 2005. The growth of this privately-held, family-owned shipping firm was achieved against several odds in the political and economic environment faced by many Singapore-based shipping firms that emerged in the 1960s. Chang Yun Chung (YC Chang) had started PIL as a small regional shipping company based in Singapore in 1967, which had since grown into an international shipping company, operating over 90 vessels with an annual turnover of US$1.7 billion in 2004. In March 2005, at 86 years of age, YC Chang could look back at his company’s nearly four decades of history with some satisfaction. The first generation entrepreneur had been able to carve out niche strategies by identifying market segments where competition was unlikely to be very strong. In the 21st century, the baton had been passed on to the second generation and the key challenge was to achieve sustainable growth so as to maintain the company‘s position among the top twenty container shipping lines in the world.
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.
Case Bridgnell CJ; Mimick RH One month’s worth of purchases and sales at a restaurant supply company must be recorded, the ending balance in accounts receivable and accounts payable must be determined, and the revenue and cost of goods sold sections of an income statement mustbe prepared. This exercise is suitable for an introductory course in financial accounting. Ivey Number: 9A85K006 Publication Date: 1/1/1985 Revision Date: 7/10/1999 Geographic Setting: Canada Industry Setting: Food and Kindred Products Company Size: Small organization Event Year Start: 1985 Subjects: Accounting Methods, Purchasing Functional Area: Accounting
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
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.
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.
Case Author(s): David W. Conklin Ivey ID: 9A93R002 Publication Date: 11/1/1993 Revision Date: 7/9/2002 Product Type: Case Teaching Note: 8A93R02 Geographic Setting: Canada Industry Setting: Food and Kindred Products Year of Event: 1993 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Competitiveness; Trade Agreements; Market Strategy; Corporate Strategy Major Disciplines: General Management; International Product Description: Three huge corporations dominate Canada’s beer industry. How can a small brewery create a market niche and compete against them? Many aspects of this industry are impacted by government policies. Furthermore, the Free Trade Agreement has introduced a new level of competition, and U.S. imports have raised the threat of dumping. Meanwhile, it may be possible for a specialized brewery to develop export markets. Pacific Western Brewing Company has a strong corporate philosophy through which it seeks employee involvement in meeting these challenges.
Case Kennedy JR; Gleave T The president of Canadian-based Pacific Western Brewing Co. Ltd. is preparing a Japan market entry strategy for the company’s newly developed organic beer. Although she has considerable experience in Japan, several factors are at play which makethis product entry particularly challenging. First, the product is unlike any other in the market. Second, Japanese consumer behaviour is undergoing a revolution. Third, the company‘s last product launch in Japan failed. Therefore, there is ahigher than normal level of risk associated with the product launch. Industry: Food and Kindred Products Issues: Consumer Behaviour, Distribution, Pricing Location: Canada/Japan Size: Medium organization Year of event: 1997 Level: Undergraduate/MBA Revised:Ivey #: 9A99A006
Case Delios A Pacific iMedia was a Hong Kong based Internet marketing company that specialized in Web design using Flash technology. The company had grown six-fold since its inception 18 months ago. The directors of the company anticipated that the company woulddouble in size in the next six months, and they were considering moving into three new markets, as well as into new business areas. The concepts of competitive advantage in the Internet industry, and the structure of this industry are introducedfrom the perspective of a company that provides business services. Ivey Number: 9B00M024 Publication Date: 11/8/2000 Geographic Setting: Hong Kong Industry Setting: Business Services Company Size: Small organization Event Year Start: 2000 Subjects: Strategy Development, Internet, International Business, Entrepreneurship Functional Area: General Management
Case Author(s): Melissa Jean Publication Date: 10/21/2008 Product Type: Case (Field) Teaching Note: 8B08N27 Ivey ID: 9B08N027 Geographic Setting: Canada Industry Setting: Miscellaneous Services Size: Small Year of Event: 2008 Level of Difficulty: 1 - Introductory Subjects: Financial Projections; New Venture; Management Decisions; Food and Drug; Marketing Management; Financial Analysis; Feasibility Analysis Major Disciplines: Entrepreneurship; Finance Product Description: A group of six university students wondered if they should proceed with Pack-iTS, an entrepreneurial venture. Pack-iTS would be a healthy lunch preparation and delivery service serving some of the elementary schools in London, Ontario. The students must analyze the marketing, operating and financial aspects of the business venture to determine the promotion strategy and financing requirements before making a decision as to whether to proceed with the new venture.
Case Author(s): Spekman, Robert E.; Bruner, Robert F.; Crowder, Lane Darden ID: UVA-G-0485 Published: 2/15/1996 Copyright Year: 1996 Subject Area: General Keywords: competitive analysis, competitive decision making, competitive dynamics, customer service Teaching Note: UVA-G-0485TN Abstract: This case allows students to observe two competing businesses transform themselves over time. By following the competitive actions and reactions over more than 10 years, students gain an appreciation for how rivals raise the competitive ante, search for new ways to add customer value, and come to realize that sustaining a competitive advantage is difficult.
Case Author(s): Spekman, Robert E.; Bruner, Robert F.; Crowder, Lane Darden ID: UVA-G-0485 Published: 2/15/1996 Copyright Year: 1996 Subject Area: General Keywords: competitive analysis, competitive decision making, competitive dynamics, customer service Teaching Note: UVA-G-0485TN Abstract: This case allows students to observe two competing businesses transform themselves over time. By following the competitive actions and reactions over more than 10 years, students gain an appreciation for how rivals raise the competitive ante, search for new ways to add customer value, and come to realize that sustaining a competitive advantage is difficult.
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.
Case Hassan, S Z; Naqvi, M Publisher: Lahore University of Management Sciences (CRC) Distributor: ecch (www.ecch.com) Reference: 18-009-88-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 1988 Geo location: Pakistan Industry: Packaging Size: Large Timing: 1987 Topics: Capital investment; Computer systems; Information systems; Information technology; Packaging; Packaging industry; Business administration; Developing countries Abstract: This is the first of a two-case series (18-009-88-1 and 18-038-89-1). The case presents the assistant manager’s evaluation of the relevant processing speed and memory capacity system for his organisation. It also lists the different options available to him and states how he eventually made his decision.
Case Hassan, S Z Publisher: Lahore University of Management Sciences (CRC) Distributor: ecch (www.ecch.com) Reference: 18-038-89-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 1989 Geo location: Pakistan Industry: Packaging Size: Large Timing: 1989 Topics: Capital investment; Computer systems; Information systems; Information technology; Packaging; Packaging industry; Business administration; Developing countries Abstract: This is the second of a two-case series (18-009-88-1 and 18-038-89-1). The case presents a technical manager’s anxiety and reservations about a new motherboard, in a bid to upgrade the network system at the organisation.
Case Author(s): Holloway, Charles; Morgridge, John; Rudolph-Bose, Katherine Publication Date: 05/14/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: E258 Geographic Setting: Silicon Valley Subjects: Entrepreneurship; Leadership; Networking; Networks; Start-ups; Technology; Women in business Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (E258TN), 4p, by Charles Holloway, John 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.
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
Case Author(s): William W. Sihler; Paul Hunn Description: As a result of inflation and an acquisition, Padgett’s financial needs have risen to a permanent level rather than being merely seasonal in nature. Management at the company‘s bank must revise Padgett's debt structure in a mutually satisfactory manner. Subjects: commercial lending; debt policy; financial planning Darden ID: F-1156 Teaching Note: F-1156TN
Case Author(s): Robert Klassen; Kellie Leitch; Manpreet Hora Publication Date: 5/6/2008 Revision Date: 12/23/2008 Product Type: Case Teaching Note: 8B08D01 Ivey ID: 9B08D001 Geographic Setting: Canada Industry Setting: Health Services Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Service Operations; Health Administration; Process Analysis; Process Design/Change Major Disciplines: Production and Operations Management Product Description: The chief of paediatric orthopaedic surgery was very concerned by the long times that the young patients (and their parents) were experiencing in the orthopaedic clinic. Long wait times tended to aggravate the already pent-up distress and concern that the patients were facing. The chief glanced at recently collected data on service times and wondered how the process could be improved, while continuing balancing budgetary pressures to reduce costs. Moreover, any changes couldn’t be done in isolation, as her clinic shared resources with other departments. A monthly executive meeting was fast approaching and expectations were starting to run high that her efforts might be able to spur improvements in other departments too.
Case Author(s): Robert Klassen; Kellie Leitch; Manpreet Hora Publication Date: 5/6/2008 Revision Date: 12/23/2008 Product Type: Case Teaching Note: 8B08D01 Ivey ID: 9B08D001 Geographic Setting: Canada Industry Setting: Health Services Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Service Operations; Health Administration; Process Analysis; Process Design/Change Major Disciplines: Production and Operations Management Product Description: The chief of paediatric orthopaedic surgery was very concerned by the long times that the young patients (and their parents) were experiencing in the orthopaedic clinic. Long wait times tended to aggravate the already pent-up distress and concern that the patients were facing. The chief glanced at recently collected data on service times and wondered how the process could be improved, while continuing balancing budgetary pressures to reduce costs. Moreover, any changes couldn’t be done in isolation, as her clinic shared resources with other departments. A monthly executive meeting was fast approaching and expectations were starting to run high that her efforts might be able to spur improvements in other departments too.
Case Author(s): Bruner, Robert F.; Wanderley, Mario Darden ID: UVA-F-1210 Published: 2/10/1998 Revised: 12/15/2001 Copyright Year: 1998 Subject Area: Finance Keywords: cost of capital; emerging markets; valuation Teaching Note: UVA-F-1210TN Student Spreadsheet: UVA-S-F-1210 Faculty Spreadsheet: UVA-S-F-1210TN Abstract: This case serves as a foundation for student discussion of the estimation of required rates of return (ROR) on investments in emerging markets. An associate in J.P. Morgan’s Latin America M&A department (mergers and acquistions) is assigned the task of valuing the telephone directory operations (“paginas amarelas” means “yellow pages”) of a large Brazilian conglomerate. All cash flows have been converted to U.S. dollars, and present values computed for various discount rates. The remaining step is to determine the appropriate target rate of returns for dollar flows originating in Argentina, Brazil, and Chile. The capital asset pricing model (CAPM) is used along with a political risk premium and country beta. The necessary figure work is comparatively light, leaving the student time to reflect on the need for various adjustments in estimating crossborder rates of return.
Case Author(s): Bruner, Robert F.; Wanderley, Mario Darden ID: UVA-F-1210 Published: 2/10/1998 Revised: 12/15/2001 Copyright Year: 1998 Subject Area: Finance Keywords: cost of capital; emerging markets; valuation Teaching Note: UVA-F-1210TN Student Spreadsheet: UVA-S-F-1210 Faculty Spreadsheet: UVA-S-F-1210TN Abstract: This case serves as a foundation for student discussion of the estimation of required rates of return (ROR) on investments in emerging markets. An associate in J.P. Morgan’s Latin America M&A department (mergers and acquistions) is assigned the task of valuing the telephone directory operations (“paginas amarelas” means “yellow pages”) of a large Brazilian conglomerate. All cash flows have been converted to U.S. dollars, and present values computed for various discount rates. The remaining step is to determine the appropriate target rate of returns for dollar flows originating in Argentina, Brazil, and Chile. The capital asset pricing model (CAPM) is used along with a political risk premium and country beta. The necessary figure work is comparatively light, leaving the student time to reflect on the need for various adjustments in estimating crossborder rates of return.
Article Author(s): Laffey, Des Publication Date: 05/15/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University HBS Number: BH231 Industry Setting: Advertising & public relations industries; IT industry Subjects: Marketing; Online media; Search engines Academic Discipline: Marketing Product Description: Search engines are key to the operation of the World Wide Web. This centrality, however, presents challenges: search engine providers face the problem of revenue generation when users expect free content, whilst advertisers need to attract the interest of searchers. The innovation that effectively addresses these challenges is the use of text advertisements based upon search topic, known as paid search. The method entails advertisers competing for top listing position through bidding in ongoing auctions and then paying when users click on their advertisements, making paid search a flexible and accountable form of advertising. Since its introduction in 1998, paid search has become the dominant form of online advertising and led to Google’s $140 billion market capitalization in 2006. Analyzes the emergence of paid search and the mechanics of its operation, and offers managers guidance on its effective usage.
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
Article Author(s): Case, John Publication Date: 12/01/1998 Product Type: Harvard Management Update Article Product Description: A growing number of companies are deciding that all employees, not just up-and-coming managers, should have a firm grasp of basic financial concepts and terminology. The driving forces behind this trend are the desire to make employees feel connected to the business and the need to make employees understand how they can have a direct impact on the bottom line. However, the idea of learning finance is likely to inspire feelings of either anxiety and dread or extreme boredom. But now there are some painless and even entertaining tools available for teaching employees the financials. Ranging from multi-media courses to board games, these tools help drive home the fundamentals by relating them to real-life business situations. The article includes a quiz entitled "Test Your Financial IQ," and a sidebar for managers on how to brush up their own financial skills. HBS Number: U9812C Geographic Setting:Industry Setting: Subjects: Employee development; Employee training; Financial management Academic Discipline: Finance
Case Roberts, Michael J. Presents the background and some details on a possible acquisition opportunity—a manufacturer of ball-point paint pens for the hobby and crafts industry. Forces students to peel the layers of this initially unattractive opportunity to find potential sources of value. Teaching Purpose: To understand the dimensions of a potential opportunity. A rewritten version of an earlier case. HBS Number: 9-898-156 Type: Case (Field) Publication Date: 3/11/1998 Revision Date: 10/19/1998 Geographic Setting: New Jersey Industry Setting: craft supplies Number of Employees: 50 Gross Revenues: $7 million revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Acquisitions; Entrepreneurship; Leveraged buyouts; Valuation Supplementary Materials: Teaching Note, (5-899-060), 6p, by Michael J. Roberts
Case Butt, A N; Majid, F Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 05-708-2004-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2004 Geo location: Karachi, Pakistan Industry: Education Size: 1,500 students in the college Timing: 2003 Topics: Independent NGO (non-governmental organisation); Educational Abstract: Pakistan Home Economics Association (PHEA) was an independent NGO (non-governmental organisation) formed by the alumni association of the College of Home Economics, Lahore. The president and the vice-president of PHEA felt that board members, as well as ordinary members, had an apathetic attitude towards the association and its activities. Members were dissatisfied with what the association had to offer to them and were reluctant to pay their membership dues, or to devote time and effort. Having spent several years with PHEA in different capacities, the president and vice president were well aware of the internal and external weaknesses and strengths of the association and were keen to make a success of the association.
Case Rahman, A A — MAJU - Mohammad Ali Jinnah University Sharif, K — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 104-077-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2004 Geo location: Islamabad, Pakistan Industry: Housing Size: 100 employees Timing: 2003-2004 Topics: Single-entry accounting; Double-entry accounting; Housing industry; Financial statements; Financial decision making; Accounting; Marketing strategy Abstract: Pakistan Housing Islamabad is a welfare organisation in the housing industry trying to follow the example of its sister organisations, Pakistan Housing Authority (PHA) Lahore and Pakistan Housing Authority (PHA) Karachi, which are both successful and flourishing in the cities of Lahore and Karachi. The students need to understand a few concepts before analysing this case. This is an organisation in its initial stages with a lot of procedures to be made. Although the case covers the business areas of accounting and finance, there is also a major human resource issue in the company. The CEO is a retired army officer - a person with a non- technical background. Most of the directors working under him are also non-technical and whenever you try to implement GAAP (generally accepted accounting principles) in the company, it takes a lot of effort to make everyone understand. Therefore, there is an immense need to hire new people who are technically sound and compatible with the company vis-a- vis market needs. The case provides a platform to learn the basics and implementation of single-entry and double-entry accounting system. The case can also be helpful in learning the use of financial statements in decision making and the use of financial information from financial statements in designing marketing strategy.
Note Ramay, M I — MAJU - Mohammad Ali Jinnah University Qureshi, T M — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 307-170-6 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 2007 Geo location: Pakistan Industry: Airlines Size: 10,000 employees Timing: 2003-2007 Topics: National income; Economy; Revenue; Restructuring; Assets; Leadership; Customers; Globalisation; Efficiency; Effectiveness; Privatisation Abstract: Although Pakistan International Airline (PIA) is not contributing to a large extent in the national income yet, it is an important strategic unit of the country’s economy. Being the largest airline of the country, PIA is providing a domestic and international travelling facility. It‘s total revenue is Rs16.84 billion in the first quarter of 2006 compared to Rs16.13 billion in 2005, showing an increase of Rs0.71 billion. In the first quarter of 2006, 1.41 million passengers travelled with PIA compared with 1.31 billion in 2005. Organisational income is lower than the cost (eg, Rs17 billion in the first quarter of the year 2006, compared to Rs13.84 billion in the previous year). This increase is due to high fuel prices increased by 41% from the last year. Overall PIA is facing losses and the government is struggling to find a profitable move.
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.
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.
Technical note Vaseer, A — MAJU - Mohammad Ali Jinnah University Asghar, K — MAJU - Mohammad Ali Jinnah University Nawaz, B — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 505-015-6 Language: English Category: Marketing Data source: Field research Product Year: 2005 Geo location: Pakistan, global Topics: Marketing; Business environment; Pakistan; Marble industry; Granite; Limestone; Global trade of granite; Mining industry; Processing industry; Success story Abstract: Since the time of Ancient Greeks, the intricacy, elegance and beauty of marble has been admired worldwide. Architects and engineers all over the world agree that it is the finest building material that exists. The availability of unique colours and designs gives it more varied applications. Pakistan has been greatly blessed with marble and carries the highest quality in the world. A success story has been included in the note to further enhance the learning experience of the reader.
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.
Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Qureshi, T M — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 907-010-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2007 Geo location: Pakistan Industry: Telecommunication Size: 30,000 employees Timing: 2004-2006 Topics: Telecommunication; Growth; Information; Foreign direct investment; Mobile services; Tele-density; Revenues; GDP (gross domestic product) Abstract: In the last three decades the telecom industry has grown at rocket speed and is becoming the core sector of every country. Telecommunication is an important and influential sector of Pakistan’s economy. Pakistan Telecommunication Authority is fully devoted to putting all of its resources to strengthening this sector. In the near future a lucid approach will be required to tackle different types of challenges. Meeting these challenges will be of fundamental importance to the future prosperity of the telecom sector of Pakistan.
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.
Technical note Rahman, A A — MAJU - Mohammad Ali Jinnah University Khan, M N — MAJU - Mohammad Ali Jinnah University Satti, A — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 204-183-6 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2004 Topics: Construction industry; Pakistan; India; Board of investment; Housing industry; Cement industry; Glass industry; Steel industry; Explosives and blasting industry; Roads; National Highway Authority; Infrastructure; Airports; Dams; Ghazi Barotha Hydro Power Abstract: No government is ever satisfied with its performance unless the efforts put in are successful in passing on benefits of economic growth to the masses. That is how economic development is perceived all over the world. The government of Pakistan has a similar agenda to discharge its responsibility. Man has always strived to fulfill three basic needs; food, clothes and shelter. The demand for construction projects and especially those focused on residential housing are only natural, but still the sector is in recession in Pakistan. Unemployment and poverty have something in common that is vicious and they perpetuate each other. To break this vicious circle, generating employment in construction, industrial, agricultural and services sectors of the economy is the need of the hour.
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.
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.
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.
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.
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
Case Author(s): Beamish PW; Tang J Description: Palliser is Canada’s second largest furniture company. The company has production facilities in Canada, Mexico and Indonesia, and experimented with cutting and sewing leather in China. The company is looking at further expanding the relationshipwith China. Ever since Palliser set up a plant in Mexico, the company had faced increasing competitive pressure from Asia, especially from China. The president of Palliser must decide what form this relationship should follow, should it be aninvestment, either wholly or partly owned, or should it be through subcontracting? Ivey Number: 9B04M005 Publication Date: 4/3/2004 Geographic Setting: Canada/Mexico/China Industry Setting: Furniture and Fixtures Company Size: Medium organization Event Year Start: 2003 Subjects: Expansion; Plant Location; Imports; Outsourcing Level of Difficulty: Undergraduate/MBA Functional Area: General Management
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
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
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
Case Kosnik, Thomas J.; Atluru, Rajesh; Wasserstein, Kevin Palm Computing appears to be the first to have gotten it "right" in the PDA (personal digital assistant) market. Palm Computing has designed a radically new product which will appeal to certain market segments. However, it is unclear how Palm Computing will fare against industry giant, Microsoft. HBS Number: 9-599-040 Type: Case (Field) Publication Date: 09/24/1998 Revision Date: 12/15/1998 Geographic Setting: California Industry Setting: computers Event Year Start: 1997 Event Year End: 1997 Subjects: Competition; Computer industry; New product marketing; Standardization
Case Melissa Schilling; Pamella Tjahyadikarta This caseais about the effort of Palm, Inc. (Palm) to make its Palm Operating System (Palm OS) the industry standard operating system for personal digital assistants (PDAs). Palm had shifted its focus twice. It started out as an applications software maker for the handwriting recognition software, Graffiti. It then became a PDA hardware maker before shifting its primary focus to winning the operating system standards battle. As of March 2000, Palm?s primary businesses were making hardware, designing the operating system, and providing Internet services for Palm users. The case centers around whether and how Palm can win the operating system standards battle against Microsoft’s Windows CE. Students may also question what role Palm‘s involvement in hardware sales contributes to or hinders its performance in the operating systems market. Courses: Business Policy/Strategy; Technological Innovation Management Topics: Network externalities; Corporate strategy; Competition;a Industry analysis; New product development;a Technology
Case (Gen Exp) Author(s): Louis Florence Ivey ID: 9B02N024 Publication Date: 2/6/2003 Product Type: Case (Gen Exp) Teaching Note: 8B02N24 Geographic Setting: Canada Industry Setting: Educational Services Size: Small Year of Event: 1997 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategic Alliances; Financial Analysis; Financial Management Major Disciplines: Finance Product Description: Palmer Corporate Training is a privately owned software training company. The company was developing two new projects that would dramatically change its business. With industry consolidation and entry of a new competitor, Palmer’s core business was becoming a tougher challenge daily. The president of the company must decide if it has the financial and human resources to effectively maintain its core business while developing the two new projects, and how to minimize the risk of failure and increase the probability of success if Palmer proceeds with the new projects.
Case Foerster SR; Hatch JE; Humphrey JA The accountant for Palmer Limited, a sheet metal sub-contractor, has been asked to provide a monthly cash budget along with the projected income statement and balance sheet for her client. The request came about because the banker is concerned aboutwhether Palmer Limited can repay its loan. Ivey Number: 9B01N020 Publication Date: 12/2/2002 Revision Date: 16/04/2002 Geographic Setting: Canada Industry Setting: Special Trade Contractors Company Size: Small organization Event Year Start: 1999 Subjects: Cash Budgeting, Financial Planning, Budgeting, Cash Flow Functional Area: Finance
Case Author(s): Pfeifer, Phillip E.; Bodily, Samuel E.; Smith, Raiford Darden ID: UVA-QA-0657 Published: 7/14/2005 Revised: 8/9/2005 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: decision analysis Abstract: The manager of a paper plant must decide whether to buy a new electrode boiler to replace a natural gas boiler. The challenge is to cut through complexities such as uncertainty in boiler efficiency, energy prices, financing alternatives, and supplier/competitor relationships to arrive at a first-cut analysis and decision. While the case is rich with issues, a considered decision can be made without using the sophisticated methods available to treat these complexities. The case is designed as an introductory class in which an agenda for a course in decision analysis/management science is established.
Case Author(s): Pfeifer, Phillip E.; Bodily, Samuel E.; Smith, Raiford Darden ID: UVA-QA-0657 Published: 7/14/2005 Revised: 8/9/2005 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: decision analysis Abstract: The manager of a paper plant must decide whether to buy a new electrode boiler to replace a natural gas boiler. The challenge is to cut through complexities such as uncertainty in boiler efficiency, energy prices, financing alternatives, and supplier/competitor relationships to arrive at a first-cut analysis and decision. While the case is rich with issues, a considered decision can be made without using the sophisticated methods available to treat these complexities. The case is designed as an introductory class in which an agenda for a course in decision analysis/management science is established.
Case Author(s): Yoffie, David B.; Mack, Barbara J. Publication Date: 08/19/2005 Revision Date: 08/10/2006 Product Type: Case (Library) HBS Number: 9-706-420 Geographic Setting: Asia; United States Industry Setting: Consumer electronics Number of Employees: 292 Gross Revenues: $72 million revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Alliances; Competitive environment; Growth strategy; Strategy; Wireless technologies Academic Discipline: Competitive strategy Product Description: PalmSource is facing stiff competition from handheld, wireless handheld, and smart phone vendors in 2005. In addition, changes in leadership and corporate structure have altered its relationship with its leading customer — PalmOne. Although Palm renews its license with PalmSource in May 2005, the company must capture new markets to thrive. PalmSource is pursuing a new technology strategy with Linux. Will fresh alliances and a new development environment lead to new growth for this PDA pioneer?
Case Author(s): Yoffie, David B.; Yin, Pai-Ling; Darwall, Christina Publication Date: 06/30/2004 Revision Date: 11/14/2005 Product Type: Case (Field) Product Description: PalmSource CEO David Nagel had grand ambitions. In this newly spun-off company, he wanted to create the next leading software platform for hand-held devices. Explores the strategic challenges of building a platform business. HBS Number: 9-704-473 Geographic Setting: Global Industry Setting: Software industry Number of Employees: 300 Gross Revenues: $75 million revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Information technology; Software; Technology Academic Discipline: Competitive strategy
Case Zaric GS; Awaysheh A Palmyra Trading Company imports commodities from Europe and Asia for sale in the Syrian wholesale market. The vice-president has been advised that the company is still in contention in a tender bid, but has been asked to submit a new bid at a lowercost. The vice-president is aware that a competitor was in the same situation. The vice-president must determine the range of bids the company could make to secure the contract and perform a sensitivity analysis to determine his options undervarious assumptions about the actions of competitors in the bidding process. A simple model can be constructed to analyze the bidding problem and determine the bid range. Ivey Number: 9B01E022 Publication Date: 11/3/2002 Geographic Setting: QSyria Industry Setting: Wholesale Trade - Durable Goods Company Size: Small organization Event Year Start: 2000 Subjects: Bidding, Uncertainty, Models, Spread Sheet Application Functional Area: Management Science & Information Systems
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
Case Author(s): Parry, Mark E. Darden ID: UVA-M-0643 Published: 6/20/2001 Copyright Year: 2001 Subject Area: Marketing Keywords: contribution analysis, innovation management Abstract: Procter & Gamble (P&G) introduced disposable diapers in the United States in 1961. Since entering the market in 1968, Kimberly-Clark (K-C) had battled with P&G for market leadership, with P&G maintaining the lead for the majority of over three decades. In the late 1990s, however, K-C began to pull away from P&G. By August 1999, K-C held a 44 percent share of the $4.2 billion U.S. Market, while P&G’s share had declined to 36%. As some retailers began dropping Pampers from their shelves, P&G executives wondered what they could do to retain distribution and reverse the downward trend inthe company‘s share of the disposable diaper market.
Case Author(s): Parry, Mark E. Darden ID: UVA-M-0643 Published: 6/20/2001 Copyright Year: 2001 Subject Area: Marketing Keywords: contribution analysis, innovation management Abstract: Procter & Gamble (P&G) introduced disposable diapers in the United States in 1961. Since entering the market in 1968, Kimberly-Clark (K-C) had battled with P&G for market leadership, with P&G maintaining the lead for the majority of over three decades. In the late 1990s, however, K-C began to pull away from P&G. By August 1999, K-C held a 44 percent share of the $4.2 billion U.S. Market, while P&G’s share had declined to 36%. As some retailers began dropping Pampers from their shelves, P&G executives wondered what they could do to retain distribution and reverse the downward trend inthe company‘s share of the disposable diaper market.
Case Author(s): Parry, Mark E.; Jones, Melanie; Sato, Yoshinobu Darden ID: UVA-M-0688 Published: 2/11/2004 Revised: 12/16/2004 Copyright Year: 2004 Subject Area: Marketing Keywords: #market; #size; #estimation; #demand; #forecasting; #pricing; #new; #product; #launch; # Teaching Note: UVA-M-0688TN Abstract: Students must estimate the size of the market for Rash Guard diapers, a disposable diaper designed to treat and prevent diaper rash. In addition, students must evaluate P&G’s proposed price for the new diapers.
Case Author(s): Parry, Mark E.; Jones, Melanie; Sato, Yoshinobu Darden ID: UVA-M-0688 Published: 2/11/2004 Revised: 12/16/2004 Copyright Year: 2004 Subject Area: Marketing Keywords: #market; #size; #estimation; #demand; #forecasting; #pricing; #new; #product; #launch; # Teaching Note: UVA-M-0688TN Abstract: Students must estimate the size of the market for Rash Guard diapers, a disposable diaper designed to treat and prevent diaper rash. In addition, students must evaluate P&G’s proposed price for the new diapers.
Case Rao, C P — Kuwait University Distributor: ecch (www.ecch.com) Reference: 208-096-1 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2008 Geo location: Kuwait Industry: Agriculture Size: Large Timing: 2006 Topics: Fertiliser; Middle East; Feasibility study Abstract: The CEO of the Pan Arab Scientific Research Company (PASRC) is very much interested in pursuing the commercialisation of a recently developed chemical fertiliser product called ’Desertgro‘. 'Desertgro' is a sulphur derivative which is considered to be far superior to the existing fertilisers in the category, for increasing agricultural crop productivity in arid lands like those in Arab countries. To pursue the commercial project as a joint venture with a reputed chemical company in industrially advanced countries, the CEO of PASRC commissioned a background research study to determine the commercial prospects for the new product. The case study presents detailed information on the following aspects of agriculture, and use of fertilisers in Arab countries which are considered to be the immediate potential market for 'Desertgro': (1) the nature and role of agriculture in the Middle East and North Africa; (2) the size of cultivated land in the region and in each country; and (3) the main agricultural crops cultivated in the region and in each country, in terms of the quantity produced and area cultivated.
Case Author(s): Opitz, Casey S.; Bruner, Robert F. Darden ID: UVA-F-1028 Published: 2/19/1993 Revised: 1/1/1998 Copyright Year: 1993 Subject Area: Finance Keywords: capital budgeting; Budget; Cash flow; Internal rate of return; IRR; Intrapersonal behavior; Resource allocation; Diversity; Strategic planning; International Teaching Note: UVA-F-1028TN Student Spreadsheet: UVA-S-F-1028 Faculty Spreadsheet: UVA-S-F-1028TN Abstract: In January 1993, the senior management committee of this company has to decide which major projects the company should fund for immediate implementation. The board of directors arbitrarily set a limit of European currency units (ECU) at 80 million to spend on capital projects in 1993. Various managers, however, have proposed projects totaling ECU208 million. The task for the student is to evaluate the completed discounted cash flow (DCF) analyses presented along with qualitative factors (mainly the strategic considerations and the internal politics of the company), and to choose the projects to be approved.
Case Author(s): Opitz, Casey S.; Bruner, Robert F. Darden ID: UVA-F-1028 Published: 2/19/1993 Revised: 1/1/1998 Copyright Year: 1993 Subject Area: Finance Keywords: capital budgeting; Budget; Cash flow; Internal rate of return; IRR; Intrapersonal behavior; Resource allocation; Diversity; Strategic planning; International Teaching Note: UVA-F-1028TN Student Spreadsheet: UVA-S-F-1028 Faculty Spreadsheet: UVA-S-F-1028TN Abstract: In January 1993, the senior management committee of this company has to decide which major projects the company should fund for immediate implementation. The board of directors arbitrarily set a limit of European currency units (ECU) at 80 million to spend on capital projects in 1993. Various managers, however, have proposed projects totaling ECU208 million. The task for the student is to evaluate the completed discounted cash flow (DCF) analyses presented along with qualitative factors (mainly the strategic considerations and the internal politics of the company), and to choose the projects to be approved.
Case Author(s): Opitz, Casey S.; Bruner, Robert F. Darden ID: UVA-F-1028 Published: 2/19/1993 Revised: 1/1/1998 Copyright Year: 1993 Subject Area: Finance Keywords: capital budgeting; Budget; Cash flow; Internal rate of return; IRR; Intrapersonal behavior; Resource allocation; Diversity; Strategic planning; International Teaching Note: UVA-F-1028TN Student Spreadsheet: UVA-S-F-1028 Faculty Spreadsheet: UVA-S-F-1028TN Abstract: In January 1993, the senior management committee of this company has to decide which major projects the company should fund for immediate implementation. The board of directors arbitrarily set a limit of European currency units (ECU) at 80 million to spend on capital projects in 1993. Various managers, however, have proposed projects totaling ECU208 million. The task for the student is to evaluate the completed discounted cash flow (DCF) analyses presented along with qualitative factors (mainly the strategic considerations and the internal politics of the company), and to choose the projects to be approved.
Case Author(s): West, Jonathan; Harmeling, Susan S. Publication Date: 09/11/2000 Revision Date: 11/20/2000 Product Type: Case (Field) Product Description: Panda Management Co. is the largest Chinese restaurant chain in the United States. At the time of the case, Panda is facing multiple problems in operations, mostly stemming from rapid growth, and must choose a path for expansion. Teaching Purpose: Explores problems of network complexities and growth stresses in operations. HBS Number: 9-601-050 Geographic Setting: United StatesIndustry Setting: restaurantNumber of Employees: 2,000Gross Revenues: $225 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Expansion; Growth management; Growth strategy; Operations management; Restaurants Academic Discipline: Operations management
Article Author(s): Abercrombie, George Publication Date: 12/01/2007 Product Type: Harvard Business Review Article HBS Number: F0712B Subjects: Crisis prevention; Disasters; Emergencies; Supply chain optimization Academic Discipline: Operations management Product Description: A company’s ability to function during a flu pandemic is only as good as the weakest link in its supply chain. Hoffman-La Roche, the maker of a frontline antiviral drug, works closely with its suppliers to ensure that their preparedness plans are as robust as its own.
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
Teaching Note For use with 9-399-129 HBS Number: 5-399-131 Subjects: Electronic commerce; Entrepreneurial management; Internet; Joint ventures; Silicon Valley
Case Author(s): Bower, Joseph L.; Gilbert, Clark Publication Date: 03/04/1999 Revision Date: 08/29/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-399-129) Pandesic: The Challenges of a New Business Venture (A). HBS Number: 9-399-130 Geographic Setting: Silicon Valley Subjects: Electronic commerce; Entrepreneurial management; Internet; Joint ventures Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-399-131), 12p, by Joseph L. Bower, Clark Gilbert
Teaching Note For use with 9-399-130 HBS Number: 5-399-131 Subjects: Electronic commerce; Entrepreneurial management; Internet; Joint ventures; Silicon Valley
Case Author(s): Dan Dunn Publication Date: 3/9/2009 Product Type: Case (Field) Teaching Note: 8B09A03 Ivey ID: 9B09A003 Geographic Setting: United States Industry Setting: Electric & Electronic Equipment Supplies Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Value of Perfect Information; Marketing Research; Industrial Marketing Major Disciplines: Entrepreneurship; Marketing Product Description: PANELpro is a startup company and presently a subcontract assembler of control panels. Its president is a former high-tech executive with technological, management and sales experience who wants the company to grow rapidly based on such expertise. He is unsure of the business model to follow (design, assembly, parts distributor or consulting) and how to promote PANELpro. He has some information about potential customers and competition but wants more before proceeding. Two marketing research approaches have been suggested but he ponders whether he should spend his limited funds on research or act based on what he already knows from his corporate experience. If he spends on research, what should be its objective, method and possible payoff?
Case Arthur A. Thompson, University of Alabama Publication Date: 2009 Geographic Setting: U.S. Industry Setting: Restaurant Event Year Start: 1981 Event Year End: 2007 Course Sequence: Business Strategy Subjects: Business policy/strategy; entrepreneurship Supplements: Teaching Note/Video Description: Is Panera Bread’s strategy to have nearly 2,000 Panera Bread bakery-cafés open by the end of 2010 too aggressive, given the fiercely competitive nature of the restaurant industry? Students will need to carefully weigh the key elements of Panera‘s strategy, conduct a full-blown SWOT analysis, dig into Panera's financial performance, and size up the competition from rival restaurant chains in deciding how good Panera's strategy is and what strategy changes may be needed. Has an accompanying video.
Case Author(s): Lipson, Marc Darden ID: UVA-F-1575 Published: 12/31/2008 Copyright Year: 2008 Subject Area: Finance Keywords: balance sheet forecast external markets equity permanent debt financing Abstract: This case can be used to discuss multiperiod financial forecasts and the relative desirability of various financing sources. As 2007 drew to a close, Panera Bread Company faced a new challenge. To date, it had relied on retained earnings and minor equity infusions to finance operations. But a decline in margins would limit future financing from internally generated funds. Complicating matters was the fact that its stock price was at historic lows and management was contemplating a large equity repurchase.
Case Mark D. Griffiths The purpose of this case is to introduce the student to natural gas futures, and issues that arise in the management of a hedging operation. The case approaches the various issues by examining a fictitious company modeled on an Enron Gas Division. The company is the sole importer and distributor of natural gas. Because of its monopoly position, government officials who were concerned about the potential for price gouging monitored the company very closely. Pangea Island Natural Gas Services? [PINGS] problem was quite the reverse, however. In recent years, the company had been offering fixed price contracts to its customers to reduce the uncertainty inherent in natural gas prices. PINGS had thereby taken on the price risk of the cost of natural gas rising. Thunderbird Number: A06-00-0019 Type: Case Publication Date: Geographic Setting: North America Industry Setting: Natural Gas Subjects: Finance; futures; natural gas
Case Slatter, S Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 395-079-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: UK Industry: Retail, bakery Timing: 1985 Topics: Entrepreneurship; Business plan; Opportunity assessment; Starting-up Abstract: First of a two case series (395-079-1 and 395-080-1) focusing on the business plan and what it takes to start a new business. The plan is for a chain of fresh Italian bakery shops at a time when similar fresh baked goods were not readily available on a wide scale in the UK. While the plan is simple and straightforward, there are a number of complicated market and operational issues involved in actually getting the business going.
Case Johnson, R M Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 395-080-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: UK Industry: Retail, bakery Timing: 1987 Topics: Entrepreneurship; Business plan; Opportunity assessment; Starting-up Abstract: This is an excerpt from the second of a two case series (395-079-1 and 395- 080-1) focusing on the business plan and what it takes to start a new business. The plan is for a chain of fresh Italian bakery shops at a time when similar fresh baked goods were not readily available on a wide scale in the UK. While the plan is simple and straightforward, there are a number of complicated market and operational issues involved in actually getting the business going. Following starting-up, the company falters and the business concept has to be modified.
Case Beamish PW; Grasby EMA; Wylie K A new marketing advisor at Panmai, a women’s weaving co-operative located in Kaset Wisai, Thailand, is trying to formulate a strategic plan for Panmai‘s future. Specifically, he needs to decide which product/markets and which methods of distributionare appropriate for Panmai, whether Panmai should pursue more foreign sales and how to solve many operational problems existing at the company. Since he will only be at Panmai for two years, any changes he makes must be sustainable without hispresence. Ivey Number: 9B00M016 Publication Date: 26/07/2000 Geographic Setting: Thailand Industry Setting: Apparel and Accessory Stores Company Size: Small organization Event Year Start: 1996 Subjects: Strategic Planning, Distribution, Consumer Analysis Functional Area: General Management
Article Author(s): Abrahams, Marc Publication Date: 11/01/2006 Product Type: Harvard Business Review Article HBS Number: F0611B Subjects: Behavior; Change management Academic Discipline: General management Product Description: A particularly incendiary example of the law of unintended consequences.
Case Kosnik, Thomas J. PAOS created the Japanese market for corporate identity (CI) consulting in the 1970s. In the 1990s, the CI market is in decline. The founder, Nakanishi, must choose among several options for growing the business: 1) Create a CI market in China. 2) Enter new segments in Japan. 3) Build the U.S. market force. Teaching Purpose: Students grapple with growth strategies in a declining industry. Shows details of an entrepreneurial Japanese firm. HBS Number: 9-598-015 Type: Case (Field) Publication Date: 07/25/1997 Revision Date: 01/04/1999 Geographic Setting: Japan Industry Setting: corporate identity consulting Number of Employees: 25 Gross Revenues: $800 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Consulting; Entrepreneurial management; Growth strategy; Japan; Marketing strategy
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
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.
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.
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.
Case Hazard, H — Scandinavian International Management Institute Loebbecke, C — University of Cologne, Faculty of Mgt. Economics & Social Sciences Distributor: ecch (www.ecch.com) Reference: 202-006-1 Language: English Category: Economics, Politics and Business Environment Data source: Field research Product Year: 2002 Geo location: Europe Industry: Print media Timing: 2000-2003 Topics: Oligopoly; Incumbent; Entrant; Turbulence; Dominance; Foreign; Strategy; Industry; Organisation; Competition; Complacent; Reaction; Cournot; Bertrand; Newspaper Abstract: German newspaper publishers had long enjoyed a stable and staid oligopolistic coexistence. Germany was one of the five largest newspaper markets in the world - it had consistently been Europe’s largest market for the circulation of dailies and for advertising revenue. A warning of unprecedented turbulence came, however, with new foreign entrants and tough competition in the German domestic market, forcing German newspaper publishers to re-invigorate their editorial and design in this now turbulent sector. The case looks at the development of the German newspaper market and the impact of intensifying competition, ‘new media' and the Internet have made on the industry.
Article Kim, W. Chan; Mauborgne, Renee A. While it is easy to recognize leadership in action, defining the essence of leadership is hard because it cannot be reduced to a set of personal attributes or particular activities. Intent on capturing the essence of leadership, Chan Kim and Renee Mauborgne turned to lessons that Kim had learned as a youth in the temples of Korea’s Kyung Nam province. These lessons dealt with the qualities that define true leaders. Their points were made through stories, not through statistics or research. Thus they provided the inspiration for five parables of leadership. HBS Number: 92405 Type: Harvard Business Review Article Publication Date: 7/1/1992 Subjects: Leadership; Management philosophy; Management styles; Managerial behavior
Case (Field) Author(s): Mark B. Vandenbosch; Jonathan Michel Ivey ID: 9B08A009 Publication Date: 6/26/2009 Product Type: Case (Field) Teaching Note: 8B08A09 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategy; Competition Major Disciplines: Marketing Product Description: In February 2008, the president of Vacances Paradis Inc. (Paradise) was assessing his options for the company?s competitive strategy for the future. Paradise was Quebec?s market leader in the tour operating industry but was facing a significant challenge: FunTours Holidays (FunTours) had stolen a sizeable portion of Ontario?s market share in only two years and was planning on conquering the Quebec market for the 2008/09 winter season. FunTours? aggressive strategy was to provide large capacity at low prices, thus creating a price war and decreased margins. The president had to consider how to meet FunTours’ threat in the face of several challenges: the tour industry was fundamentally changing as a result of shifting from traditional travel agents towards Internet distribution; limited differentiation in product offering forced competing on price; and a growing customer base as more people could afford travel. Price had emerged as the dominant criteria for travelers and a huge consideration for tour operators. The president wondered which strategy would be best for the company?s short- and long-term viability.
Article Author(s): DeFillippi, Robert J.; Arthur, Michael B. Publication Date: 01/01/1998 Product Type: CMR Article Publisher: California Management Review Product Description: The creation of temporary enterprises for project-based work has become an increasingly salient feature of the new economy. These project-based enterprises challenge several tenets of strategic management theory. Film making has a long tradition of project-based organizing. This article presents an intensive case study of a big-budget motion picture project, which provides the context for identifying some paradoxical attributes of project-based enterprises. Each of the paradoxes challenges strategic management theory assumptions of a relatively permanent firm as the locus of learning, knowledge transfer, and competitive advantage. Findings from the film case suggest the importance of human and social capital that is embodied in individual free-agent careers and mobilized within communities of professional and industry practice. HBS Number: CMR104 Subjects: Enterprise management; Entertainment industry; Human resources management; New economy; Organizational design; Project management Academic Discipline: General management
Article Author(s): Pascale, Richard Tanner Publication Date: 01/01/1985 Product Type: CMR Article Publisher: California Management Review Product Description: The term “socialization” usually evokes a strong emotional response and is often misunderstood. While it does seem to go against our culturally-ingrained ‘’individualism,’‘ a certain degree of carefully-thought-out socialization does make organizations work better — as evidenced by the success of strongly socialized firms. This article examines the ``seven steps of socialization'' and provides a method for rating a firm's corporate culture. HBS Number: CMR008 Subjects: Business & society; Corporate culture Academic Discipline: Organizational behavior & leadership
Article Author(s): Gittell, Jody Hoffer Publication Date: 04/01/2000 Product Type: CMR Article Publisher: California Management Review Product Description: This article describes the contrasting systems of coordination and control at American and Southwest Airlines. Contrary to popular belief, the best way to achieve coordination in high velocity settings like the airline industry is not to create a flat organization based on performance measurement and little supervision. Rather it is better to build an organization based on cross-functional accountability to diffuse blame, with adequate supervisory staffing to provide coaching and feedback. Coordination benefits from strengthening this role of supervisors while weakening the role of accountability and performance measurement. HBS Number: CMR174 Subjects: Airline industry; Control systems; Organizational structure; Performance effectiveness; Supervision Academic Discipline: Human resources management
Article Author(s): Ma, Hao; Karri, Ranjan; Chittipeddi, Kumar Publication Date: 07/15/2004 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Tyrannical leadership can lead to extraordinary performance and intolerable human effects. When performance matters, its currency soars. Contrary to modern prescriptions for CEO approaches, the phenomenon of managerial tyranny endures in the business world, where performance matters on a quarterly basis. Several celebrated CEOs and leaders who were tyrannical in their methods and yet delivered spectacular results can serve as examples of the paradox. Rather than make moral judgments on a leadership style unpalatable to many, this study presents a typology of managerial tyrants based on their individual traits, objectives, and roles and offers several strategies for coping with them. HBS Number: BH105 Subjects: CEO; Interpersonal behavior; Leadership; Management styles Academic Discipline: Organizational behavior & leadership
Case Author(s): Clawson, James G.; Bevan, Greg Darden ID: UVA-OB-0668 Published: 10/16/2000 Revised: 2/17/2003 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: managing change; leadership Teaching Note: UVA-OB-0668TN Abstract: A new director of flight operations for a global firm growing by acquisition must manage a series of issues concerning service, pay scales, training, and new information technology. All emerge in this true case built from a composite of several actual situations. Names have been disguised.
Case Author(s): Clawson, James G.; Bevan, Greg Darden ID: UVA-OB-0668 Published: 10/16/2000 Revised: 2/17/2003 Copyright Year: 2000 Subject Area: Organizational Behavior and Human Resources Keywords: managing change; leadership Teaching Note: UVA-OB-0668TN Abstract: A new director of flight operations for a global firm growing by acquisition must manage a series of issues concerning service, pay scales, training, and new information technology. All emerge in this true case built from a composite of several actual situations. Names have been disguised.
Case Author(s): Haskins, Mark E.; Parker, Monty Darden ID: UVA-C-1076 Published: 3/12/1991 Revised: 6/27/2006 Copyright Year: 1986 Subject Area: Accounting and Control Keywords: unit cost; cost flow; cost allocation; accounting methods; assets; balance sheet, working capital management Teaching Note: UVA-C-1076TN Abstract: This case provides the basis for exploring issues pertaining to different cost flow assumptions and their working capital consequences. Students make various cost flow calculations for inventory and cost of goods sold using FIFO, LIFO, and the weighted-average techniques over a five-year time frame, during which inventory prices and quantities rise and fall. It quickly becomes apparent that accounting choices are related to significant managerial concerns and that certain accounting choices often induce certain managerial actions.
Case Author(s): Haskins, Mark E.; Parker, Monty Darden ID: UVA-C-1076 Published: 3/12/1991 Revised: 6/27/2006 Copyright Year: 1986 Subject Area: Accounting and Control Keywords: unit cost; cost flow; cost allocation; accounting methods; assets; balance sheet, working capital management Teaching Note: UVA-C-1076TN Abstract: This case provides the basis for exploring issues pertaining to different cost flow assumptions and their working capital consequences. Students make various cost flow calculations for inventory and cost of goods sold using FIFO, LIFO, and the weighted-average techniques over a five-year time frame, during which inventory prices and quantities rise and fall. It quickly becomes apparent that accounting choices are related to significant managerial concerns and that certain accounting choices often induce certain managerial actions.
Case (Field) Author(s): W. Glenn Rowe; John R Phillips Ivey ID: 9B02M038 Publication Date: 1/9/2003 Revision Date: 6/9/2003 Product Type: Case (Field) Teaching Note: 8B02M38 Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 1996 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategy Implementation; Strategy Development; Leadership; Organizational Change Major Disciplines: General Management Product Description: Paragon Information Systems is a small business unit owned by NewTel Enterprises Limited that manufacturers hardware for information technology and systems integration. The newly appointed chief executive officer is faced with a crisis. Days after his appointment, two vice-presidents resign and start a new company. The new company recruits the entire sales team, members of the technical unit and support staff from Paragon Information Systems, a loss of almost one third of Paragon’s staff within two months. The new chief executive officer must meet short-term stakeholder needs, assess, formulate and implement long-term strategies, deal with the competitive threat of the new company, and consider the leadership style and control systems required to make the necessary level of change.
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
Teaching Note For use with 9-794-030 HBS Number: 5-797-058 Subjects: Competition; Entertainment industry; Industry structure; Local government; Regulated industries; Telecommunications
Case Gerald D. HamsmithDuring 1993 Viacom, Inc. and QVC Network, Inc. engaged in a bidding war for control of Paramount Communications, Inc. As the case unfolds, two members of a financial consulting firm have gathered data and are reviewing it with the hope of being able to present their superior easy-to-understand options. These options would become part of the firm’s newsletter feature on the proposed combination. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994. Copyright 1995. Courses: Accounting; Finance Topics:
Case Mizuno, M — Nihon University Distributor: ecch (www.ecch.com) Reference: 803-003-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2003 Geo location: Brazil Industry: Printed circuit boards Size: 60 employees Timing: 2002 Topics: Brazil; Entrepreneurship; Printed circuit boards; Growth strategy; Labour management relations; Production sharing; Management philosophy Abstract: The company was founded by a Brazilian entrepreneur. The case provides a motive, initial difficulty, penetration into the market as well as a development strategy. Of particular interest are factors for success; selection of products and services, investment decision, labour management relations and production sharing. Production sharing of a company is very unique in that it has eliminated tedious wage negotiations due to the established formula. The teaching purpose is to discuss, inter alia, growth strategy, labour management and production sharing.
Article Author(s): Zim, Marvin Publication Date: 07/01/1999 Product Type: Harvard Management Communication Letter Article Product Description: E-mail and Internet technology can create a nightmare if your company isn’t careful. Use the nine simple rules explained in this article—such as don‘t commit sensitive material to e-mail, assume you can be hacked, and don't pick a dumb, obvious password--to avoid a security disaster at your company. Includes the sidebar "When the Delete Key Does Not Delete." HBS Number: C9907D Subjects: Communication; Electronic commerce; Information management; Internet; Technology Academic Discipline: Management of information systems
Case Morri, G; Borghi, A; Chiavazza, F Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 105-061-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2005 Geo location: Brescia (Italy) Industry: Real estate Timing: 2000 Topics: Real estate finance; Discounted cash flow (DCF); Business plan; Public parking area; Debt/equity ratio; Leverage; Real estate Abstract: The case concerns the economic cost-benefit assessment of a real estate operation by using the discounted cash flow method. The case was developed to be introduced, solved in small groups and then discussed in class in two sessions of about 2 hours each.
Case Author(s): Clyman, Dana R. Darden ID: UVA-QA-0538 Published: 1/1/2001 Copyright Year: 1999 Subject Area: Quantitative Analysis Keywords: mediation negotiation Abstract: An escalating conflict between a parent and child has led the parent to call and schedule a mediation session. The case introduces the licensed Virginia mediator to students.
Case Author(s): Clyman, Dana R. Darden ID: UVA-QA-0538 Published: 1/1/2001 Copyright Year: 1999 Subject Area: Quantitative Analysis Keywords: mediation negotiation Abstract: An escalating conflict between a parent and child has led the parent to call and schedule a mediation session. The case introduces the licensed Virginia mediator to students.
Case Author(s): Sahlman, William A. Publication Date: 10/30/1990 Product Type: Case (Field) Product Description: Describes a set of decisions confronting Robin Wolaner, who is negotiating with representatives of Time Inc. about investing in a project to launch a new magazine called Parenting. The negotiations have reached an impasse. Among the issues to be considered are the following: 1) How do you assess the opportunity that Wolaner has identified? 2) How much money does Wolaner need? From whom should the capital be raised? 3) Is the proposed deal with Time Inc. reasonable? From whose perspective? What changes, if any, should be made to the deal? 4) What should Wolaner do? HBS Number: 9-291-015 Geographic Setting: California Industry Setting: publishing Company Size: start-up Event Year Start: 1985 Event Year End: 1986 Subjects: Entrepreneurial finance; Entrepreneurship; Financial strategy; Publishing industry Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-202-065), 14p, by Paul A. Gompers
Teaching Note For use with 9-291-015 HBS Number: 5-202-065 Subjects: Entrepreneurial finance; Entrepreneurship; Financial strategy; Publishing industry
Case Author(s): Spence, Shirley; Stevenson, Howard H. Publication Date: 02/03/2009 Product Type: Case (Field) HBS Number: 809045 Gross Revenues: 830 mm Event Year Start: 2007 Event Year End: 2007 Subjects: Entrepreneurship; Hedge funds; 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.
Case Author(s): Basil A. Kalymon; Jordan Mitchell Publication Date: 8/3/2007 Product Type: Case (Field) Ivey ID: 9B07N009 Geographic Setting: Latvia Industry Setting: Banking Size: Large Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Financial strategy; Financial institutions; Bonds Major Disciplines: Finance; International Product Description: After successfully issuing a ?100 million Eurobond in 2005, executives at Parex Banka (Parex) in Riga, Latvia are considering issuing a second bond with a face value of ?200 million and a term of 5 years. In planning the bond issue, the bank is debating the bond’s characteristics, such as the currency (Euro versus U.S. dollar), the spread they would initially offer and how they would approach the meeting with potential investors. Students are tasked with assessing the bank‘s financing needs and recommending whether the bond should be issued and if so, its currency and price.
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%.
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%.
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
Case Author(s): Ryans AB Publication Date: 1/1/1985 Revision Date: 1/23/2004 Industry: Chemicals and Allied Products Abstract: The Parke-Davis Professional Health Group, the ethical pharmaceutical unit of Warner-Lambert Canada, Inc., had ambitious growth objectives for the 1985 to 1989 planning period. It planned to broaden its product line with the addition of some 15 newsophisticated pharmaceuticals during the first three years of the planning period. A major impediment was the lack of detailing capacity in the 60-person sales force. Alternative ways of alleviating this lack of capacity were under consideration,including the possible addition of a second sales force which would cause significant implementation issues. Ivey Number: 9A85A002 Geographic Location: Canada Company Size: Large organization Year of Event: 1984 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing Subjects: Sales Management; Sales Organization; Marketing Management; Sales Strategy
Case Gray, Ann E. Carol Wittenberg’s first major task as president of the Asia/Pacific business for Parker‘s Biscuits is to set up a joint venture to manufacture biscuits in China. The team that Wittenberg has put together to find a joint venture partner has narrowed the choice down to two quite different Chinese enterprises. One partner is larger, has broader product lines, and offers a better estimated financial payback on the investment. The other appears to be much more open to Parker's manufacturing management methods. Either choice will represent the company's largest single investment in a joint venture to date. HBS Number: 9-697-056 Type: Case (Field) Publication Date: 12/3/1996 Revision Date: 7/21/1997 Geographic Setting: China Industry Setting: food Event Year Start: 1994 Event Year End: 1994 Subjects: China; Food processing industry; Growth strategy; International operations; Joint ventures; Manufacturing strategy Supplementary Materials: Teaching Note, (5-698-068), 14p, by Ann E. Gray
Case Author(s): Cady, John F. Publication Date: 03/01/1980 Revision Date: 07/03/1985 Product Type: Case (Field) Product Description: Focuses on the decision required of Parker Brothers regarding the necessity and advisability of recalling a new product that may have been related to the death of two children. HBS Number: 9-580-085 Geographic Setting: United States Industry Setting: toys Event Year Start: 1978 Event Year End: 1978 Subjects: Marketing management; Marketing strategy; Product planning & policy; Product recalls; Product safety; Recreation; Toy industry Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-585-034), 6p, by John A. Quelch
Teaching Note For use with 9-580-085 HBS Number: 5-585-034 Subjects: Marketing management; Marketing strategy; Product planning & policy; Product recalls; Product safety; Recreation; Toy industry
Case Cady, John F. Describes the recall program designed by Parker Brothers following the death of two children, which may have been related to a new product. HBS Number: 9-580-086 Type: Case (Field) Publication Date: 03/01/1980 Revision Date: 09/29/1982 Geographic Setting: United States Industry Setting: toys Event Year Start: 1978 Event Year End: 1978 Subjects: Marketing management; Marketing strategy; Product planning & policy; Product recalls; Product safety; Recreation; Toy industry Supplementary Materials: Teaching Note, (5-585-034), 6p, by John A. Quelch
Teaching Note For use with 9-580-086 HBS Number: 5-585-034 Subjects: Marketing management; Marketing strategy; Product planning & policy; Product recalls; Product safety; Recreation; Toy industry
Case Author(s): Lovelock, Christopher H.; Merliss, Penny Publication Date: 06/01/1980 Revision Date: 12/29/1992 Product Type: Case (Field) Product Description: The management of Boston’s historic Parker House, owned by Dunfey Hotels, has received a request from a tour wholesaler to book a large number of rooms at the hotel during summer and fall 1980. This booking is tied to bookings at two other Dunfey hotels that need this business. Parker House management would prefer to cultivate more lucrative individual and corporate business, which they see as more in tune with the hotel‘s carefully developed market position. What should they do? Dunfey's detailed segmentation strategy is central to discussion of this case. Five pages of exhibits include financial data on the Parker House and details of requested reservations and space availability. May be used with: (9-580-151) Parker House (A). HBS Number: 9-580-152 Geographic Setting: Boston, MAIndustry Setting: lodgingCompany Size: smallGross Revenues: $11 million revenues Event Year Start: 1979Event Year End: 1979 Subjects: Customer relations; Hotels & motels; Market segmentation; Marketing strategy; Personal selling; Product positioning Academic Discipline: Service management Supplementary Materials: Teaching Note, (5-585-073), 11p, by Christopher H. Lovelock
Case Wilson, G. Peter; Katz, Jane Palley Parker Co., a U.S. based agricultural chemical company with $4 billion in sales, has agreed to a joint venture with Spencer, Inc., a smaller U.S. based company, to develop and market a new herbicide for corn. The two companies must consider marketing, tax, and liability issues to decide whether the new entity will be a corporation or a partnership. Demonstrates how various tax and non-tax factors affect the legal form of joint venture. HBS Number: 9-192-155 Type: Case (Gen Exp) Publication Date: 6/17/1992 Revision Date: 8/5/1992 Geographic Setting: United States Industry Setting: agricultural chemicals Company Size: large Gross Revenues: $4 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Agribusiness; Chemicals; Joint ventures; Legal aspects of business; Partnerships; Taxation
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.
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.
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.
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
Case Author(s): Marshall, Paul; Herrero, Gustavo Publication Date: 03/08/2007 Revision Date: 01/16/2008 Product Type: Color Case HBS Number: 807103 Geographic Setting: Uruguay Industry Setting: Distributors; Milk Number of Employees: 400 Gross Revenues: $50 million revenues Event Year Start: 2005 Event Year End: 2006 Subjects: Finance; Operations management; Restructuring; Turnarounds Academic Discipline: Entrepreneurship Supplementary Materials: Color Case, (807119), 3p, by Paul Marshall, Gustavo Herrero Product Description: Three young MBAs create a partnership to acquire the assets of Parmalat in Uruguay. Focuses on their analysis prior to submitting a bid and their plan for improving the operations once their bid is accepted. In addition to improving operations, they must negotiate with creditors to reduce the debt burden on the company.
Case Author(s): Marshall, Paul; Herrero, Gustavo Publication Date: 03/08/2007 Revision Date: 01/16/2008 Product Type: Color Case HBS Number: 9-807-103 Geographic Setting: Uruguay Industry Setting: Distributors; Milk Number of Employees: 400 Gross Revenues: $50 million revenues Event Year Start: 2005 Event Year End: 2006 Subjects: Finance; Operations management; Restructuring; Turnarounds Academic Discipline: Entrepreneurship Supplementary Materials: Color Case, (9-807-119), 3p, by Paul Marshall, Gustavo Herrero Product Description: Three young MBAs create a partnership to acquire the assets of Parmalat in Uruguay. Focuses on their analysis prior to submitting a bid and their plan for improving the operations once their bid is accepted. In addition to improving operations, they must negotiate with creditors to reduce the debt burden on the company.
Case Author(s): Marshall, Paul; Herrero, Gustavo Publication Date: 03/08/2007 Revision Date: 01/16/2008 Product Type: Color Case HBS Number: 9-807-103 Geographic Setting: Uruguay Industry Setting: Distributors; Milk Number of Employees: 400 Gross Revenues: $50 million revenues Event Year Start: 2005 Event Year End: 2006 Subjects: Finance; Operations management; Restructuring; Turnarounds Academic Discipline: Entrepreneurship Supplementary Materials: Color Case, (9-807-119), 3p, by Paul Marshall, Gustavo Herrero Product Description: Three young MBAs create a partnership to acquire the assets of Parmalat in Uruguay. Focuses on their analysis prior to submitting a bid and their plan for improving the operations once their bid is accepted. In addition to improving operations, they must negotiate with creditors to reduce the debt burden on the company.
Case Author(s): Marshall, Paul; Herrero, Gustavo Publication Date: 03/08/2007 Revision Date: 01/16/2008 Product Type: Color Case HBS Number: 9-807-103 Geographic Setting: Uruguay Industry Setting: Distributors; Milk Number of Employees: 400 Gross Revenues: $50 million revenues Event Year Start: 2005 Event Year End: 2006 Subjects: Finance; Operations management; Restructuring; Turnarounds Academic Discipline: Entrepreneurship Supplementary Materials: Color Case, (9-807-119), 3p, by Paul Marshall, Gustavo Herrero Product Description: Three young MBAs create a partnership to acquire the assets of Parmalat in Uruguay. Focuses on their analysis prior to submitting a bid and their plan for improving the operations once their bid is accepted. In addition to improving operations, they must negotiate with creditors to reduce the debt burden on the company.
Case Author(s): Marshall, Paul; Herrero, Gustavo Publication Date: 03/08/2007 Revision Date: 12/18/2007 Product Type: Color Case HBS Number: 807119 Subjects: Finance; Operations management; Restructuring; Turnarounds Academic Discipline: Entrepreneurship Product Description: An abstract is not available for this product. Must be used with: (807103) Parmalat Uruguay (A).
Case Author(s): Marshall, Paul; Herrero, Gustavo Publication Date: 03/08/2007 Revision Date: 12/18/2007 Product Type: Color Case HBS Number: 9-807-119 Subjects: Finance; Operations management; Restructuring; Turnarounds Academic Discipline: Entrepreneurship Product Description: An abstract is not available for this product. Must be used with: (9-807-103) Parmalat Uruguay (A).
Case Author(s): Marshall, Paul; Herrero, Gustavo Publication Date: 03/08/2007 Revision Date: 12/18/2007 Product Type: Color Case HBS Number: 9-807-119 Subjects: Finance; Operations management; Restructuring; Turnarounds Academic Discipline: Entrepreneurship Product Description: An abstract is not available for this product. Must be used with: (9-807-103) Parmalat Uruguay (A).
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
Case Stoever, W A — Seton Hall University (SHU) Distributor: ecch (www.ecch.com) Reference: 394-088-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1994 Geo location: Jamaica Industry: Aluminum smelting and fabrications Size: Medium-sized multi-national Timing: Early 1990s Topics: Foreign investment; Less-developed countries; Multinational corporations; Social (economic) cost-benefit analysis; Downstream integration, production; Business-government negotiations; Import substitution vs export-led development Abstract: This case examines whether a foreign aluminum producer should establish an aluminum smelter in Jamaica. Although Jamaica is a major bauxite producer, there are considerable questions whether a smelter (which is highly energy-intensive) would be economically viable without ongoing government subsidies. The case is designed to allow students to perform a social cost-benefit analysis of this investment. It is relatively short (two pages of text, pro-forma income statement, and questions), but it provides enough financial projections to enable extensive numerical analysis from both the foreign company’s and the host government‘s viewpoints. Raises questions of investing in inflationary conditions, local vs foreign borrowing, local value added, social discount rate and investment negotiations.
Case Author(s): Richard H. Mimick; Elizabeth M.A. Grasby; Raymond W. Leduc Publication Date: 7/4/2006 Revision Date: 4/30/2008 Product Type: Case Teaching Note: 8B05B03 Ivey ID: 9B05B003 Geographic Setting: Canada Industry Setting: Bldg. Materials, Hardware, Garden Supply Size: Large Year of Event: 2004 Level of Difficulty: 1 - Introductory Subjects: Cash Budgeting Major Disciplines: Accounting Product Description: The owner of a large greenhouse is preparing a cash budget for the upcoming selling season. He has made projections regarding future sales and expenses and also mentioned what the effect of a late spring or early winter would have on his sales.
Case Author(s): Richard H. Mimick; Elizabeth M.A. Grasby; Raymond W. Leduc Publication Date: 7/4/2006 Revision Date: 4/30/2008 Product Type: Case Teaching Note: 8B05B03 Ivey ID: 9B05B003 Geographic Setting: Canada Industry Setting: Bldg. Materials, Hardware, Garden Supply Size: Large Year of Event: 2004 Level of Difficulty: 1 - Introductory Subjects: Cash Budgeting Major Disciplines: Accounting Product Description: The owner of a large greenhouse is preparing a cash budget for the upcoming selling season. He has made projections regarding future sales and expenses and also mentioned what the effect of a late spring or early winter would have on his sales.
Case Author(s): Mary Heisz; Lindsay Brock Publication Date: 4/1/2008 Product Type: Case (Field) Teaching Note: 8B08B01 Ivey ID: 9B08B001 Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Transfer Pricing; Incentives; Control Systems; Budgeting Major Disciplines: Accounting Product Description: A newly appointed operations manager was expected to provide his expertise in the planning, launch and ongoing operations for three corporately-owned Part King stores, the first of which was scheduled to open in December 2005. The operations manager wondered if moving to a corporate model made sense at all or whether it was better to retain the franchise structure that was already in place. He was particularly concerned about how best to motivate the managers of a corporate-owned store given that they did not share in its ownership. Were there some components of the control system that was currently in place in the franchise store model that would also be appropriate for the corporate-owned store model that was in the works? Were there some components of the existing control system that needed improvements as well?
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.
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.
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
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
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
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
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
Case Author(s): Roberto, Michael A. Publication Date: 10/02/2000 Revision Date: 12/21/2000 Product Type: Exercise HBS Number: 9-301-049 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
Case Author(s): Cohen, Allan; Rothstein, David Publication Date: 01/01/2000 Revision Date: 05/26/2004 Product Type: Case (Field) Publisher: Babson College Product Description: The manager of a department that operates potentially dangerous equipment used to manufacture and alter highly dangerous gases is facing how to deal with the repercussions from an accident caused by one of his best operators that contaminated the building. The manager fears that the accident was the result of the operator smoking marijuana on the unsupervised night shift. He has to come to grips with his responsibilities and objectives as a manager and take steps to achieve them based on his knowledge and understanding of the situation. Teaching Purpose: To put students in the manager’s situation. HBS Number: BAB079 Industry Setting: chemicals and gases Subjects: Chemicals; Employee problems; Human resources management; Leadership; Management of change; Organizational behavior; Organizational structure Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (BAB579), 7p, by Allan Cohen
Teaching Note For use with BAB079 HBS Number: BAB579 Subjects: Chemicals; Employee problems; Human resources management; Leadership; Management of change; Organizational behavior; Organizational structure
Article Morita, Akio Sony’s chairman addresses the present deterioration of U.S.-Japan relations and offers his view of how the two countries can patch up their differences and work as partners toward mutual economic success. He argues that the mistrust and fear embodied in "bashers" and protectionists on both sides are holding back a relationship of historic importance. Morita suggests that by moving more manufacturing operations to the United States, Japan can make meaningful contributions to revitalizing the U.S. economy. Japanese capital added to American technology can create new competitive companies that are beneficial to both sides. HBS Number: 92307 Type: Harvard Business Review Article Publication Date: 5/1/1992 Subjects: Cross cultural relations; International trade; Japan; Joint ventures; National competitiveness; Partnerships Year New: 1992
Case Hunsaker, P — University of San Diego Distributor: ecch (www.ecch.com) Reference: 402-011-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2002 Geo location: Saudi Arabia Industry: Consumer razor blades Topics: Cultural awareness and sensitivity; High context and low context societies; Interpersonal and group dynamics; International relations; Expatriate experience; Organisational culture; Effective communication; Marketing strategies Abstract: Bladeco is a United States company that has recently undertaken an international joint venture with a Saudi Arabian company, in the precision steel products market. The newly appointed Middle Eastern Manager is eager to apply his international relations skills to enhance the sales of Bladeco products in Saudi Arabia. He enthusiastically accepts the overseas assignment as an opportunity for gaining international experience and advancing his career with Bladeco. But as an American expatriate, he immediately meets intense cross-cultural obstacles. What the Middle Eastern Manager must determine is how to effectively communicate with his Saudi counterparts in order to convince them to honour their commitments to aggressively market Baldeco products in order to reverse declining sales.
Article Author(s): Daley, Jennifer; O’Connell, Andrew Publication Date: 03/01/2008 Product Type: Harvard Business Review Article HBS Number: F0803G Industry Setting: Health services Subjects: Integrity; Organizational transformations; Values Academic Discipline: Competitive strategy Product Description: Jennifer Daley agreed to take on a dramatic overhaul of Tenet Healthcare‘s clinical quality under two conditions: She would work only on behalf of the patients, and she would consider every day to be her last.
Case Author(s): Coval, Joshua D Publication Date: 08/26/2005 Revision Date: 05/22/2007 Product Type: Color Case HBS Number: 206005 Event Year Start: 2005 Event Year End: 2005 Subjects: Analysis; Capital markets; Portfolio management Academic Discipline: Finance Supplementary Materials: Teaching Note, (206024), 10p, by Joshua D Coval Product Description: Focuses on the portfolio allocation decision of a passive fund manager. Provides a setting to study portfolio theory, including mean-variance analysis, the capital market line, and the efficient frontier.
Case Author(s): Coval, Joshua Publication Date: 08/26/2005 Revision Date: 05/22/2007 Product Type: Color Case HBS Number: 9-206-005 Event Year Start: 2005 Event Year End: 2005 Subjects: Analysis; Capital markets; Portfolio management Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-206-024), 10p, by Joshua Coval Product Description: Focuses on the portfolio allocation decision of a passive fund manager. Provides a setting to study portfolio theory, including mean-variance analysis, the capital market line, and the efficient frontier.
Case Pisano, Gary P.; Golnaraghi, Maryam Focuses on the decision confronting senior administrators at the Brigham and Women’s Hospital: whether to enter into an affiliation with the Massachusetts General Hospital. Requires students to analyze the complex institutional changes in the health environment and to determine how the proposed affiliation might influence the hospital‘s chances for successfully carrying out its core missions. Teaching Purpose: Can be used in courses on Operations Strategy or Competitive Strategy to teach merger strategies, capacity strategies, and strategies for surviving far-reaching environmental changes. May be used with: (9-696-063) Partners HealthCare System, Inc. (B): Cardiac Care Improvement. HBS Number: 9-696-062 Type: Case (Field) Publication Date: 2/16/1996 Revision Date: 4/15/1997 Geographic Setting: Boston, MA Industry Setting: health care Number of Employees: 2,000 Gross Revenues: $740 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Capacity planning; Competition; Hospital administration; Mergers; Operating systems; Organizational change Supplementary Materials: Teaching Note, (5-696-105), 10p, by Gary P. Pisano
Case Pisano, Gary P.; Golnaraghi, Maryam Explores the challenges confronting the CEO at the Brigham and Women’s Hospital in the wake of radical changes in the health care environment. As pressures have risen for cost containment in health care, the hospital has embarked on a series of reengineering efforts to reduce costs, while maintaining the quality of care. The CEO is now evaluating the results of these efforts and considering alternative strategies for improvement. Teaching Purpose: Can be used to examine the issue of managing operational innovation and appropriate strategies for operation improvement. May be used with: (9-696-062) Partners HealthCare System, Inc. (A). HBS Number: 9-696-063 Type: Case (Field) Publication Date: 4/5/1996 Revision Date: 6/4/1996 Geographic Setting: Boston, MA Industry Setting: health care Subjects: Capacity planning; Competition; Hospital administration; Mergers; Operating systems; Organizational change Supplementary Materials: Teaching Note, (5-696-109), 10p, by Gary P. Pisano
Case Author(s): Porter, Michael E.; Kim, Jim Yong; Lee, Scott; Rhatigan, Joseph Publication Date: 04/13/2009 Revision Date: 07/16/2009 Product Type: Case (Field) HBS Number: 9-709-474 Geographic Setting: Africa; Rwanda Industry Setting: Health services Number of Employees: 300 Gross Revenues: 3.4 million Event Year Start: 2005 Event Year End: 2007 Subjects: Developing countries; Nonprofits; Strategy Academic Discipline: Competitive strategy Product Description: In 2005, Partners In Health (PIH) was invited by the Rwandan Ministry of Health to assume responsibility for the management of public health care in two rural districts in Eastern Rwanda and create an HIV treatment program at these sites. PIH successfully implemented a comprehensive program focusing on 4 principles: health systems improvement, HIV prevention and care, accompaniment, and social and economic support. By January 2007, the Rwinkwavu site had conducted 67,137 HIV tests and provided antiretroviral therapy to more than 2,000 patients, of which, fewer than 1% had been switched to second-line drug regimens, 3.8% had died and only one patient had been lost to follow up. A costing analysis done by the Clinton HIV/AIDS Initiative suggested that the model could feasibly be spread to other districts. Dr. Agnes Binagwaho, Executive Director of Rwanda’s National AIDS Control Commission and her colleagues in the Ministry of Health are contemplating how the program could be improved and whether it should be expanded nationally.
Case Brown, A D — The University of Nottingham Robinson, P — The University of Nottingham Boyett, I — Nottingham University Business School Distributor: ecch (www.ecch.com) Reference: 494-021-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 1994 Geo location: UK Industry: IT, fleet management Size: Large multinational, small company controlled by large clearing bank Timing: Early, mid-1990s Topics: Partnership sourcing; Strategic management; Organisation development; Organisation culture; Supplier accreditation; EDI Abstract: Partnership sourcing refers to attempts by large purchasing organisations to foster closer and more harmonious relationships with selected supplier organisations. Successful partnership sourcing may well lead to increased product quality, less wastage of resources in inter-organisation dialogue and healthier profit margins. This case study examines the changing nature of the relationship between ICL and Dial Contracts Ltd as ICL attempted to implement its partnership sourcing vision.
Case Author(s): McAfee, Andrew Publication Date: 08/22/2001 Revision Date: 03/13/2003 Product Type: Case (Gen Exp) HBS Number: 9-602-026 Event Year Start: 2001 Event Year End: 2001 Subjects: Distributors; Internet; Research & development; Suppliers Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-603-031), 18p, by Andrew McAfee, Sarah Macgregor Product Description: PassAct is a virtual distributor for high-tech R&D components and products, taking orders from researchers within companies, passing them on to appropriate suppliers, and monitoring fulfillment. Customers order from a web-based catalog with built-in workflow capabilities. PassAct works with suppliers to integrate their products into this catalog and to use the Internet to transmit order-related information. PassAct itself holds no inventory and adds value by presenting a comprehensive digital catalog and by providing services related to finding and ordering products. PassAct is making significant changes to its revenue model by charging customers and suppliers for services that were previously free. The company wonders how much to charge for these services and what the implications will be. Teaching Purpose: 1) To explore the business of virtual fulfillment and to understand its principal strengths and weaknesses. PassAct is an example of e-intermediation, or the appearance within an industry of new middlemen using the Internet to add value in new ways. By some measures, it has been quite successful to date, and the case serves as a vehicle to explore the reasons for this — what needs does PassAct address that was not being met before the era of the Internet? 2) To understand why PassAct is not yet profitable and what the company intends to do about it. Also, quickly leads to a discussion of why investors
