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Article Author(s): Wang, Jianmao; Sprague, Linda G. Publication Date: 04/01/2006 Product Type: Harvard Business Review Article Product Description: China’s Five-Year Plan is now called a Five-Year Guideline, reflecting the country‘s transition to a market economy. HBS Number: F0604K Geographic Setting: China Subjects: Country analysis; Economic planning; Government; International business Academic Discipline: Business & government
Article Wetlaufer, Suzy For the most part, Glamor-a-Go-Go’s board has been thrilled with CEO Joe Ryan‘s performance. Ryan, after all, had transformed the private-label cosmetics company into a retail powerhouse with flashy outlets from New York to Los Angeles HBS Number: 99511 Type: Harvard Business Review Article Publication Date: 9/1/1999 Subjects: Corporate culture; Corporate responsibility; HBR Case Discussions; Leadership; Management performance; Managerial behavior
Article Thomas, David A.; Wetlaufer, Suzy Two decades after affirmative action became law, progress on increasing diversity in the U.S. workplace—particularly beyond the entry level--is mixed. On one hand, people of color make up a larger percentage of senior managers than at any point in the past. On the other hand, many people of color still struggle with the closed doors of institutional racism. For its 75th anniversary issue, HBR asked a group seldom heard from in the media--executives of color--to address the central questions on race and work in the United States: How far has American business come? Is there reason for optimism? Which programs work and which fail? Who is primarily responsible for bringing about advances in diversity? And what does the future hold? HBS Number: 97509 Type: Harvard Business Review Article Publication Date: 9/1/97 Subjects: Affirmative action; Discrimination; Diversity; Executives; Human relations
13. QVC Author(s): Shamsie, Jamal; Eisner, Alan B. Case Number: DLE5013 Publication Date: 2009 Revision Date: N/A Event Year Start: 1989 Event Year End: 2009 Geographic Setting: U.S. Industry Setting: Retail Courses: Business; Management and Organization; Strategic Management Course Sequence: Strategy Concept Subjects: Business Policy; Competitive Strategy; Asset Analysis; Consumer Product Goods Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Video; Excel Description: Nail clippers that catch clippings, bicycle seats built for bigger bottoms and novelty items shaped like coffins were among the nearly 600 products trying out for a spot on the QVC home shopping channel. However, QVC’s CEO Mike George is concerned about where the opportunities for further growth would come from for the world‘s largest television home shopping channel.
35. QVC Author(s): Shamsie, Jamal Description: Nail clippers that catch clippings, bicycle seats built for bigger bottoms, and novelty items shaped like coffins were among the nearly 600 products trying out for a spot on the QVC home shopping channel. However, QVC’s CEO Donald S. Briggs is concerned about where the opportunities for further growth will come from for the world’s largest television shopping channel. Publication Date: 2005 Revision Date: N/A Event Year Start: 1989 Event Year End: 2005 Geographic Setting: International Industry Setting: Retail/Television Courses: Business/Management and Organization/Strategic Management Course Sequence: Strategy Concept Subjects: Business Policy; Competitive Strategy; Asset Analysis; Consumer Product Goods Supplements: Teaching Note; PowerPoint Notes; Online Web Links Case Number: DLE3035
Article Publication Date: 01/15/2001 Product Type: Balanced Scorecard Report Article Product Description: Questions about the Balanced Scorecard? Here at the Balanced Scorecard Collaborative (BSCol), we hear plenty of them—at in-person conferences, on-line conferences, in everyday conversations with people who are implementing the scorecard all over the world. Now here’s your chance to get answers. In this new feature, BSC creators Robert Kaplan and David Norton, along with other BSCol professionals and guest experts, will offer their insights and advice in response to questions from readers and other scorecard practitioners. HBS Number: B0101E Subjects: Balanced scorecard; Human resources management Academic Discipline: General management
Case Kettell, B — London Metropolitan University Distributor: ecch (www.ecch.com) Reference: 105-106-1 Language: English Category: Finance, Accounting and Control Data source: Generalised experience Product Year: 2005 Geo location: Islamic world Industry: Banking Topics: Islamic capital markets; Sukuk; Islamic bonds; Riba; Shariah; Mudaraba; Murabaha Abstract: An Islamic bond (sukuk) has economic characteristics similar to those of a conventional bond, but is structured to be compliant with Shari?a law, and can be sold to Islamic investors who are prohibited by Shari?a law from investing in conventional debt securities. This case describes Qatar Global Sukuk (QGS) issuing rated trust certificates (sukuk), the proceeds of which will ultimately be used for general funding purposes by the Government of the State of Qatar. The rationale for this transaction is to allow the Government of the State of Qatar to raise Shariah compliant funds. QGS purchased a certain land parcel from the Government of the State of Qatar. The land parcel was leased by QGS to the Government of the State of Qatar for a 7-year period corresponding to the duration of the trust certificates. QGS declared that it would hold these assets in trust for the holders of the trust certificates. The lease rental payment from the Government of the State of Qatar to QGS will exactly match the periodic distribution payments payable on the trust certificates. The lease rental payment is calculated based on 6-month US dollar LIBOR (London Interbank Offered Rate) plus a margin.
Case Dodd, M — Asian Expertise Distributor: ecch (www.ecch.com) Reference: 802-011-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2002 Geo location: Japan Industry: Hair cutting Size: 500 shops Timing: 2001 Topics: Entrepreneurship; Service industry; Japan; Hair cutting; Service innovation; Supply chain; Ergonomics time and motion; IT in service industry; Entrepreneurial character; Vested interests; Business associations; Bureaucratic opposition; Market research; Ja Abstract: Barber shops in Japan traditionally provided an integrated ’total‘ service involving shampoo, shaving, and hair cutting and styling. The cost was high and it was very time consuming. The barbers' associations set the norm, and there were few alternatives. In 1995 the founder of QB House introduced a new concept based on a much cheaper and quicker service offering hair cutting only. This quickly established a niche, and was servicing a broad clientele of over 300,000 monthly by the end of 2001. The case outlines the many challenges encountered in implementing the idea of overcoming opposition from the barbers' association and ministry bureaucrats. It describes the original and highly cost-efficient supply-chain systems introduced; the use of IT; the design and supply of equipment; the novel shop layout and design; and the founder's 'can do' attitude to a technical innovation the experts declared impractical.
Technical Note Author(s): Landel, Robert D.; Zimmerman, Michael Darden ID: UVA-OM-0772 Published: 2/17/1994 Copyright Year: 1994 Subject Area: Operations Management Keywords: process management; Quality Abstract: This note provides instructions for the use of the software QFD/Capture. Using the companion technical note “Building the House of Quality” (UVA-OM-0768), students can quickly learn to utilize the structural methodology of quality-function deployment.
Technical Note Author(s): Landel, Robert D.; Zimmerman, Michael Darden ID: UVA-OM-0772 Published: 2/17/1994 Copyright Year: 1994 Subject Area: Operations Management Keywords: process management; Quality Abstract: This note provides instructions for the use of the software QFD/Capture. Using the companion technical note “Building the House of Quality” (UVA-OM-0768), students can quickly learn to utilize the structural methodology of quality-function deployment.
Case Author(s): Kuemmerle, Walter; Ellis, Chad Publication Date: 02/09/1999 Revision Date: 03/17/2004 Product Type: Case (Field) Product Description: Describes QI-TECH, a Chinese manufacturer of precision coordinate measurement machines. A foreign investor who holds 50% of QI-TECH must negotiate a sale with its Chinese partner and a potential buyer (a large Western measurement machine company). For this purpose the foreign investor must value the joint venture and develop a viable deal structure and negotiation strategy. Teaching Purpose: Financing of growth company in China, international joint ventures, valuation of joint ventures, and mobilizing resources. HBS Number: 9-899-079 Geographic Setting: ChinaIndustry Setting: machinery and equipmentNumber of Employees: 130Gross Revenues: $3 million revenues Event Year Start: 1998Event Year End: 1998 Subjects: China; Entrepreneurial finance; International entrprnl finance; Joint ventures; Machinery; Mergers; Negotiations; Restructuring; Valuation Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-803-122), 19p, by Walter Kuemmerle, Alexander Berson
Case Author(s): John S. Haywood-Farmer; Kevin Leung Publication Date: 1/20/2009 Product Type: Case (Field) Ivey ID: 9B09C002 Geographic Setting: China Industry Setting: Health Services Size: Medium Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Intercultural Relations; Manpower Planning; Employee Selection; Career Development Major Disciplines: Human Resource Management; International Product Description: The QiLing Research Hospital (QiLing), located in Beijing, China, headed by Dr. Tien Tzu, CEO, is in a partnership with the China Research Network (CRN). This partnership was formed in an effort to mutually benefit both parties in terms of becoming a leader in health-care quality standards and creating more effective health-care techniques. Due to the intertwined nature of this relationship, the acquisition of human capital for specific positions within the hospital requires CRN to provide the candidates. Dr. Tien Tzu is increasingly concerned that CRN?s hiring conditions are hindering QiLing?s potential ? specifically referencing the latest batch of candidates CRN has provided to fill a key spot in the neurology department. She is aware that the right people are the key to maintaining QiLing?s growth and loyalty and has analyzed how the candidate selection process, overall compensation, and job retention efforts affect the quality of the human capital pool. She is entertaining thoughts about overhauling the process for the benefit of QiLing, and is unsure how CRN will respond to any proposals she might make.
Case Velamuri, S R; Xin, F Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 409-013-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2009 Geo location: Shanghai, China Industry: Textile trading Size: 20-60 employees Timing: 2003-2007 Topics: Small and medium enterprises (SME); Entrepreneurship; Growth; China; Professionalisation; Human resource management; Textile Abstract: Qian set up Qingfeng, a textile design and trading company, in Shanghai in 2003. Over the next four years, he successfully led Qingfeng past the survival phase by developing two innovative products, which were very well received by the market. These two products brought Qingfeng fast growth in sales revenues and a good reputation in the industry. However, the inability of the company to build a stable team of sales representatives prevented it from fully exploiting this advantage and realising its true sales and profit potential. Although Qian kept recruiting and training new staff, he could not make serious progress. In 2007, a group of salespeople left Qingfeng and set up two competitor companies. By the end of the year, the majority of new recruits had left the company. Qian realised by now that there was a major flaw in his approach to recruiting, training and retaining staff and that this would be a major obstacle to the company’s growth. The case describes the typical human resource management (HR) problems faced by small and medium enterprises, and seeks to provoke discussion on the different HR strategies and leadership styles that are appropriate at the different phases of their growth.
Case Author(s): Reiling, Henry B. Publication Date: 10/07/1981 Revision Date: 08/31/2009 Product Type: Case (Gen Exp) HBS Number: 282003 Geographic Setting: Massachusetts Industry Setting: Cable television industry Event Year Start: 1981 Event Year End: 1981 Subjects: Capital structure; Legal aspects of business; Taxation Academic Discipline: Finance Supplementary Materials: Teaching Note, (282053), 6p, by Henry B. Reiling Product Description: Several entrepreneurs are considering the purchase of an existing cable TV business with the financial assistance of several investors. They must decide whether to establish the company as a partnership or a corporation, and how to capitalize the company for an optimal blend of tax and other business considerations. Adapted from a case by P.J. Barack.
Case Author(s): Reiling, Henry B. Publication Date: 10/07/1981 Revision Date: 10/04/2007 Product Type: Case (Gen Exp) HBS Number: 9-282-003 Geographic Setting: Massachusetts Industry Setting: Cable television industry Event Year Start: 1981 Event Year End: 1981 Subjects: Capital structure; Legal aspects of business; Taxation Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-282-053), 6p, by Henry B. Reiling Product Description: Several entrepreneurs are considering the purchase of an existing cable TV business with the financial assistance of several investors. They must decide whether to establish the company as a partnership or a corporation, and how to capitalize the company for an optimal blend of tax and other business considerations. Adapted from a case by P.J. Barack.
Teaching Note For use with 9-282-003 HBS Number: 5-282-053 Subjects: Capital structure; Communications industry; Entertainment industry; Legal aspects of business; Taxation
Case Deutscher TH; Taggart I In late June 1987, Ron MacKenzie, executive vice-president of Quadra Logic Technologies Inc. (QLT) located in Vancouver, was thinking over the firm’s latest opportunity to commercialize a product. The small company‘s research group had come up witha drug which, when combined with laser technology, could be used in the treatment of cancer. “Killing malignant tumours with beams of light ... it's right out of science fiction”, he muttered to himself. “We've got to market this product. But how?Can we do it ourselves or should we sell it to someone else? Maybe we should wait until we're in a better position to support it.'' A follow-up case (9A93A023) is also available. Ivey Number: 9A93A022 Publication Date: 16/08/1993 Revision Date: 30/05/2002 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Company Size: Small organization Event Year Start: 1987 Subjects: New Products, Technology, Marketing Management, New Enterprises Functional Area: Marketing
Case Author(s): Terry H. Deutscher; Ingrid Taggart Ivey ID: 9A93A023 Publication Date: 8/11/1993 Revision Date: 6/17/2002 Product Type: Case Teaching Note: 8A93A22 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Small Year of Event: 1987 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Technology; New Enterprises; New Products; Acquisitions Major Disciplines: International; Marketing Product Description: Quadra Logic Technologies received the news that a first generation photodynamic therapy compound owned by Johnson and Johnson would be for sale in the next few days. J & J was in the process of approaching potential buyers—major pharmaceutical firms like Ciba-Geigy, Kodak, and American Cyanamid--to discuss their interest in acquiring it. If Quadra Logic can acquire this technology, they would be able to accelerate their own product development, and be assured the position of world leader in photodynamic therapy development. Quadra Logic management must decide quickly whether to proceed.
Case Koen, K; Townsend, S Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 904-020-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2004 Geo location: South Africa Industry: Mining Size: Medium Timing: 2003 Topics: e-Commerce; e-Procurement; Internet strategy Abstract: By 2003, Quadrem, a global e-marketplace that facilitated electronic transactions between buyers and suppliers from the mining, metals and minerals industry, was in its third year of operation. While some of the regions such as North America, Australasia and South Africa managed to operate profitably on a regional level, Quadrem as a whole was not yet profitable mainly because of its high fixed centralised costs. The shareholders however, expected Quadrem to break even by the end of the second quarter in 2004. The case study revolves around Quadrem Africa, based in South Africa, and its dilemma to increase its growth to help Quadrem break even globally.
Case Author(s): Nordhielm, Christie; Hall, Gretchen Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL182 Geographic Setting: United States Industry Setting: Food industry Subjects: Brand management; Market segmentation; Marketing; Marketing plans; Marketing strategy; Positioning; Pricing strategy; Strategy; Target markets Academic Discipline: Marketing Product Description: The hot breakfast cereal division of Quaker Oats was in serious decline, and the increasing American preference for speed and convenience at breakfast did not bode well for the category. The senior VP overseeing the hot breakfast division has been given an ultimatum by the CEO to turn the company’s namesake product line around. She develops a marketing plan, but will it work?
Case Gabarro, John J. Lower middle-level manager is faced with the need to bring about a change in the call patterns of the sales force selling her product. Based on an earlier case by P.R. Lawrence. HBS Number: 9-480-063 Type: Case (Library) Publication Date: 2/1/1980 Revision Date: 6/29/1984 Geographic Setting: Pennsylvania Industry Setting: metals Company Size: large Event Year Start: 1965 Event Year End: 1965 Subjects: Action planning; Corporate culture; Implementation; Metals; Middle management; Sales management; Sales organization Supplementary Materials: Supplement (Note), (9-481-051), 10p, by John J. Gabarro
Case Author(s): Gabarro, John J. Publication Date: 08/01/1980 Revision Date: 11/17/1987 Product Type: Supplement (Note) Product Description: Supplements the case. Designed as an in-class handout. Must be used with: (9-480-063) Quaker Steel and Alloy Corp. HBS Number: 9-481-051 Industry Setting: Metals Subjects: Action planning; Corporate culture; Implementation; Middle management; Sales management; Sales organization Academic Discipline: Human resources management
Case West, J — San Jose State University Distributor: ecch (www.ecch.com) Reference: 302-069-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2002 Geo location: Global Industry: Telecommunications Size: Large Timing: 2000 Topics: Standards competition; Mobile telephones; Vertical integration; Intellectual property; Growth strategy Abstract: This is the first of a two-case series (302-069-1 and 302-070-1). This case series is on standards competition in the mobile telephone industry. This part focuses on Qualcomm’s evolving technology strategy, which began with satellite telecommunications, shifted to a single-minded effort to get its 2nd generation (2G) Code Division Multiple Access (CDMA) technology adopted worldwide, in which the company‘s income (and valuation) are almost solely tied to a single technology. It describes the company's vertical integration in support of CDMA, and its subsequent divestiture of divisions that had been used to bootstrap CDMA adoption. It also includes a complete background on the cellular telephone industry and competing cellular technologies.
Case West, J — San Jose State University Distributor: ecch (www.ecch.com) Reference: 302-070-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2002 Geo location: Global Industry: Telecommunications Size: Large Timing: 2001 Topics: Standards competition; Mobile telephone; Vertical integration; Intellectual property; Game theory Abstract: This is the second of a two-case series (302-069-1 and 302-070-1). This part updates the earlier case with a focus on the wireless data market. It compares so-called 2.5G and 3G competing third generation digital standards and Qualcomm’s hopes to bootstrap adoption. It describes Qualcomm‘s ambiguous intellectual property stakes in the two competing technologies. It also discusses another major proposed spin-off, its chip design division.
Case (Library) Author(s): Joel West; Justin Tan Ivey ID: 9B01M073 Publication Date: 2/6/2003 Revision Date: 2/18/2003 Product Type: Case (Library) Teaching Note: 8B01M73 Geographic Setting: China Industry Setting: Communications Industry Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Emerging Markets; International Management; Telecommunication Technology; Political Environment Major Disciplines: General Management; International Product Description: Qualcomm is a digital cellular communications company specializing in code division multiple access (CDMA) technology. The company spent a number of years developing this technology and in doing so missed many opportunities in adopting the technology as a worldwide standard; however, there are still some countries that have not yet made the decision on their second generation digital standard. With its income almost solely tied to this single technology, the stakes were high for Qualcomm in getting CDMA technology adopted. Supplement to this case, Qualcomm (B), product 9B01M074 discusses the company entering the Chinese market.
Supplement Author(s): Joel West; Justin Tan Ivey ID: 9B01M074 Publication Date: 2/6/2003 Revision Date: 2/18/2003 Product Type: Supplement Teaching Note: 8B01M73 Geographic Setting: China Industry Setting: Communications Industry Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Emerging Markets; Technological Change; International Marketing; Government and Business Major Disciplines: General Management; International Product Description: This supplement to Qualcomm in China (A), product 9B01M073, highlights the company’s efforts in getting code division multiple technology adopted in the rapidly growing Chinese market.
Case Lynda L. Goulet, University of Northern Iowa Peter G. Goulet, University of Northern Iowa Timothy E. Williams, MBA, University of Northern Iowa Quality Asphalt Inc. (QA) is a small asphalt paving firm. After a period of solid growth in the late 1980s, sales growth in the 1990s was flat, while profits fluctuated erratically, with net income ranging from $12,000 to $166,000. QA’s environment was very competitive and the firm had to confront a variety of threats in the 1990s including: price wars, consolidation among its competitors, and decreased ease of access to vital raw materials. Internally, the firm faced the retirement of its family owners, generational succession issues, and the need to consider a variety of decisions related to prospective capital investments and possible changes in its market focus, all under the constraint of limited resources. The case includes all needed environmental information and is disguised. Financial data has been adjusted, although the actual sales growth rates, performance percentages, and key ratios have been preserved. Source: The Society for Case Research, Annual Advances 1998, Copyright 2000. Topics: Strategic Planning; Entrepreneurship; Cost Analysis; Small Business
Case (Field) Author(s): Randy P. Kudar; Robert R. Britney Ivey ID: 9A94D012 Publication Date: 9/7/1994 Revision Date: 7/22/2002 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Small Year of Event: 1993 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Quality; Team Building; Employee Training Major Disciplines: Production and Operations Management Product Description: The director of total quality at Eli Lilly Canada Inc. expressed his concern regarding the future of the quality effort within the firm. Despite intensive training of almost everyone and metrics indicating comprehension of the materials by the participants, there are still a few visible sustaining bridges between the quality training efforts and the everyday real work. He was uncertain of what he should do next to move ahead.
Case Donnellon, A; Engelkemeyer, S W Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB003 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 1999 Version Date: 10 July 2000 Topics: Argentina; Latin America; TQM (total quality management); Team building; Team management; Quality control; Quality action teams; Human resource management Abstract: This case is appropriate for use in undergraduate, graduate, and executive programmes in human resource management, team dynamics and design, and implementation of quality programmes. The case chronicles the launch of a TQM (total quality management) programme in Gillette Argentina. The case protagonist credited the initiative with a 40% benefit in business while recognising that its success was heavily dependant upon the effects of teamwork and customer focus. Now he was faced with how to increase market share elsewhere on the continent and to preserve it in Argentina. His only real question now was how to expand the same TQM programmes elsewhere. This case was previously numbered 404-115-1.
Article Lawler, Edward E., III; Mohrman, Susan A. Prompted by the success of Japanese products in the United States, American companies are seeking to upgrade quality and productivity by adopting quality circles—programs that allow employees to meet in groups to solve common work problems and to make suggestions to management. Although managers expect quality circles to create a more participative workplace, the groups must first progress through a series of growth stages, each containing key activities as well as threats to the programs’ existence. Study of quality circles in different organizations indicates that resistance by middle management and staff, budget cuts, and participants‘ disillusionment usually precipitate their decline. HBS Number: 85107 Type: Harvard Business Review Article Publication Date: 1/1/1985 Subjects: Employee empowerment; Personnel management; Quality control; Total quality
Article Sensenbrenner, Joseph Shrinking revenues and taxpayer uprisings that threatened the town of Madison, Wisconsin’s financial security led the author, during his six years as mayor, to introduce W. Edwards Deming‘s business quality concepts to city government. He learned that, like problems in business, problems in government are more likely to lie in flawed systems than in flawed workers, and that empowered frontline employees generate more improvements than management can. HBS Number: 91208 Type: Harvard Business Review Article Publication Date: 3/1/1991 Subjects: Labor relations; Local government; Operations management; Participatory management; Quality control
Article Hostage, G.M. In a service organization, quality control of employee attitudes and performance is comparable to product quality control in manufacturing. The Marriott Corp. pursues an elaborate ’rescue‘ operation to keep good management people after recruitment and training. This rescue operation which provides employees with challenge, satisfaction and growth in their jobs, consists of eight programs including: Individual Development; Management Training; Manpower Planning; and Career Progression. Other programs include: annual Opinion Surveys; Fair Treatment; and Profit Sharing. HBS Number: 75405 Type: Harvard Business Review Article Publication Date: 7/1/1975 Subjects: Employee attitude; Management development; Personnel policies; Quality control; Services
Case Dimba, B — Strathmore Business School Renart, L — IESE Business School Distributor: ecch (www.ecch.com) Reference: 806-068-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2006 Geo location: Nairobi, Kenya Industry: Service Size: Micro enterprise Timing: March 2005 Topics: Business planning; Marketing; Business risks; Business challenges; Business location Abstract: On 15 March 2005, Maryanne Ratiro, Owner of Quality Girls’ Hostel was reviewing the overall situation in the girls‘ hostel. She wondered what action plans, if any, she should design and implement in preparation for the following academic year, July to October, 2005, of Strathmore University, the biggest institution from where her student residents came. The Quality Girls' Hostel business was situated in Nairobi West Estate in Nairobi. This case was written for an introductory course in business management of a micro enterprise but could also be applied in a bigger organisation. It gives students the chance to develop their skills in analysing both the internal and external environments of an organisation when planning for managing a business. It is desirable to do a qualitative analysis to reinforce student skills. The case writing process was financed by the Ministry of Trade and Industry of the Government of Kenya through an IFC / IDA credit to support micro, small and medium enterprises (Project P085007). The process was managed by the Management Education and Research Consortium.
Case Author(s): Spear, Steven; Groberg, Jonathan P. Publication Date: 08/26/2002 Revision Date: 12/10/2002 Product Type: Case (Field) Product Description: Martin Stein, a recent business school graduate, is the new owner of Quality Imaging Products (QIP), a $10-million-a-year remanufacturer of printer and copier ink cartridges. Within weeks of buying the company, QIP’s VP for finance, gives an ultimatum: a raise or he walks, leaving Stein with the burden of straightening out a nonfunctional financial system while customers, suppliers, product managers, and production staff compete for his attention. Teaching Purpose: Students must wrestle with Stein‘s immediate reaction while establishing priorities for his improvement efforts and for the culture he seeks to create in the company. Presents Stein as an example of a small-company manager who must juggle a far broader range of issues in greater depth than his big-company counterparts to meet the needs of customers profitably. Gives students the vicarious experience of balancing financial, human resources, product, market, customer, supplier, and employee issues on a day-to-day basis while establishing and maintaining a longer term consistency in strategic objectives and methods. HBS Number: 9-603-057 Geographic Setting: CaliforniaIndustry Setting: manufacturing, remanufacturingNumber of Employees: 150Gross Revenues: $10 million revenues Event Year Start: 2000Event Year End: 2002 Subjects: Entrepreneurship; Human resources management; Manufacturing; Operations management; Small business Academic Discipline: Operations management
Article Author(s): Mitra, Debanjan; Golder, Peter N. Publication Date: 04/01/2007 Product Type: Harvard Business Review Article HBS Number: F0704H Subjects: Attitudes; Product evolution; Product positioning Academic Discipline: Marketing Product Description: Consumers are slow to notice positive or negative changes in a product’s quality, and that could have important implications for your company‘s marketing plan.
Case Fransson, M — Rensselaer Polytechnic Institute (RPI) Arnheiter, E — Rensselaer Polytechnic Institute (RPI) Knoth, W — Rensselaer Polytechnic Institute (RPI) Distributor: ecch (www.ecch.com) Reference: 699-017-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 1999 Geo location: Northeast coast of China Industry: Pharmaceuticals Size: 480 employees Timing: 1995-1996 Topics: Quality; Manufacturing processes; Medical devices; Product testing; Technology transfer; Joint ventures; Pharmaceuticals; Asia Abstract: Tianjin-Hanaco Medical is a joint venture between Hanaco of Japan and Tianjin Medical Company of China. Located in an economic development zone on the northeast coast of China, the company manufactures needles, syringes, and infusion tubing sets at ’Best in China‘ quality standards. Several World Class competitors have recently established new manufacturing facilities in China to serve the domestic China market. The Government intends to build a new technology park for companies manufacturing pharmaceutical and medical devices to reduce the country's dependence on imports. The General Manager must uncover the sources of quality problems and develop a plan to upgrade and expand the plant at its existing location so as to compete successfully against the new rivals. The teaching objectives include; (1) supplier quality issues; (2) rejection rates; (3) cost of quality; (4) alternative inspection and testing methods; and (5) barriers to developing a quality culture in a technology transfer context.
Article Takeuchi, Hirotaka; Quelch, John A. The quality of customer service is often as important as the quality of the product. A company can evaluate its customer service by performing a customer service audit. To effectively implement a customer service program the company should educate customers; educate employees; be efficient first, nice second; standardize service response systems; develop a pricing policy; involve subcontractors, if necessary; and evaluate the customer service operation. HBS Number: 83417 Type: Harvard Business Review Article Publication Date: 7/1/1983 Subjects: Customer relations; Customer service; Marketing strategy; Operations management; Quality control; Total quality
Case Quazi, H A; O’Neil, E Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 604-029-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2004 Version Date: 5 April 2004 Geo location: Singapore Industry: Government, public, non-profit sector Size: Small Timing: 2000 Topics: ISO 9000 international standards; Quality assurance systems; Government bodies; Singapore Quality Award Abstract: In late 2000, Mr Pitt Kuan Wah, Director of the National Archives of Singapore (NAS), was in the position to implement an organisation-wide quality assurance system. His task was to assess and compare the following options: Singapore Quality Award for Business Excellence (SQA), ISO 9000, Six Sigma, to create in-house guidelines, and to select the most appropriate system to implement within the NAS.
Case Quazi, H A; Quek, P Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 404-075-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2004 Version Date: 23 June 2004 Geo location: Singapore Industry: Building services and power generation Size: Small Timing: 1987-1998 Topics: ISO 9000; Engineering; Singapore Abstract: Faced with a client not trained to draft the quality and procedure manuals for an ISO 9000 certification project, Alex Tan, the principal consultant, pondered over the alternatives for motivating his client to resume the project. In 1996, Daniel Ang, Managing Director of Barcol-Air Engineering Pte Limited (BAE) in Singapore, decided to pursue a project to seek certification under the ISO 9002-1994 international standard to counteract competition from rival ISO 9000-certified small and medium enterprises in tendering for contracts in the public sector, and to implement a proper quality management system in tandem with rapid business growth. However, Alex Tan and Jason Goh, two consultants from Entrepreneurship Forum Singapore (EFS) hired to guide BAE in the project, suggested the firm prepare the quality and procedure manuals under the facilitation of the consultants. With less than 13 full-time employees, Daniel Ang was hard-pressed to spare two to three staff to fully devote their attention to ISO 9000 matters. The project was eventually delayed for one year.
Case Singhal, D — Goa Institute of Management Martins, A — Goa Institute of Management Singhal, K — Goa Institute of Management Distributor: ecch (www.ecch.com) Reference: 606-055-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2006 Geo location: Ajmer (Rajasthan), India Industry: Educational institution Size: 2,360 students (approx) Timing: June to August 2006 Topics: Quality management; QMS (quality management system) in education; TQM (total quality management); Quality management principles; Quality improvement Abstract: St Stephen’s School, Ajmer ( Rajasthan) was founded in 1985 by educationist Mr Gilroy Martins and his wife Dr Deepa Martins. The school started with six staff members and now has more than 100. The school‘s academic performance is the best in Rajasthan as shown by the Rajasthan Board results. The school is highly regarded by parents for its academic excellence, quality education, discipline, value-oriented education and for inculcation of team spirit and social concern among students. This case study would give a flavour of the changes that occurred within St Stephen's as a result of educational advancement etc. St Stephen's School has become the first school in Ajmer (Rajasthan) to achieve ISO 9001: 2000 certification from ICL Certifications Ltd. This case study would highlight the implementation process of a quality management system and would focus on several principles of total quality management.
Case Author(s): Hawkins, David F. Publication Date: 11/15/1993 Revision Date: 11/04/1994 Product Type: Note Product Description: Discusses quality of earnings analysis and its relevance to security valuation. HBS Number: 9-194-050 Subjects: Financial analysis; Securities; Valuation Academic Discipline: Accounting & control
Article Garvin, David A. A multi-year study of production operations of virtually all the producers of room air conditioners in the United States and in Japan reveals a failure rate of products from the lowest quality manufacturers some 500 to 1000 times greater than that of products from the highest quality manufacturers. Quality is measured by the incidence of internal and external failures. Internal failures include all defects observed, either during fabrication or along the assembly line, before the product leaves the factory. External failures include all problems incurred in the field after the unit has been installed. Measured by either criterion, Japanese companies were far superior to the U.S. counterparts. HBS Number: 83505 Type: Harvard Business Review Article Publication Date: 9/1/1983 Subjects: Japan; McKinsey Award Winners; Operations management; Quality control
Case Author(s): Chopra, Sunil Publication Date: 04/01/2006 Revision Date: 03/29/2007 Product Type: Supplement (Field) HBS Number: KEL154 Subjects: Operations management; Performance measurement; Process analysis; Process improvement; Process quality; Service management; Statistical process control Academic Discipline: Service management Supplementary Materials: Teaching Note, (KEL155), 3p, by Sunil Chopra Product Description: An abstract is not available for this product. Must be used with: (KEL153) Quality Wireless (A): Call Center Performance.
Case Author(s): Terry H. Deutscher; Tapasvi Narula Publication Date: 1/31/2005 Revision Date: 9/26/2006 Product Type: Case Ivey ID: 9B05A005 Geographic Setting: Canada Industry Setting: Mining - Miscellaneous Size: Medium Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Market Segmentation; Marketing Management; Technology; Market Strategy Major Disciplines: Marketing Product Description: Quantec Geoscience is a leading global supplier of geophysical services to the mineral exploration industry. It developed TITAN 24, an award-winning highly innovative technology for deep earth imaging. TITAN 24 provided geophysical inf
Case Author(s): Ken R. Bowlby; John S. Haywood-Farmer Ivey ID: 9A94D014 Publication Date: 9/8/1994 Revision Date: 7/23/2002 Product Type: Case Teaching Note: 8A94D14 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Small Level of Difficulty: 4 - Undergraduate/MBA Subjects: Production Scheduling; Inventory Planning/Control; Forecasting; Economic Order Quantity Major Disciplines: International; Production and Operations Management Product Description: The assistant plant manager, was trying to decide on production scheduling and inventory management policies for the new computer diskette plant. Students are presented with three demand forecasts of increasing complexity as variability between and within product lines emerges. The case is suitable for students to do an economic order quantity (EOQ) analysis and draft a production schedule.
Case Author(s): David M. Currie Publication Date: 9/27/2001 Revision Date: 3/26/2008 Product Type: Case Teaching Note: 8B01M24 Ivey ID: 9B01M029 Geographic Setting: Thailand Industry Setting: Executive, Legislative & General Gov. Year of Event: 1997 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Developing Countries; Government and Business; Exchange Rates; Economic Conditions Major Disciplines: General Management; International Product Description: A currency speculator has shorted the baht, hoping it will devalue. This is a role play supplement to Thailand, 1997, product 9B01M024.
Case Author(s): David M. Currie Publication Date: 9/27/2001 Revision Date: 3/26/2008 Product Type: Case Teaching Note: 8B01M24 Ivey ID: 9B01M029 Geographic Setting: Thailand Industry Setting: Executive, Legislative & General Gov. Year of Event: 1997 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Developing Countries; Government and Business; Exchange Rates; Economic Conditions Major Disciplines: General Management; International Product Description: A currency speculator has shorted the baht, hoping it will devalue. This is a role play supplement to Thailand, 1997, product 9B01M024.
Case Hay, M; Pesenti, S Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 395-093-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: UK Industry: Professional services Timing: 1987-1988 Topics: Entrepreneurship; Intrapreneurship Abstract: First of a two case series (395-093-1 and 395-094-1). Following privatisation BAA plc, owner and operator of the UK’s major international airports, has embarked on a drive encouraging managers to create new business opportunities within the organisation. A quantity surveying manager seizes on the idea of selling quantity surveying services outside the organisation. The case outline the business plan, questions how the new business can fit into the existing set-up, and asks how the intrapreneur should pursue his idea. It also raises the issue of how organisations can create a successful intrapreneurship program. What is the difference between intrapreneurship and entrepreneurship
Case Hay, M; Pesenti, S Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 395-094-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1995 Geo location: UK Industry: Professional services Timing: 1988-1989 Topics: Entrepreneurship; Intrapreneurship Abstract: Second of a two case series (395-093-1 and 395-094-1). The manager faces increasing difficulty in pursuing his idea. To what extent are his and BAA’s positions reasonable or unreasonable? Can the entrepreneurial spirit be successfully accommodated within the BAA set-up?
Case Brown, R; Withers, C; Edwards, N; Ogilvy, J Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 397-116-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1997 Geo location: West Midlands, UK Industry: Kit-car manufacturing Size: u1.2 million in 1996 Timing: 1988-1991 Topics: Start-up; Difficulties of getting into business; Family business issues and support; ; Entrepreneurship qualities; Small business growth stages; Early growth problems Abstract: This is the second of a three-case series (397-115-1, 397-116-1 and 397-117-1). It describes the start-up difficulties of a kit-car manufacturing company, early growth problems and final achievements in becoming a profitable company and winner of a Training and Enterprise Council’s ‘Small Business of the Year' award. The case demonstrates the determination of the founding entrepreneurs, their concern for quality in manufacturing and their ability to develop skills and competencies in laminating and business development, which contribute to the success of their new venture. The virtues and qualities of a 'family business' (the three engineering partners are brothers, with financial support from their parents) are also demonstrated. The case is designed to familiarize students with the different growth phases of a new business and to acquaint them with the sorts of problems and opportunities of such an undertaking. A video 'Quantum Cars' (397-115-3) is available to accompany the case series.
Case Wheelwright, Steven C.; Christensen, Clayton M. Describes the adoption and evolution of product development teams and business teams at Quantum. Emphasizes integration of team capabilities with product development and competitive advantage in a rapidly changing environment. May be used with: (9-692-014) Rigid Disk Drives: An Industry Note. HBS Number: 9-692-023 Type: Case (Field) Publication Date: 1/22/1992 Revision Date: 2/17/1992 Geographic Setting: Milpitas, CA Industry Setting: computer hardware Company Size: large Gross Revenues: $878 million revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Competition; Computer industry; Product development; Silicon Valley; Teams; Technology Supplementary Materials: Teaching Note, (5-693-004), 8p, by Steven C. Wheelwright
Case Author(s): McAfee, Andrew; Bounds, Gregory Publication Date: 01/23/2001 Revision Date: 03/31/2003 Product Type: Case (Field) Product Description: The eSupplyChain group has been recently formed with Quantum Corp.’s Hard Disk Drive Group to evaluate Internet/IT-based approaches to improving supply chain performance. The Hard Disk Drive Group has endured several quarters of poor financial performance, and has already embarked on a number of supply chain initiatives. The eSupplyChain group has been tasked with extending these, and with understanding how to take advantage of eHITEX, a web-based exchange just founded by a group of high-tech manufacturers, including Quantum. Teaching Purpose: Illustrates challenges around defining and executing an "eBusiness strategy." Quantum and the eSupplyChain group must decide which initiatives to pursue, and how to work with all involved stakeholders, both internal and external, to execute them successfully. Also highlights the role of IT platforms both within and outside the firm. HBS Number: 9-601-099 Geographic Setting: Silicon Valley, CAIndustry Setting: computersNumber of Employees: 6,300Gross Revenues: $4.7 billion revenues Event Year Start: 2000Event Year End: 2000 Subjects: Business to business; California Research Center; Customer service; Forecasting; Information technology; Inventory management; Silicon Valley; Supply chain Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-603-032), 18p, by Andrew McAfee, Sarah Macgregor
Teaching Note For use with 9-601-099 HBS Number: 5-603-032 Subjects: Business to business; California Research Center; Customer service; Forecasting; Information technology; Inventory management; Silicon Valley; Supply chain
Case Author(s): Shapiro, Roy D.; Hammond, Janice H.; Witham, Tina Publication Date: 02/05/1990 Revision Date: 03/16/1990 Product Type: Case (Library) Product Description: Quantum is faced with a difficult ethical dilemma — industry studies provide evidence that chemicals used in semiconductor manufacturing may cause women working in fabrication cleanrooms to suffer a higher likelihood of spontaneous abortions. The possibility of other reproductive health risks exist also. Barring all women of child-bearing age from fabrication areas may be viewed as sex discrimination and cause legal ramifications. Full automation is too costly for this small company. What should they do? HBS Number: 9-690-059 Geographic Setting: Santa Clara, CAIndustry Setting: semiconductorCompany Size: mid-sizeGross Revenues: $100 million sales Event Year Start: 1989Event Year End: 1989 Subjects: Diversity; Ethics; Occupational safety; Semiconductors; Silicon Valley; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-696-055), 10p, by Mary Gentile
Case Author(s): White RE; Matta E Description: Rogers Communications Inc.’s interest in acquiring Videotron caused the chief executive officer at Quebecor Inc. to consider purchasing the company as well. Quebecor was a large international printing, publishing and media company and thisacquisition would make the company the third largest cable TV company in Canada. The acquisition had a number of considerations: it would require CRTC approval, Videotron did not earn the same level of return on assets and sales as Quebecor‘s otherlines of business, there were questions about the quality of Videotron's management, the purchase would limit cash flow affecting the growth and development of new products and services and countering Rogers offer could led to a bidding war. Did thecompany want to go down this road? Ivey Number: 9B03M044 Publication Date: 10/11/2003 Revision Date: 5/25/2004 Geographic Setting: Canada Industry Setting: Communications Company Size: Large organization Event Year Start: 2000 Subjects: Strategic Scope; Mergers & Acquisitions; Management Decisions; General Management Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Case Killing JP This case is an up-close look at the management of a large mining and smelting alliance in Australia. One partner is American, the other Australian. Although it is an equally owned venture, the Australians are the “lead” partners, but they are notdoing a very good job. The Americans are frustrated by this, but uncertain as to how to influence their partner. The Americans also have been frustrated in their attempts to introduce a new technology to the mine and expand it. The case is anexcellent vehicle for exploring the issue of management control and influence in joint ventures. Does having a lead partner make sense? What should be the role of each company vis-a-vis operating issues? Strategic issues? Ivey Number: 9A92G009 Publication Date: 8/7/1992 Revision Date: 6/12/2001 Geographic Setting: Australia Industry Setting: Mining - Miscellaneous Company Size: Large organization Subjects: Joint Ventures, International Business Functional Area: General Management
Case Janine S. Hiller, Sam A. Hicks, France Belanger, Nancy G. McGehee, all of Virginia Tech Description: An engaging case involving a detailed complaint about lousy service during a customer’s stay at the resort, an IT manager‘s nonchalant attitude about security holes that facilitate identity theft, the decision of whether to engage in spamming customers who have stayed at the resort, and the monitoring of employee email and Internet usage. Illustrates why and how unethical behavior is sometimes driven by personal goals and organizational politics. Calls for wide-ranging recommendations regarding ethics compliance and new approaches to strategy execution. Excellent for oral team presentations. Publication Date: 2007 Geographic Setting: Australia Industry Setting: hospitality Event Year Start: 1987 Event Year End: 2005 Courses: Business Policy, Business Ethics Course Sequence: Ethics, Strategy, and Social Responsibility Subjects: Business policy, business ethics, corporate responsibility Supplements: Teaching Note Case Number: THM16030
Case Author(s): Clyman, Dana R.; Davis, Rodney; Plankey, Timothy Darden ID: UVA-QA-0577 Published: 10/18/2001 Copyright Year: 2001 Subject Area: Quantitative Analysis Keywords: internet; negotiation; multiparty negotiations; e-business Abstract: This case is part of a three-party negotiation (see also UVA-QA-0576 and UVA-QA-0578). The three parties are Yupi Internet, Quepasa.com, and Sony Corporation. Sony is searching for a partner in the Hispanic and Latin-American portal space to carry its content in order to boost music sales. Sony is offering a variety of combinations of content and promotional support to the portals. A fascinating characteristic of this negotiation is that it is unclear whether the portals will pay Sony for access to its content or whether Sony will pay the portals for access to their audiences. The case is set up for Sony to get the two portals bidding for the contract. But the most value can be unleashed for all parties (including Sony) if the portals can get together in a merger or joint venture and do one deal with Sony.
Case Author(s): Clyman, Dana R.; Davis, Rodney; Plankey, Timothy Darden ID: UVA-QA-0577 Published: 10/18/2001 Copyright Year: 2001 Subject Area: Quantitative Analysis Keywords: internet; negotiation; multiparty negotiations; e-business Abstract: This case is part of a three-party negotiation (see also UVA-QA-0576 and UVA-QA-0578). The three parties are Yupi Internet, Quepasa.com, and Sony Corporation. Sony is searching for a partner in the Hispanic and Latin-American portal space to carry its content in order to boost music sales. Sony is offering a variety of combinations of content and promotional support to the portals. A fascinating characteristic of this negotiation is that it is unclear whether the portals will pay Sony for access to its content or whether Sony will pay the portals for access to their audiences. The case is set up for Sony to get the two portals bidding for the contract. But the most value can be unleashed for all parties (including Sony) if the portals can get together in a merger or joint venture and do one deal with Sony.
Case Morrison A; Everatt D Quest Foods International is one of the world’s largest manufacturers of fragrances, flavors and textures for the food, beverage and consumer products industries. Quest Foods‘ regional vice-president is in the process of implementing a businessprocess re-engineering project for the company. His current efforts focus on developing an information technology-based customer relationship management (CRM) system that he believes could give the company a sustainable competitive advantage withcustomers in the region and throughout the world. His ultimate goal is to bring Quest to the next phase of e-business. Despite high ambitions, his initiatives are making little headway. Internal opposition to change is significant and some keycustomers are growing concerned that Quest's CRM plans might miss the mark. Faced with considerable time and resource pressures, he is wondering how to set priorities and where to focus his energies. Ivey Number: 9B01M011 Publication Date: 30/04/2001 Geographic Setting: Singapore Industry Setting: Food and Kindred Products Company Size: Large organization Event Year Start: 2000 Subjects: International Business, Business Process Re-Engineering, Leveraging Information Technology, Customer Relations Functional Area: General Management
Case Author(s): Meehan, William F., III; Koenig, Lesley; Ransom, Robert Publication Date: 08/17/2001 Revision Date: 08/21/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: SI11 Geographic Setting: Palo Alto, CA Industry Setting: Education industry Subjects: Change management; Children & youth; Corporate culture; Mission statements Academic Discipline: Competitive strategy Product Description: In the winter of 2001, the Quest Scholars Program faced strategic growth issues. Several months earlier — following five summers running a youth empowerment program at Stanford University for low-income, at-risk, bright high school students — Quest’s founders had added a program at Harvard, and the organization had been granted nonprofit 501(c)3 status. Program graduates were gaining entry to top universities, but was college acceptance a viable definition of “success” in the eyes of the founders? How was success defined by the nonprofit‘s other stakeholders? Could the founders simultaneously refine their mission, replicate their program, and support a financially responsible and sustainable organization? With their first board of directors meeting fast approaching, Quest's founders face tough questions about the organization's future and their roles in it.
Article Author(s): Morgan, Nick Publication Date: 08/01/2002 Product Type: Harvard Management Communication Letter Article Product Description: Job interviews are always stressful, but at least most people know their way around the traditional questions—"Where do you see yourself in five years?" and the like. But many interviewers have tougher questions in store, and fielding them with aplomb can make the difference between being hired and being an also-ran. This article assesses some of the trickier questions and offers tips on how best to prepare for them. HBS Number: C0208B Subjects: Employment interviews Academic Discipline: General management
Technical Note Author(s): Hernadi, Christopher; Tolbert, Cheryl; Lee, Amanda; Freeman, R. Edward Darden ID: UVA-E-0178 Published: 1/10/2000 Revised: 3/24/2004 Copyright Year: 2000 Subject Area: Ethics Keywords: corporate culture; bibery; cultural conflict; ethical issues Abstract: This note consists of vignettes illustrating the breadth and depth of the issue of questionable payments. Petty bribes, graft, blackmail, and corrupt officials are all included in these real-life examples of managers caught in the middle of difficult situations. See also “A Note on Questionable Payments in Business” (UVA-E-0179).
Technical Note Author(s): Hernadi, Christopher; Tolbert, Cheryl; Lee, Amanda; Freeman, R. Edward Darden ID: UVA-E-0178 Published: 1/10/2000 Revised: 3/24/2004 Copyright Year: 2000 Subject Area: Ethics Keywords: corporate culture; bibery; cultural conflict; ethical issues Abstract: This note consists of vignettes illustrating the breadth and depth of the issue of questionable payments. Petty bribes, graft, blackmail, and corrupt officials are all included in these real-life examples of managers caught in the middle of difficult situations. See also “A Note on Questionable Payments in Business” (UVA-E-0179).
Case Bartlett, Christopher A. Gulf Oil in Italy was confronted by the need to increase the authorized capacity at a refinery in the face of substantial opposition. Raises the issue of their use of "facilitating gratuities" to minor officials, payments to influence news reports, and the employment of a consultant to assist in government relations to gain passage of the permit. HBS Number: 9-382-080 Type: Case (Library) Publication Date: 11/4/1981 Geographic Setting: Italy Industry Setting: oil Event Year Start: 1973 Event Year End: 1973 Subjects: Bribery; Ethics; Government & business; International business; Italy; Petroleum Supplementary Materials: Teaching Note, (5-384-028), 10p, by Christopher A. Bartlett
Teaching Note For use with 9-382-080 HBS Number: 5-384-028 Subjects: Business government relations; Bribery; Ethics; International business; Italy; Petroleum
Case Author(s): Silk, Alvin J. Publication Date: 02/07/1990 Revision Date: 08/13/1990 Product Type: Note HBS Number: 9-590-015 Subjects: Market research; Polls & surveys; Public opinion Academic Discipline: Marketing Product Description: An introduction to the design of questionnaires administered in surveys undertaken in management and social science research. Outlines a multistep process for developing a questionnaire. May be used with: (F0205A) How Surveys Influence Customers.
Article Author(s): Bhide, Amar V. Publication Date: 11/01/1996 Product Type: Harvard Business Review Article HBS Number: 96603 Subjects: Decision making; Development stage enterprises; Entrepreneurial management; Entrepreneurship; Goal setting; Small business; Strategy formulation Academic Discipline: Entrepreneurship Product Description: Diversify your product line. Stick to your knitting. Hire a professional manager. Watch fixed costs. Those are some of the suggestions that entrepreneurs sort through as they try to get their ventures off the ground. Why all the conflicting advice? Because in a young company, all decisions are up for grabs. Based on his observations of several hundred start-up ventures over eight years, Amar Bhide has developed a three-step sequence of questions that all entrepreneurs must ask themselves in order to establish priorities among the vast array of opportunities and problems they face: What are my goals? Do I have the right strategy? Can I execute the strategy?
Case Author(s): Narayanan, V.G.; Batta, George Publication Date: 12/13/2001 Product Type: Note Product Description: Explains the assumptions behind and the insights from a simple queueing model. May be used with: (9-102-011) Delays at Logan Airport. HBS Number: 9-102-023 Subjects: Control systems; Incentives; Operations research Academic Discipline: Accounting & control
Case Author(s): William W. Sihler Description: The president of a small electric product distribtuion company with very limited resources must decide whether to commit funds for a new product line, to a new location for a branch, or neither. Subjects: growth valuation; assessment; Darden ID: F-1311 Teaching Note: N/A
Case Author(s): Hammond, Janice H.; Kelly, Maura Publication Date: 02/27/1990 Revision Date: 04/24/1991 Product Type: Note Product Description: It has been estimated that the U.S. apparel industry wastes over $25 billion annually due to inefficient practices, long lead times, and insufficient coordination between channel partners. In response to intense competition from off-shore producers, the industry has initiated efforts to reduce these losses and regain competitiveness. This note provides background information on the U.S. apparel industry and describes the concept of "Quick Response," a strategy that increases the competitiveness of domestic manufacturers by increasing their ability to quickly respond to shifting markets. Describes changes in technology, information systems, and channel relationships that are necessary to implement a Quick Response system. HBS Number: 9-690-038 Subjects: Clothing; Distribution; Information systems; Inventory management; Logistics Academic Discipline: Operations management
Case Author(s): Anderson CK; Wilson JG; Craig M Description: @RISK is a modeling and risk analysis tool that can be used with Microsoft Excel. This introduction to the software provides an illustration of the key features of @RISK. Ivey Number: 9B02E015 Publication Date: 2/27/2003 Subjects: Simulation; Risk Analysis Level of Difficulty: MBA
Article Author(s): Van Buren, Mark E.; Safferstone, Todd Publication Date: 01/01/2009 Product Type: Harvard Business Review Article HBS Number: R0901D Subjects: Change management; Leadership; Teams Academic Discipline: Organizational behavior & leadership Product Description: Many leaders taking on new roles try to prove themselves early on by going after quick wins — fresh, visible contributions to the business. But in the pursuit of early results, those leaders often fall into traps that prevent them from benefiting from their achievements. To succeed in their new positions, leaders must realize that the teams they have inherited are also experiencing change. Instead of focusing on an individual accomplishment, leaders need to work with team members on a collective quick win. In a study of more than 5,400 new leaders, the authors found that those who were struggling tended to exhibit five behaviors characteristic of people overly intent on securing a quick win. They focused too much on details, reacted negatively to criticism, intimidated others, jumped to conclusions, and micromanaged their direct reports. Some managed to eke out a win anyway, but the fallout was often toxic. The leaders who were thriving in their new roles, by contrast, shared not only a strong focus on results — necessary for early successes — but also excellent change-management skills. They communicated a clear vision, developed constructive relationships, and built team capabilities. They seemed to realize that the lasting value of their accomplishment would be the way they managed their teams through the transition. Collective quick wins established credibility and prepared them to lead their teams to harder-won victories. The authors provide a diagnostic tool for identifying opportunities for collective quick wins, and they share some advice for organizations: When grooming new leaders, don’t just shore up their Source: Harvard
Case Author(s): Stewart, William T.; Paine, Lynn Sharp; Paustenbach, D.J. Darden ID: UVA-E-0048 Published: 3/12/1991 Revised: 7/1/1990 Copyright Year: 1985 Subject Area: Ethics Keywords: product quality; diversity; Teaching Note: UVA-E-0048TN Abstract: The product manager is informed by the quality control manager of radiation leakage in the microwave ovens shipped in the last several months that could possibly pose a health hazard to the consumer. If a recall is instituted, a severe loss of consumer confidence could result in a sharp decline in market share. Meanwhile, the cause of the defect has been uncovered, and current units being shipped fall within federal limits. The product manager decides to talk confidentially to an acquaintance in the firm’s public relations department before deciding what to do. The case raises issues of “the right thing to do” on the part of both the product manager and the public relations department.
Case Author(s): Stewart, William T.; Paine, Lynn Sharp; Paustenbach, D.J. Darden ID: UVA-E-0048 Published: 3/12/1991 Revised: 7/1/1990 Copyright Year: 1985 Subject Area: Ethics Keywords: product quality; diversity; Teaching Note: UVA-E-0048TN Abstract: The product manager is informed by the quality control manager of radiation leakage in the microwave ovens shipped in the last several months that could possibly pose a health hazard to the consumer. If a recall is instituted, a severe loss of consumer confidence could result in a sharp decline in market share. Meanwhile, the cause of the defect has been uncovered, and current units being shipped fall within federal limits. The product manager decides to talk confidentially to an acquaintance in the firm’s public relations department before deciding what to do. The case raises issues of “the right thing to do” on the part of both the product manager and the public relations department.
Article Author(s): Powers, James; Connor, Michael Publication Date: 09/01/2001 Product Type: Harvard Management Update Article Product Description: Do you worry that layoffs may soon be in your company’s future? Eliminating unproductive practices and procedures within your organization can quickly reduce costs and make your company more efficient. According to Michael Connor and James Powers, both directors of Meridian Consulting, identifying and eliminating those practices that waste time and money can have an immediate impact on spend rates—usually without cutting heads. HBS Number: U0109B Subjects: Business expenses; Cost analysis; Operations management; Productivity Academic Discipline: General management
Technical Note Author(s): Jenkins, Robert Darden ID: UVA-QA-0658 Published: 8/31/2005 Revised: 7/25/2007 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: Crystal Ball; Simulation; Decision analysis; Continuous probability distributions; Discrete probability distributions; Risk profile; Expected value Abstract: This note provides an introduction to Crystal Ball and is designed for first-year MBA Darden students, so it includes the basic knowledge of Crystal Ball that they will need in the required Decision Analysis course.
Technical Note Author(s): Jenkins, Robert Darden ID: UVA-QA-0658 Published: 8/31/2005 Revised: 7/25/2007 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: Crystal Ball; Simulation; Decision analysis; Continuous probability distributions; Discrete probability distributions; Risk profile; Expected value Abstract: This note provides an introduction to Crystal Ball and is designed for first-year MBA Darden students, so it includes the basic knowledge of Crystal Ball that they will need in the required Decision Analysis course.
Case Applegate, Lynda M. Examines emerging Internet business models and the impact of the Internet on the financial service industry. Also traces the evolution of a dot-com through its founding in 1994 to its acquisition by Intuit and its integration within Quicken.com. Teaching Purpose: To identify and critically evaluate emerging Internet business models and examine the evolution of an Internet start-up. HBS Number: 9-800-295 Type: Case (Field) Publication Date: 2/4/00 Revision Date: 5/19/00 Industry Setting: financial services Company Size: start-up Gross Revenues: $853 million revenues Event Year Start: 1994 Event Year End: 2000 Subjects: Business models; Electronic commerce; Entrepreneurial management; Financial services; High technology
Teaching Note For use with 9-800-295 HBS Number: 5-802-138 Subjects: Business models; Electronic commerce; Entrepreneurial management; Financial services; High technology
Case Author(s): Applegate, Lynda M. Publication Date: 11/15/2002 Revision Date: 02/06/2003 Product Type: Supplement (Library) Product Description: Details events during 2000 to 2002. Must be used with: (9-800-295) QuickenInsurance: The Race to Click and Close (A). HBS Number: 9-803-071 Subjects: Business models; Electronic commerce; Entrepreneurial management; Financial services; High technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-802-138), 15p, by Lynda M. Applegate
Teaching Note For use with 9-803-071 HBS Number: 5-802-138 Subjects: Business models; Electronic commerce; Entrepreneurial management; Financial services; High technology
Case Applegate, Lynda M. Enables a thorough analysis of the QuickenInsurance, InsWeb, and Quicken.com business models. Examines the competitive and cooperative dynamics and the relationships among industry participants and distribution partners. Highlights the transition from a value chain to a "value web." Discussion of the Internet venture process is not supplied. HBS Number: 9-800-408 Type: Case (Field) Publication Date: 5/25/00 Industry Setting: financial services Company Size: start-up Gross Revenues: $853 million revenues Event Year Start: 1994 Event Year End: 2000 Subjects: Business models; Electronic commerce; Entrepreneurial management; Financial services; High technology
Case Author(s): Lorsch, Jay W.; Pick, Katharina Publication Date: 07/12/1999 Revision Date: 04/30/2001 Product Type: Case (Field) Product Description: Quickturn Design Systems, Inc. faces a hostile takeover bid from its competitor, Mentor Graphics. Mentor makes the bid at a moment when Quickturn’s stock price is depressed and the company is defending against a patent suit filed by Mentor. The two companies have a history of patent disputes, all of which Quickturn has won. Teaching Purpose: Examines the Quickturn board‘s fiduciary duties in the context of a hostile takeover as well as the effectiveness and legality of various defensive measures. HBS Number: 9-400-001 Geographic Setting: Silicon Valley Number of Employees: 400 Gross Revenues: $110 million revenues Event Year Start: 1998 Event Year End: 1999 Subjects: CAE; Corporate governance; Legal aspects of business; Organizational behavior Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-400-005), 5p, by Jay W. Lorsch, Katharina Pick; Supplement (Field), (9-400-006), 2p, by Jay W. Lorsch, Katharina Pick; Supplement (Field), (9-400-011), 1p, by Jay W. Lorsch, Katharina Pick; Supplement (Field), (9-400-012), 1p, by Jay W. Lorsch, Katharina Pick; Supplement (Field), (9-400-004), 6p, by Jay W. Lorsch, Katharina Pick; Supplement (Field), (9-400-003), 4p, by Jay W. Lorsch, Katharina Pick
Article Author(s): Badaracco, Joseph L., Jr. Publication Date: 04/01/2002 Product Type: Harvard Management Update Article Product Description: Everyday leadership rarely makes headlines. Practical measures taken by responsible people who happen to get caught in dicey situations—such as Enron’s Sherron Watkins--are often done far from the limelight. But this type of quiet leadership is often the most effective approach when trying to work through tough situations. Read what Joseph L. Badaracco, Jr., the John Shad Professor of Business Ethics at Harvard Business School, has to say about the "hero trap" and the small, quiet efforts that can really make things change. Badaracco is the author of Leading Quietly: An Unorthodox Guide to Doing the Right Thing (Harvard Business School Press, 2002). HBS Number: U0204D Subjects: Executives; Human relations; Leadership; Managerial behavior; Women executives Academic Discipline: General management
Case Johnson, R M; Byrne, F Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 398-058-1 Language: English Category: Strategy and General Management Abstract: As Sophia Bergqvist journeyed to Oporto airport through the vineyards of Northern Portugal on her way back to London, she reflected on the future of the family business, Quinta la Rosa, which she and her father had struggled to build into a prize-winning Port producer.
Case (Field) Author(s): Carol Prahinski; John S. Haywood-Farmer; David Wright; Kevin Saskiw Ivey ID: 9B02D024 Publication Date: 1/10/2003 Revision Date: 2/14/2003 Product Type: Case (Field) Teaching Note: 8B02D24 Geographic Setting: United States Industry Setting: Health Services Size: Small Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Bottlenecks; Scheduling; Process Analysis; Capacity Analysis Major Disciplines: Entrepreneurship; Production and Operations Management Product Description: Quinte MRI is a small service provider of medical diagnostic technologies. After just six weeks in operation at a medical centre, the company developed an extensive waiting list, and physicians began referring patients to competing facilities. Quinte MRI’s business development coordinators must provide recommendations and an action plan to deal with this process and productivity problem in a setting with extreme variability.
Case Dietz J; Mark K The basic premise behind QuixotiCo is to provide management consulting advice in exchange for a stake in Internet startups. The owner believes he has venture capital funding, but realizes it is not forthcoming. He attempts to find an alternativemeans of starting a business without involving the capital markets. Ivey Number: 9B00C031 Publication Date: 31/08/2001 Geographic Setting: United States Industry Setting: Personal Services Company Size: Small organization Event Year Start: 2000 Subjects: Financing, Startups, Market Entry, Action Planning and Implementation Functional Area: Human Resource Management
Case Dietz J; Mark K The loss of US$15 million in venture capital financing three months earlier had left the principal owner of QuixotiCo devastated. His company worked with Internet startups to boost their sales in exchange for a portion of the net sales increase andan equity stake. His search for financing his company had been fruitless. He had another idea to make some money in the meantime and launched “Fat Thursday” - networking events held at local bars and clubs for people working with, or interested in,the Internet business. Fat Thursday was successful in New Orleans and he wanted to expand to 50 other cities. His challenge was to find an alternative means of funding this business without involving the capital markets. Ivey Number: 9B00C032 Publication Date: 2/2/2001 Revision Date: 27/04/2001 Geographic Setting: United States Industry Setting: Personal Services Company Size: Small organization Event Year Start: 2000 Subjects: Financing, Startups, Market Entry, Action Planning and Implementation Functional Area: Human Resource Management
Case Author(s): Steven Cox; Michele Henderson Publication Date: 2008 Subjects: Managerial Accounting; Marketing Management Courses: Managerial Accounting; Marketing Management Description: Barrette Wade, a Quiznos franchise owner, operates a successful store in Charlotte, NC. Although the store had been successful in the past, the store’s profitability had declined since it was purchased in 2006.Barrette was concerned that profitability would be even lower for 2008. “A Franchise Owner‘s Dilemma? requires students to determine if Barrette Wade should keep his store at the current location, move his store to one of two other locations, or do something else.
Case Hutzschenreuter, T — HHL Leipzig Graduate School of Management Distributor: ecch (www.ecch.com) Reference: 301-068-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2001 Geo location: Global Industry: Music Timing: 1998-2000 Topics: Internet-based competition; Deconstruction of value chain; Industry dynamics; Entrepreneurship; Unbundling; Changes in industry structure; Music industry Abstract: This case illustrates how the music industry has recently changed through the development of the Internet. Changes in industry structure, competitive strategies and value chains are illustrated. The learning objectives are: (1) to gain knowledge of how the music industry has changed over the past years and to recognize threats and opportunities for existing and new players; (2) to understand the driving factors of these changes; and (3) to recognize the opportunities that the Internet offers for the different players in the music industry.
Case Hron, J — Czech University of Agriculture Ticha, I — Czech University of Agriculture Curdova, M — Czech University of Agriculture Vavra, V — Czech University of Agriculture Distributor: ecch (www.ecch.com) Reference: 395-021-1 Language: English Category: Strategy and General Management Abstract: This case is the outcome of a joint case research, writing effort by teams of faculty members at all four universities underwritten by the United States Agency for International Development and led by Iowa State University. The case describes the situation at a typical agricultural co-operative in central Bohemia in the Czech Republic in early 1993 - a time when the Czech Republic was in the midst of transforming itself from a socialistic centrally planned to a capitalistic free market economy. The general manager of the Co-operative must prepare a strategic plan to return the Co-operative to profitability. After looking over information gathered concerning the Co-operative’s operations, the manager must decide what he is to do at the next day‘s meeting with his senior managers. This case goes with the companion Country/Industry Note
Case Author(s): Bradley, Stephen P.; Eisenmann, Thomas; Ma Publication Date: 09/25/2000 Product Type: Case (Field) Product Description: Quokka Sports is an example of one of the new broadband services focused in total immersion sports. Quokka faces two issues: 1) the broadband infrastructure is emerging slowly so the type of services offered needs to be decided on. 2) Quokka faces an explosion of competition as various traditional cable sports channels enter the Internet web-casting field. HBS Number: 9-701-011 Geographic Setting: San Francisco, CAIndustry Setting: InternetNumber of Employees: 280 Event Year Start: 1999Event Year End: 1999 Subjects: Advertising media; Interactive media; Internet; Sports Academic Discipline: Competitive strategy
Case Sahlman, William A.; Green, Jason Facing increasing competition from much larger industry players, Jim Dalton, CEO of Quorum, and Russ Carson, Managing Partner of Welch, Carson, Anderson & Stowe attempt to set the future direction for the company. Quorum was successfully spun-off from HCA in a management buyout and subsequently started acquiring hospitals to add to their management control service operation. Teaching Purpose: To illustrate a successful consolidation strategy in the health care field. To understand the value-added venture capital and sophisticated financial backers. HBS Number: 9-295-156 Type: Case (Field) Publication Date: 6/16/1995 Geographic Setting: Tennessee Industry Setting: health care services Number of Employees: :5,000 Gross Revenues: $640 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Entrepreneurial finance; Hospital administration; Leveraged buyouts; Mergers; Venture capital
Case Author(s): Rayport, Jeffrey F.; Louie, Dickson L. Publication Date: 09/16/1996 Revision Date: 06/20/1997 Product Type: Case (Field) Product Description: Illustrates the “Service Profit Chain” in action. QVC, whose initials stand for Quality, Value,, and Convenience, demonstrates clearly how a strong customer focus can lead to establishing a strong franchise in the retail sector and a highly profitable business whose revenue has grown 14% per year for 1992-96 — usually at the expense of the rival Home Shopping Network and through higher customer retention. HBS Number: 9-897-050 Geographic Setting: West Chester, PA Industry Setting: Retail industry Number of Employees: 7,000 Gross Revenues: $1.6 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Customer relations; Service management Academic Discipline: Service management
Technical Note Author(s): Hild, Matthias; Mitchell, Jordan Darden ID: UVA-QA-0668 Published: 9/9/2005 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: bankruptcy Abstract: This note explains relevant aspects of bankruptcy proceedings and the “rule of absolute priority” in the context of the case (UVA-QA-0647). It is intended to assist students without sufficient knowledge of the U.S. Bankruptcy Code in their calculations of the financial implications of the exchange offer.
Technical Note Author(s): Hild, Matthias; Mitchell, Jordan Darden ID: UVA-QA-0668 Published: 9/9/2005 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: bankruptcy Abstract: This note explains relevant aspects of bankruptcy proceedings and the “rule of absolute priority” in the context of the case (UVA-QA-0647). It is intended to assist students without sufficient knowledge of the U.S. Bankruptcy Code in their calculations of the financial implications of the exchange offer.
Case Author(s): Eisenmann, Thomas; Hackett, Christopher J Publication Date: 12/11/2001 Product Type: Case (Field) Product Description: Describes the evolution of Qwest from a small fiber-optic construction firm in 1996 to a global telecommunications giant in 2001. Focuses on Qwest’s pivotal acquisition of "Baby Bell" US West, a regional Bell operating company many times Qwest‘s size. Describes the rationale for the merger and its aftermath, including the cultural challenge of integrating a scrappy start-up with a bureaucratic, traditional firm. Teaching Purpose: To analyze the advantages and drawbacks of vertical integration in the telecommunications industry. Explores how capital market and product market strategy interact, specifically how a start-up can use its overvalued stock price during a speculative bubble to acquire "hard assets" and secure sustainable advantage. HBS Number: 9-802-133 Geographic Setting: Denver, COIndustry Setting: telecommunicationsNumber of Employees: 55,000Gross Revenues: $20 billion revenues Event Year Start: 1996Event Year End: 2001 Subjects: Acquisitions; Business policy; Entrepreneurship; Internet; Mergers; Networks; New economy; Telecommunications Academic Discipline: Entrepreneurship
Case Author(s): Hild, Matthias Darden ID: UVA-QA-0647 Published: 1/27/2005 Revised: 9/22/2005 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: bankruptcy swaps Jordan Mitchell Teaching Note: UVA-QA-0647TN Student Spreadsheet: UVA-S-QA-0647 Abstract: By the end of 2002, Qwest Communications Inc., a major U.S. communications company, was reaching a precarious level of illiquidity in the face of huge debts. To reduce that debt, Qwest offered its institutional investors a chance to exchange some unsecured bonds for new senior-subordinated secured notes. But bondholders had no reliable data on Qwest’s financials, and there is a two-day deadline for accepting Qwest‘s offer. See also the B case (UVA-QA-0648).
Case Author(s): Hild, Matthias Darden ID: UVA-QA-0647 Published: 1/27/2005 Revised: 9/22/2005 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: bankruptcy swaps Jordan Mitchell Teaching Note: UVA-QA-0647TN Student Spreadsheet: UVA-S-QA-0647 Abstract: By the end of 2002, Qwest Communications Inc., a major U.S. communications company, was reaching a precarious level of illiquidity in the face of huge debts. To reduce that debt, Qwest offered its institutional investors a chance to exchange some unsecured bonds for new senior-subordinated secured notes. But bondholders had no reliable data on Qwest’s financials, and there is a two-day deadline for accepting Qwest‘s offer. See also the B case (UVA-QA-0648).
Case Author(s): Hild, Matthias; Mitchell, Jordan Darden ID: UVA-QA-0648 Published: 1/27/2005 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: swap bankruptcy Jordan Mitchell Abstract: This case is the epilogue to UVA-QA-0647. Students can learn about the outcome of Quest’s swap offer for unsecured bonds.
Case Author(s): Hild, Matthias; Mitchell, Jordan Darden ID: UVA-QA-0648 Published: 1/27/2005 Copyright Year: 2005 Subject Area: Quantitative Analysis Keywords: swap bankruptcy Jordan Mitchell Abstract: This case is the epilogue to UVA-QA-0647. Students can learn about the outcome of Quest’s swap offer for unsecured bonds.
Case Author(s): Barth, Mary E.; Bethel, Linda; Hu, Evelyn; Reist, Paul Publication Date: 09/01/1997 Product Type: Case (Library) Publisher: Stanford University Product Description: Less than one year after Quaker Oats acquired Snapple for $2 billion, Snapple’s sales were declining, calling into question the value of the $1.3 billion in goodwill Quaker Oats had recognized at the acquisition. Quaker Oats management needs to decide what to do in light of these recent events. Had the Snapple acquisition been a mistake? How should communications with shareholders be handled? Should the goodwill be written off? HBS Number: A157 Geographic Setting: United StatesIndustry Setting: consumer productsGross Revenues: $6.4 billion revenues Event Year Start: 1995Event Year End: 1995 Subjects: Accounting procedures; Acquisitions; Brands; Corporate strategy; Financial accounting; Financial reporting; Food Academic Discipline: Accounting & control
Case Thompson, Arthur A. Jr.; Gamble, John E. This case analyses the acquisition of Snapple Beverage Corp. by Quaker Oats Co. in 1994. Quaker’s brand portfolio is provided, highlighting Gatorade and Lipton. Publication Date: 1995 Geographic Setting: U.S. Industry Setting: Packaged Foods/Beverages Event Year Start: 1993 Event Year End: 1994 Courses: Business Policy Course Sequence: Diversification Subjects: Business Policy; Corporate Strategy; Acquisitions Supplementary Material: Teaching Note
Article Iacobucci, Dawn Is investing in new technology always the right choice for a company and its customers? Allan Moulter, the CEO of Quality Care, isn’t sure he wants to invest in the computerized reception system that consultant Jack Zadow has outlined HBS Number: 96106 Type: Harvard Business Review Article Publication Date: 1/1/1996 Subjects: Computer systems; Customer service; HBR Case Discussions; Hospital administration; Service management
Article Author(s): Gulati, Ranjay; Oldroyd, James B. Publication Date: 04/01/2005 Product Type: Harvard Business Review Article HBS Number: R0504F Subjects: Customer relations; Customer retention; Data bases; Market segmentation; Marketing information systems; Marketing strategy Academic Discipline: Marketing Product Description: Companies have poured enormous amounts of money into customer relationship management, but in many cases the investment hasn’t really paid off. That‘s because getting closer to customers isn't about building an information technology system. It's a learning journey that begins with the creation of a companywide repository containing every customer interaction with the company, organized by customer. Communal coordination is what's called for at this stage, as each group contributes its information to the data pool separately from the others and then taps into it as needed. In the second stage, one-way serial coordination from centralized IT through analytical units and out to the operating units allows companies to go beyond just assembling data to drawing inferences. In stage three, companies shift their focus from past relationships to future behavior. Through symbiotic coordination, information flows back and forth between central analytic units and various organizational units like marketing, sales, and operations, as together they seek answers to questions like “How can we prevent customers from switching to a competitor?” and “Who would be most likely to buy a new product in the future?” In stage four, firms begin to move past discrete, formal initiatives and, through integral coordination, bring an increasingly sophisticated understanding of their customers to bear in all day-to-day operations.
Article Author(s): Gulati, Ranjay; Oldroyd, James B. Publication Date: 04/01/2005 Product Type: Harvard Business Review Article HBS Number: 9645 Subjects: Customer relations; Customer retention; Data bases; Market segmentation; Marketing information systems; Marketing strategy Academic Discipline: Marketing Product Description: This is an enhanced edition of HBR article R0504F, originally published in April 2005. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. Companies have poured enormous amounts of money into customer relationship management, but in many cases the investment hasn’t really paid off. That‘s because getting closer to customers isn't about building an information technology system. It's a learning journey that begins with the creation of a companywide repository containing every customer interaction with the company, organized by customer. Communal coordination is what's called for at this stage, as each group contributes its information to the data pool separately from the others and then taps into it as needed. In the second stage, one-way serial coordination from centralized IT through analytical units and out to the operating units allows companies to go beyond just assembling data to drawing inferences. In stage three, companies shift their focus from past relationships to future behavior. Through symbiotic coordination, information flows back and forth between central analytic units and various organizational units like marketing, sales, and operations, as together they seek answers to questions like “How can we prevent customers from switching to a competitor?” and “Who would be most likely to buy a new product in the future?” In stage four, firms begin to move past discrete, formal initiatives and, through integral coordination, bring an increasingly sophisti Source: Harvard
Article Author(s): Hamel, Gary; Valikangas, Liisa Publication Date: 09/01/2003 Product Type: Harvard Business Review Article HBS Number: R0309C Subjects: Business models; Competition; Competitive strategy; Corporate strategy; Entrepreneurship; Financial planning; Forecasting; Future; General management; Growth strategy; Innovation; Management of change; Organizational behavior & leadership; Planning; Strategy formulation Academic Discipline: Competitive strategy Product Description: In less turbulent times, executives had the luxury of assuming that business models were more or less immortal. Companies always had to work to get better, but they seldom had to get different — not at their core, not in their essence. Today, getting different is the imperative. It’s the challenge facing Coca-Cola as it struggles to raise its“share of throat” in noncarbonated beverages. It‘s the task that bedevils McDonald's as it tries to restart its growth in a burger-weary world. It's the hurdle for Sun Microsystems as it searches for ways to protect its high-margin server business from the Linux onslaught. Continued success no longer hinges on momentum. Rather, it rides on resilience — on the ability to dynamically reinvent business models and strategies as circumstances change. Strategic resilience is not about responding to a onetime crisis or rebounding from a setback. It's about continually anticipating and adjusting to deep, secular trends that can permanently impair the earning power of a core business. To achieve strategic resilience, companies will have to overcome the cognitive challenge of eliminating denial, nostalgia, and arrogance; the strategic challenge of learning how to create a wealth of small tactical experiments; the political challenge of reallocating financial and human resources to where they can earn the best returns; and the ideological challenge of learning that strategic renewal is as i Source: Harvard
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