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Case Aslam, Z — Air University Rasheed, F — Air University Distributor: ecch (www.ecch.com) Reference: 809-015-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2009 Geo location: Lahore, Pakistan Industry: IT Size: 70 employees Timing: 2006 Topics: Entrepreneurship; Information technology; Merger; Managerial decision making; Self motivation Abstract: This case describes the success story of an innovative entrepreneur Bilal, who seeks to excel in the field of information technology. After starting a job he was soon fed up and so left to start his own business, however a merger with another IT firm took him back from where he had started. This case describes the benefits of working in a foreign market for web development, the critical decisions made by the young entrepreneur to step into the business world and how Bilal flourished his business again after a big downfall. The case highlights: (1) the issues of an inability to see opportunities in the market; (2) the lack of market analysis; (3) the importance of timely managerial decision; (4) customer retention; and (5) the managerial skills required to control a small team.
Case O’Cinneide, B — University of Limerick Distributor: ecch (www.ecch.com) Reference: 593-061-1 Language: English Category: Marketing Data source: Field research Product Year: 1993 Geo location: Clonmel, Ireland Industry: Drinks Size: 200 employees Timing: 1984-1987 Topics: New product development; Intrapreneurship; Marketing research; Advertising management; Brand management; Distribution management; Sales promotion; PR, publicity; Target marketing (females); Marketing management Abstract: In 1984 Showerings (Ireland) Ltd attempted to find a new product opportunity in the Irish market. The case describes in detail the new product development process involved in creating a new brand, ‘Ritz', geared at the female drinker. The subject's attractiveness to female students is a feature of the 'Ritz' study. The case emphasises the priority given to marketing research, eg analysis of perceptions and preferences of the target market relating to age, socio-economic groupings and residence, ie urban vs rural. Concept development and testing was an integral part of the Showerings' project. Long before development of the physical product was attempted, clear ideas had emerged of the product formulation (perry based), branding and packaging required. The case describes the essential role played by advertising in the product launch and it identifies the close liaison developed between Showerings' marketing team and the agents, Young Advertising in Dublin. Similarly, the distribution plan, to compete with major Irish drink manufacturers like Guinness, is discussed.
Case O’Cinneide, B — University of Limerick Distributor: ecch (www.ecch.com) Reference: 397-028-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1997 Geo location: Ireland, worldwide Industry: Entertainment, arts, culture, TV, theatre, video, music Size: 100+ employees Timing: 1994-1997 Topics: New product development; Entrepreneurship; Intrapreneurship; Business policy, strategy; Marketing management; Promotion; Management; International business; Arts, entertainment, culture; Tourism, national branding; State organisations, public; Sector Abstract: The 1994 ‘Eurovision Song Contest', held in Dublin, gave rise to a wide ranging debate in Ireland on arts innovation. Has a new culture/art form been created, or will it prove to be a transient 'show biz' phenomenon? 'Riverdance', was an intermission piece of less than seven minutes (out of Eurovision's three hour transmission, claimed to have been viewed by a worldwide audience of 300 million). The follow-through, 'Riverdance - The Show', has broken all Irish box office records and had attracted massive audiences through TV performances, video productions and live shows, worldwide. Readers can attempt to assess 'Riverdance's' long term effect on Irish culture - or was it a passing fad/fashion? They will see the 'New Product Development' process at play, and explore the potential for 'Arts and Entertainment' and the team approach to developing 'enterprise'. RTE, Ireland's only broadcasting authority, had developed a 'product' that led, subsequently, to a highly successful follow-through stage venture, so raising issues of public sector 'enterprise' and intrapreneurship as distinct from entrepreneurship. There is also the moral dilemma faced by the arts/culture sector in walking the figurative 'tight-rope', ie achieving commercial success, but not at the ex Source: ecch
Case Author(s): Haskins, Mark E. Darden ID: UVA-C-2130 Published: 4/25/1996 Revised: 10/1/1996 Copyright Year: 1996 Subject Area: Accounting and Control Keywords: financial-statement analysis Teaching Note: UVA-C-2130TN Abstract: The characteristics of a firm’s business are often reflected in the makeup of its financial statements. Using common-sized balance-sheet and financial-ratio data for 14 anonymous companies, students match identified industries to the data based on the story portrayed by the information.
Case Author(s): Haskins, Mark E. Darden ID: UVA-C-2130 Published: 4/25/1996 Revised: 10/1/1996 Copyright Year: 1996 Subject Area: Accounting and Control Keywords: financial-statement analysis Teaching Note: UVA-C-2130TN Abstract: The characteristics of a firm’s business are often reflected in the makeup of its financial statements. Using common-sized balance-sheet and financial-ratio data for 14 anonymous companies, students match identified industries to the data based on the story portrayed by the information.
Case Author(s): Haskins, Mark E. Darden ID: UVA-C-2149 Published: 6/26/2000 Copyright Year: 2000 Subject Area: Accounting and Control Keywords: accounting methods balance sheet analysis credit financial ratios statement industry structure profitability return on investment Teaching Note: UVA-C-2149TN Abstract: This case provides an opportunity for students to: (1) learn about the calculation of various financial ratios, (2) hypothesize how some of their basic understandings of an industry would be reflected in certain financial metrics, and (3) discuss an organizing framework for financial ratios.
Case Author(s): Haskins, Mark E. Darden ID: UVA-C-2149 Published: 6/26/2000 Copyright Year: 2000 Subject Area: Accounting and Control Keywords: accounting methods balance sheet analysis credit financial ratios statement industry structure profitability return on investment Teaching Note: UVA-C-2149TN Abstract: This case provides an opportunity for students to: (1) learn about the calculation of various financial ratios, (2) hypothesize how some of their basic understandings of an industry would be reflected in certain financial metrics, and (3) discuss an organizing framework for financial ratios.
Case Author(s): Haskins, Mark E. Darden ID: UVA-C-2162 Published: 8/6/2002 Copyright Year: 2002 Subject Area: Accounting and Control Keywords: accounting inflation finance introduction financial analysis Teaching Note: UVA-C-2162TN Abstract: Financial ratios and common-size balance sheets for 13 “mystery” companies are provided. Students then match each mystery company’s data to 1 of the 13 industries provided. In the process, students learn how to calculate a number of basic financial ratios; craft a story about the distinctive aspects of a company‘s business by interpreting balance sheets; hypothesize how some of their basic understandings of an industry would be reflected in certain financial metrics; and propose a match of a column of metrics to an industry, and present their rationale to classmates.
The case also provides an opportunity to discuss an organizing framework for the focal ratios, to present the concepts of financial leverage and a DuPont ratio deconstruction, and to introduce students to some of the published sources for industry metrics.
This is an appropriate single class assignment for an introductory MBA-level financial accounting course.
Case Author(s): Haskins, Mark E. Darden ID: UVA-C-2162 Published: 8/6/2002 Copyright Year: 2002 Subject Area: Accounting and Control Keywords: accounting inflation finance introduction financial analysis Teaching Note: UVA-C-2162TN Abstract: Financial ratios and common-size balance sheets for 13 “mystery” companies are provided. Students then match each mystery company’s data to 1 of the 13 industries provided. In the process, students learn how to calculate a number of basic financial ratios; craft a story about the distinctive aspects of a company‘s business by interpreting balance sheets; hypothesize how some of their basic understandings of an industry would be reflected in certain financial metrics; and propose a match of a column of metrics to an industry, and present their rationale to classmates.
The case also provides an opportunity to discuss an organizing framework for the focal ratios, to present the concepts of financial leverage and a DuPont ratio deconstruction, and to introduce students to some of the published sources for industry metrics.
This is an appropriate single class assignment for an introductory MBA-level financial accounting course.
Article Goldsmith, Jeff In recent years hospitals have found themselves in financial trouble. Demand has plummeted because technological advances in treatment and changes in practice patterns have made most traditional institutional care unnecessary. Hospitals’ new mission is to manage the course of chronic illness - maintaining patients, in a stable condition or restoring them to adequate functional levels. This requires taking services to the patient as much as bringing the patient to the hospital. HBS Number: 89306 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Health services; Management of change; Organizational development
Article Putnam, Arnold O. Integrated manufacturing, the simultaneous collaboration of specialized functions, brings manufacturing engineering, quality engineering, and test engineering in during the early stages of the design process. The work cell integrates the design, development, and procurement functions in the new type of manufacturing. To redesign manufacturing around the work cell, companies must train engineers and managers in statistical quality techniques, put engineers and managers through apprenticeships in all phases of their businesses, encourage employees to adopt attitudes that foster integration of functions, and organize integrated task forces. HBS Number: 85310 Type: Harvard Business Review Article Publication Date: 5/1/85 Subjects: Manufacturing strategy; Organizational structure; Product development; Quality control
Case A Shirley C. Payne, Timothy R. HinkinIn the early 1990s, demand was increasing for computer services from the three divisions of the University’s Computer Application Group (CAG). This demand, accompanied by operating inefficiencies, changing technology, and deep cuts in state funding, led CAG Director Margaret Dawson to consider a major reorganization. She understood the difficulty of implementing change, but felt it was necessary to attain CAG‘s goals. Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: Accounting Information Systems; Organizational Behavior Topics:
Article Bowen, William G.; Bok, Derek; Burkhart, Glenda American institutions of higher learning have long played a disproportionate role in supplying leadership talent to the world’s business and professional organizations. New research by William Bowen and Derek Bok, former presidents of HBS Number: 99102 Type: Harvard Business Review Article Publication Date: 1/1/1999 Subjects: Affirmative action; African Americans; Business & society; Diversity; Higher education; Hispanic Americans; Human resources management; Mentors; Multiculturalism & pluralism; Recruitment
Article Lovins, Amory B.; Lovins, L. Hunter; Hawken, Paul No one would run a business without accounting for its capital outlays. Yet most companies overlook one major capital component—the value of the earth’s ecosystem services. It is a staggering omission; recent calculations place the va HBS Number: 99309 Type: Harvard Business Review Article Publication Date: 5/1/1999 Subjects: Automobiles; Electric power; Energy conservation; Energy resources; Environmental protection; High technology products; Manufacturing; Materials management; Natural resources; Pollution; Pollution control
Case David W. Roach, Arkansas Tech University Robert R. Edwards, Arkansas Tech University This case consists of two quite different perspectives of the same situation, the acquisition of a small bank by a larger, national bank. The first perspective offered is that of Carol, a long time employee of the small bank in Springfield, Missouri. Carol describes the rumors and management memos about the changes implemented by the new leadership and the impact of these changes on existing employees. In general, existing employees are told little to nothing about changes until the new management team is ready to implement the changes. The second perspective is that of Susan Martin, a employee of the acquiring company (National Fidelity Bank) who is brought in to help implement a loan approval process that has been successful for National Fidelity. Susan describes the resistance to proposed changes and the ostracism she and other National Fidelity personnel experience when they moveto Springfield. Source: The Society for Case Research, Annual Advances 1998, Copyright 2000. Topics: Financial Institutions; Communication; Organizational Change; Leadership; Organizational Behavior
1. Robin Hood Author(s): Lampel, Joseph Case Number: DLE5001 Publication Date: 1985 Revision Date: 1991 Event Year Start: N/A Event Year End: N/A Geographic Setting: N/A Industry Setting: Hypothetical; Classic Courses: Business; Management and Organization; Strategic Management Course Sequence: Strategy Concept Subjects: Mission & Goals; Business Policy; Asset Analysis Supplements: Teaching Note; Power Point Notes Description: Robin Hood and his Merrymen are in trouble as wealthy travelers are avoiding Sherwood forest. This classic case is an excellent introduction to strategy management using a non-business situation.
22. Robin Hood Author(s): Lampel, Joseph Description: Robin Hood and his Merrymen are in trouble as wealthy travelers are avoiding Sherwood forest. This classic case is an excellent way to start the first session of the semester as an introduction to strategy management using a nonbusiness situation. Since it is only one page, students can read it in class and engage in a discussion of problem identification and potential solution analysis that helps set the tone for case discussions for the rest of the semester. Publication Date: 1985 Revision Date: 1991 Event Year Start: N/A Event Year End: N/A Geographic Setting: N/A Industry Setting: Hypothetical; classic Courses: Business/Management and Organization/Strategic Management Course Sequence: Strategy Concept Subjects: Mission & Goals; Business Policy; Asset Analysis Supplements: Teaching Note Case Number: DLE3022
33. Reader’s Digest: For Whom and for How Much Longer? Author(s): Assenza, Pauline; Eisner, Alan B Case Number: DLE5033 Publication Date: 2009 Revision Date: N/A Event Year Start: 2002 Event Year End: 2009 Geographic Setting: International Industry Setting: Publishing Courses: Business; Management and Organization; Strategic Management Course Sequence: Internal Analysis; Business-level Strategy; Strategy Concept; External Environment Subjects: Business Policy; Competitive Strategy; Industry Analysis; Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Description: The Reader’s Digest Association‘s products were mature, but the problem was that the readership was even more mature and efforts to entice younger customers were to no avail.
38. Reader’s Digest: Inform, Enrich, Entertain, and Inspire — Inspire Whom? and for How Much Longer? Author(s): Assenza, Pauline; Eisner, Alan B. Description: After decades of successful expansion, The Reader’s Digest Association’s products were mature. With an average readership age for the flagship Reader’s Digest magazine of 50.3 in 2004, efforts to develop new products had so far failed to entice a significant number of younger customers. Following a financial downturn in 1996, positive financial results remained illusive. Several major changes instituted by Thomas O. Ryder, CEO since 1998, including acquisitions, re-capitalization, restructuring and systematic re-engineering of the corporate culture, had proven mildly successful, but RDA, as well as the entire publishing industry, faced a persistent decline in profitability. Could RDA fulfill its stated mission to create “products that inform, enrich, entertain and inspire people of all ages and cultures around the world”, and could it do this by continuing to rely on the 80-year old Reader’s Digest magazine? What strategies could be employed to utilize Reader’s Digest core competencies to entice new and younger customers? This case is interesting because of the wide awareness of the Reader’s Digest brand, and challenges students to suggest strategies that preserve the brand legacy while increasing profits for shareholders. Useful in a discussion of business-level strategy and internal analysis, it also can be used to illustrate strategic leadership and cultural change. Publication Date: 2005 Revision Date: N/A Event Year Start: 1998 Event Year End: 2005 Geographic Setting: International Industry Setting: Publishing Courses: Business/Management and Organization/Strategic Management Course Sequence: Business-level Strategy; Internal Analysis; External Environment; Strategy Concept; Strategic Leadership Subjects: Business Policy; Competitive Strategy; Asset Analysis; Corporat Source: Dess-Lumpkin-Eisner
Case Bradley, F — UCD Michael Smurfit School of Business Distributor: ecch (www.ecch.com) Reference: 501-044-1 Language: English Category: Marketing Data source: Field research Product Year: 2001 Geo location: Global Industry: Alcoholic beverages Size: Large Timing: 1974-2000 Topics: Internationalisation; Building the global brand; Maintaining brand leadership; Life-cycle effect on brand management; Coping with large competitors; Entrepreneurial marketing; Brand positioning; Re-positioning in mature phase of life-cycle Abstract: The focus of this case is on developing a new product category and appropriate marketing strategies for myriad international markets. In the early days the company lacked resources to promote the brand while warding off the attentions of aggressive competitors who were waiting on the sidelines for the company to falter. Later, building the brand globally became the issue - responding to different consumer tastes in Europe, US, the Far East and Oceania - all having different requirements. In the later period, the main focus of the case, the company has repositioned the brand as a main-stream spirits brand which may conflict with the originality of Baileys. The impact of the life cycle on the evolution of international marketing strategies is a primary focus of the case - within this context the debate on standardisation versus differentiation may be examined in a new light.
Case Bradley, F — UCD Michael Smurfit School of Business Distributor: ecch (www.ecch.com) Reference: 591-002-1 Language: English Category: Marketing Data source: Field research Product Year: 1991 Geo location: Global, US Industry: Alcoholic beverages Size: Small Timing: 1981 Topics: Advertising; Brand management; Competition; Consumer marketing; International marketing; Market analysis; Market entry; Market position; Product design and development; Product positioning Abstract: The management of R & A Bailey & Company Ltd was faced with the decision whether to invest heavily in new manufacturing facilities to serve the rapidly growing market for the company’s cream liqueur brand ‘Baileys Original Irish Cream' launched in 1974. The brand had already been very successful in many markets throughout the world and had been launched in the US in 1979. The major concern to the company was the attraction the new product category offered to very large, well resourced competitors who seemed to be waiting to pounce in the US market particularly. Investing heavily in production and marketing would leave the company exposed in the face of such awesome competitors while failure to invest in capacity would hand over to the latecomers a large share of a valuable market that Baileys had developed.
Case Corts, Kenneth S. R&B Falcon is the world’s leading offshore drilling contractor. Amid surging exploration budgets and increasing deepwater drilling activity, the company makes huge investments in several new state-of-the art $300 million ultra-deepwater drilling rigs. As dayrates and utilization fall for shallow-water rigs, the company must decide whether to idle capacity to defend pricing. It must also decide whether to scale back its commitment to deepwater rig construction projects. Finally, the firm wrestles with whether to pursue "turnkey" drilling contracts, in which it would provide a complete bundle of drilling services. Teaching Purpose: Illustrates the differences between concentrated and fragmented markets. Explores industry evolution caused by both technological change and new marketing practices. May be used with: (9-799-111) The Offshore Drilling Industry. HBS Number: 9-799-110 Type: Case (Field) Publication Date: 4/28/1999 Revision Date: 8/9/1999 Geographic Setting: Houston, TX Industry Setting: offshore drilling Number of Employees: 5,000 Gross Revenues: $1.5 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Capital investments; Economic analysis; Industry structure; Petroleum industry; Strategy formulation; Technological change Supplementary Materials: Teaching Note, (5-700-015), 7p, by Kenneth S. Corts
Teaching Note For use with 9-799-110 HBS Number: 5-700-015 Subjects: Capital investments; Economic analysis; Industry structure; Petroleum industry; Strategy formulation; Technological change
Case Author(s): Stevenson, Howard H.; Mossi, Jose-Carlos Publication Date: 11/19/1985 Revision Date: 11/15/1987 Product Type: Case (Field) Product Description: Outlines alternative mechanisms for getting into business. Shows the means by which an experienced entrepreneur can gain control over the necessary resources in order to lower the fixed costs of business entry. Provides a mechanism for discussing the role of experience, credibility, and contacts in the development of a nonbusiness venture. HBS Number: 9-386-019 Geographic Setting: New York Industry Setting: games Company Size: large Gross Revenues: $3 billion sales Event Year Start: 1984 Event Year End: 1984 Subjects: Capital costs; Development stage enterprises; Entrepreneurship; Toy industry Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-386-160), 5p, by Howard H. Stevenson, Jose-Carlos Jarillo Mossi; Teaching Note, (5-389-029), 6p, by Michael J. Roberts; Case Video, (9-802-802), 6 min, by Howard H. Stevenson, Amy Blitz
Article Author(s): Thomke, Stefan Publication Date: 04/01/2003 Product Type: Harvard Business Review Article Product Description: At the heart of business today lies a dilemma: Our economy is increasingly dependent on services, yet our innovation processes remain oriented toward products. In this article, Harvard Business School professor Stefan Thomke points out the challenges of applying the discipline of formal R&D processes to services. Most service companies have not established rigorous, ongoing R&D processes, Thomke says. But the author provides an in-depth look at a five-step process that Bank of America has used to create new service concepts for retail banking. The company has turned a set of its branches into, in effect, a laboratory where a corporate research team conducts service experiments with actual customers during regular business hours, measures results precisely and compares them with those of control branches, and pinpoints attractive innovations for broader rollout. The article describes the program’s workings, its successes, and the obstacles the bank faced. The effort reveals an enormous amount about what a true R&D operation might look like inside a service business, he concludes. HBS Number: R0304E Subjects: Banking industry; Innovation; Management of change; Organizational change; Research & development; Service industries Academic Discipline: General management
Article Author(s): Thomke, Stefan Publication Date: 04/01/2003 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of HBR article R0304E, originally published in April 2003. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. At the heart of business today lies a dilemma: Our economy is increasingly dependent on services, yet our innovation processes remain oriented toward products. In this article, Harvard Business School professor Stefan Thomke points out the challenges of applying the discipline of formal R&D processes to services. Most service companies have not established rigorous, ongoing R&D processes, Thomke says. But the author provides an in-depth look at a five-step process that Bank of America has used to create new service concepts for retail banking. The company has turned a set of its branches into, in effect, a laboratory where a corporate research team conducts service experiments with actual customers during regular business hours, measures results precisely and compares them with those of control branches, and pinpoints attractive innovations for broader rollout. The article describes the program’s workings, its successes, and the obstacles the bank faced. The effort reveals an enormous amount about what a true R&D operation might look like inside a service business, he concludes. HBS Number: 3426 Subjects: Banking industry; Innovation; Management of change; Organizational change; Research & development; Service industries Academic Discipline: General management
Case Brown, R Publisher: Cranfield School of Management Distributor: ecch (www.ecch.com) Reference: 399-126-1 Language: English Category: Strategy and General Management Data source: Unspecified Product Year: 1999 Abstract: The case describes the analysis by a team of potential MBA’s following visits at the company‘s request, to a small engineering company in Hertfordshire, UK. R&D Marine manufactures lightweight couplings for marine engine manufacturers and the yachting aftermarket, following engineering inventions by three owning brothers in the 1970s. With turnover stuck at just over £ 1 million, and with patent protection ending, the highly entrepreneurial brothers are seeking to ensure future growth by appointing a distributor in the USA and developing new inventions (to stabilise supermarket trolley wheels and a revolutionary new putter for the golfing fraternity). The teaching notes presents the 'solution' suggested by the MBA team and the business strategy analysis that has led them to their conclusions.
Case Author(s): Brandenburger, Adam; Krishna, Vijay Publication Date: 01/08/1990 Revision Date: 08/13/1992 Product Type: Case (Gen Exp) Product Description: Two firms are engaged in a race to develop a new process. Various strategic aspects of the race are analyzed. May be used with: (9-191-121) Race to Develop Human Insulin. HBS Number: 9-190-108 Geographic Setting: Unspecified Subjects: Competition; Game theory; Research & development Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-191-165), 8p, by Vijay Krishna, Adam Brandenburger
Case White RE; Reid D R-M Trust is a firm engaged principally in the transfer and registration of shares on behalf of its clients, which are publicly-traded Canadian companies. Due to technological advances, intensified competition based on price, a new entrant, andshifting customer preferences, R-M’s transfer agent revenue has declined by 50% in just one year. The CEO, is faced with deciding how to redeploy R-M‘s core competencies into other areas, given that the precarious financial and business situation ofthe firm leave him with no alternative but to act. This case focuses on how the CEO goes about assessing R-M's core competencies, identifying opportunities for redeployment, and making a decision. A follow-up case (9A97M003) is available. Ivey Number: 9A97M002 Publication Date: 10/2/1997 Revision Date: 12/2/2002 Geographic Setting: Canada Industry Setting: Credit Agencies other than Banks Company Size: Medium organization Event Year Start: 1996 Subjects: Strategy and Resources, Decision Analysis, Organizational Change, Competitive Advantage Functional Area: General Management
Case White RE; Reid D The CEO is faced with deciding how to redeploy R-M’s core competencies into other areas, given that the precarious financial and business situation of the firm leave him with no alternative but to act. This case presents a list of potentialalternatives that he evaluated, plus his assessment of R-M‘s core competencies. This case supplements R-M Trust (A), case 9A97M002, which provides the situation. Ivey Number: 9A97M003 Publication Date: 10/2/1997 Revision Date: 10/11/2000 Geographic Setting: Canada Industry Setting: Credit Agencies other than Banks Company Size: Medium organization Event Year Start: 1996 Subjects: Strategy and Resources, Decision Analysis, Organizational Change, Competitive Advantage Functional Area: General Management
Case Author(s): Derry, Robbin; Waikar, Sachin Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL160 Geographic Setting: United States Industry Setting: Tobacco industry Subjects: Corporate social responsibility; Health care policy; Management; Marketing; Nonprofits; Social awareness; Strategy; Target markets Academic Discipline: General management Product Description: While R. J. Reynolds prepares to launch a new cigarette designed to recapture a portion of the 18- to 24-year-old female market from Philip Morris’s rival Marlboro, a small health advocacy group receives an anonymous package exposing the marketing plans for the new brand. Poses the tactical strategies of the public health advocates against the defensive strategies of RJR as each group pursues its own goals. May be used with: (KEL161) R. J. Reynolds‘s Dakota Cigarette (A2): Designed for Young Women; (KEL162) R. J. Reynolds's Dakota Cigarette (B): Designed for Young Women; (KEL184) Stumbling Giant: R. J. Reynolds in the 1980s.
Case Author(s): Derry, Robbin; Waikar, Sachin Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL161 Geographic Setting: United States Industry Setting: Tobacco industry Subjects: Corporate social responsibility; Health care policy; Management; Marketing; Nonprofits; Social awareness; Strategy; Target markets Academic Discipline: General management Product Description: While R. J. Reynolds prepares to launch a new cigarette designed to recapture a portion of the 18- to 24-year-old female market from Philip Morris’s rival Marlboro, a small health advocacy group receives an anonymous package exposing the marketing plans for the new brand. Poses the tactical strategies of the public health advocates against the defensive strategies of RJR as each group pursues its own goals. May be used with: (KEL160) R. J. Reynolds‘s Dakota Cigarette (A1): Designed for Young Women; (KEL162) R. J. Reynolds's Dakota Cigarette (B): Designed for Young Women; (KEL184) Stumbling Giant: R. J. Reynolds in the 1980s.
Case Author(s): Derry, Robbin; Waikar, Sachin Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL162 Geographic Setting: United States Industry Setting: Tobacco industry Subjects: Corporate social responsibility; Health care policy; Management; Marketing; Nonprofits; Social awareness; Strategy; Target markets Academic Discipline: General management Product Description: While R. J. Reynolds prepares to launch a new cigarette designed to recapture a portion of the 18- to 24-year-old female market from Philip Morris’s rival Marlboro, a small health advocacy group receives an anonymous package exposing the marketing plans for the new brand. Poses the tactical strategies of the public health advocates against the defensive strategies of RJR as each group pursues its own goals. May be used with: (KEL160) R. J. Reynolds‘s Dakota Cigarette (A1): Designed for Young Women; (KEL161) R. J. Reynolds's Dakota Cigarette (A2): Designed for Young Women; (KEL184) Stumbling Giant: R. J. Reynolds in the 1980s.
Case Author(s): Kester, W. Carl; Allen, William B. Publication Date: 01/06/1987 Revision Date: 11/19/1991 Product Type: Case (Field) Product Description: Reynolds must source a substantial portion of the financing of its Nabisco acquisition in offshore bond markets. Morgan Guaranty has proposed a yen/dollar dual currency Eurobond that could be hedged into dollars. This structure is compared to Eurodollar Bonds, Euroyen Bonds, and Euroyen Bonds swapped or hedged into dollars. HBS Number: 9-287-057 Geographic Setting: United States Industry Setting: capital markets Company Size: Fortune 500 Gross Revenues: $13 billion sales Event Year Start: 1985 Event Year End: 1985 Subjects: Bonds; Capital markets; Currency; Hedging; International finance Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-290-010), 17p, by W. Carl Kester
Case Author(s): Bruns, William J., Jr.; Nichols, Charles A., III Publication Date: 09/06/1990 Revision Date: 04/14/1993 Product Type: Case (Library) Product Description: Following the company’s purchase as a part of a leveraged buyout, the new management team of R.J. Reynolds Tobacco Co. had to decide what to do about the build-up of excess inventory of its independent wholesale customers. The case introduces students to the problems that changing inventory levels can create in interpreting financial results. Also raises ethical issues about the effect of such practices on company management, investors, wholesalers, and ultimately customers. HBS Number: 9-191-038 Geographic Setting: North CarolinaIndustry Setting: cigarette manufacturingCompany Size: Fortune 500Gross Revenues: $7.1 billion 1988 sales Event Year Start: 1989Event Year End: 1989 Subjects: Accounting policies; Accounting procedures; Ethics; Financial reporting; Inventory management; Tobacco industry Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-193-064), 11p, by William J. Bruns Jr., Charles A. Nichols III
Case Author(s): Schatzberg L Publication Date: 10/28/2005 Product Type: Case Ivey ID: 9B05E019 Geographic Setting: Canada Industry Setting: Business Services Size: Small organization Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Enterprise Resource Planning; Customer Relations; Management Information Systems; Computer System Implementation Functional Area: Management Science & Information Systems Product Description: R.J. Thompson Data Systems sells, implements and maintains management information systems. The president of the company receives a call from a potential client to demonstrate a system that they had rejected earlier. The company would benefit from alarge sale, however, the president reflects on the experience from the last presentation to this company; R.J. Thompson Data Systems spent considerable time preparing the presentation, only to be treated poorly and to have the offer rejected. Hemust decide if he should rally the team again.
Case Author(s): Burgelman, Robert A.; Bamford, Raymond S. Publication Date: 04/01/1997 Product Type: Case (Library) Publisher: Stanford University Product Description: For R.R. Donnelley & Sons, the period between 1995 and 1997 was marked by corporate restructuring, executive turnover, and an increasingly competitive environment. The emergence of the Internet and other digital technologies created threats, challenges, and possible opportunities for Donnelley’s printing businesses. During 1995, Donnelley moved to improve its position by making technology-related acquisitions and forming the Digital Division. By early 1997, these acquired companies had been or were in the process of being spun-off or resold and the Digital Division had been shut down. HBS Number: SM43 Geographic Setting: Illinois, Tennessee Industry Setting: printing Company Size: Fortune 500 Number of Employees: 41,000 Gross Revenues: $5 billion revenues Event Year Start: 1995 Event Year End: 1997 Subjects: Corporate strategy; High technology products; Implementation; Information systems; Market entry; Printing; Technological change Academic Discipline: Competitive strategy
Case Author(s): Garvin, David A.; March, Artemis Publication Date: 01/12/1996 Revision Date: 03/13/2000 Product Type: Case (Field) Product Description: In June 1995, Barbara Schetter, VP and general manager of R.R. Donnelley’s Digital Division, is struggling to gain acceptance from other groups and divisions at the printing giant. The Digital Division employs radically new technology—digital printing presses and transactions management systems--to deliver short-run, customized printing. But it is based in a completely different business model than Donnelley‘s traditional businesses, and is finding it difficult to overcome informal resistance. Teaching Purpose: Designed to allow students to explore a new business development process and understand the initial challenges different stages present, especially when radically new technology is involved. HBS Number: 9-396-154 Geographic Setting: Illinois, Tennessee Industry Setting: printing Number of Employees: 41,000 Gross Revenues: $5 billion revenues Event Year Start: 1991 Event Year End: 1995 Subjects: Business policy; Interdepartmental relations; Reengineering; Technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-396-377), 17p, by David A. Garvin
Case Kennedy, Robert E. Examines several market entry options for R.R. Donnelley’s expansion into Eastern Europe. Used as an introduction to a Harvard Business School course titled "New Opportunities in Emerging Markets." Asks students to consider the following issues: 1) the impact of macroeconomics and political instability on project profitability, 2) market research in an emerging market, 3) choice of a joint venture partner, 4) geographic versus industry diversification, and 5) capital structure. HBS Number: 9-799-083 Type: Case (Field) Publication Date: 12/21/1998 Revision Date: 3/13/1999 Geographic Setting: Central Europe Industry Setting: commercial printing Number of Employees: 34,000 Gross Revenues: $4.2 billion revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Corporate strategy; Eastern Europe; Emerging markets; Foreign investment; Macroeconomics
Case Rajagopalan, R — T.A. Pai Management Institute Sharma, N — T.A. Pai Management Institute Gopalan, P — T.A. Pai Management Institute Ramprasad, S — T.A. Pai Management Institute Khan, R — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 506-134-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: India Industry: Poultry Topics: Rasi Foods Limited (RFL); Supreme Chilled Chicken (SCC) Division; Indian poultry industry; Dominance of live bird market; Planning for operations; Sales forecasting; Feed supply planning; Production process; Product offering and pricing; Distribution and Abstract: This abstract is currently unavailable.
Case Author(s): Goldberg, Ray A.; Hogan, Harold F., Jr. Publication Date: 12/03/2002 Revision Date: 06/17/2003 Product Type: Case (Field) HBS Number: 903421 Geographic Setting: Global Industry Setting: Agribusiness; Food industry; Banking industry Gross Revenues: $8.4 billion eurodollars Event Year Start: 2002 Event Year End: 2002 Subjects: Agribusiness; Banking; International finance; Leadership; Risk management Academic Discipline: Business & government Product Description: The largest global agribusiness bank has lost its triple A rating and is rethinking its global strategy as the leading global food and agribusiness bank. How does it position itself in the vertical value-added global food system?
Case Thibeault, A — Nyenrode Business Universiteit Sprokholt, E M — Nyenrode Business Universiteit Gouka, P — Nyenrode University Distributor: ecch (www.ecch.com) Reference: 296-018-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 1996 Geo location: Netherlands Industry: Banking Size: 580 local banks, 65 foreign offices Timing: 1995 Topics: Hedging strategy; Hedging translation risk; Financial instruments used for hedging; Cost, benefit trade-off of hedging; Interest rate parity, ppp; Capital account and credit rating; Accounting procedures Abstract: The fact that Rabobank Nederland operates 65 international offices in 29 countries, as well as subsidiaries or representative offices in many major cities around the world, creates a risk when the balance sheets and income statements of these foreign offices and foreign participating interests are translated from their local currencies into Dutch guilders. Translation risk exists due to the fact that exchange rates are not fixed. As a consequence, currency fluctuations have an effect on the net worths and results of these offices abroad, as well as the participating interests: their value may well increase or decrease. Rabobank Nederland uses the closing rate method (the average between bid and ask) with regard to the translation of these foreign financial results. As a result, a gain or loss is calculated on the bank’s net investment in the foreign offices and participating interests. In order to prevent the risk of fluctuations in the net equity value and results of these foreign offices and participating interests, Rabobank Nederland hedges its translation risk. However, so-called costs are involved in using derivatives for hedging. Rabobank currently uses foreign exchange forward contracts to hedge currency risk. Taking into account th Source: ecch
Case Merchant, Kenneth A. Describes the account manager’s role and the history of one credit application. The purpose is to evaluate various methods the bank uses to influence account managers‘ behaviors. Also describes some alternatives being considered to improve the information systems used to control the account management side of the branch. A rewritten version of earlier cases. HBS Number: 9-196-119 Type: Case (Field) Publication Date: 1/18/1996 Revision Date: 7/8/1996 Geographic Setting: New York, NY Industry Setting: commercial banking Company Size: small Event Year Start: 1983 Event Year End: 1983 Subjects: Banking; Control systems; Information systems; Job satisfaction; Management performance; Managerial behavior Supplementary Materials: Teaching Note, (5-198-074), 5p, by Kenneth A. Merchant
Teaching Note For use with 9-196-119 HBS Number: 5-198-074 Subjects: Banking; Control systems; Information systems; Job satisfaction; Management performance; Managerial behavior
Case Author(s): Brandenburger, Adam; Krishna, Vijay; Barese, Paul Publication Date: 01/14/1991 Revision Date: 08/13/1992 Product Type: Case (Library) Product Description: Describes the race to develop human insulin. May be used with: (9-190-108) R&D Race. HBS Number: 9-191-121 Geographic Setting: UnspecifiedIndustry Setting: biotechnology Event Year Start: 1970Event Year End: 1980 Subjects: Biotechnology; Competition; Game theory; Pharmaceuticals; Research & development Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-191-165), 8p, by Vijay Krishna, Adam Brandenburger
Case Author(s): Mapp, Karen L.; Cheek Clayton, Tonika Publication Date: 08/29/2006 Product Type: Case (Field) Publisher: Public Education Leadership Project HBS Number: PEL043 Geographic Setting: Maryland Subjects: Organizational structure; Accountability; Diversity; Minority & ethnic groups; African Americans; Hispanic Americans Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (PEL044), 20p; Video Supplement, (PEL045), 11p; Case Teaching Note, (PEL046), 15p Product Description: This is a PELP case study. In 2005, Montgomery County Public Schools (MCPS) leadership decided to take a hard look at issues of race and institutional barriers impeding the progress of African American and Hispanic students. Examines how a large, urban public school district attempts to systemically address and eliminate the district’s minority student achievement gap. The (A) case gives an overview of MCPS‘ past efforts to address the district's minority student achievement gap leading up to July 2005. It shows how a school district with a long history of dealing with racial issues and the minority achievement gap continues to grapple with many of the same issues related to access, equity and belief systems. Picking up where the (A) case ends, the (B) case examines MCPS' new approach and specific efforts to narrow the district's achievement gap through data utilization, accountability mechanisms, and professional development after July 2005. The (B) case also details the leadership team's challenges in communicating about race. It is accompanied by a video supplement of MCPS Superintendent Jerry Weast speaking explicitly about race and the achievement gap to MCPS administrators.
Case Author(s): Mapp, Karen L.; Thomas, David A.; Cheek Clayton, Tonika Publication Date: 08/29/2006 Product Type: Case (Field) HBS Number: 9-PEL-043 Geographic Setting: Maryland Industry Setting: Education industry Subjects: Accountability; African Americans; Diversity; Education; Hispanic Americans; Minority & ethnic groups; Organizational structure; Public schools; Racial segregation; Students Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-PEL-044), 20p, by Karen L. Mapp, David A. Thomas, Tonika Cheek Clayton; Case Video, DVD, (9-PEL-045), 11p, by Karen L. Mapp, David A. Thomas, Tonika Cheek Clayton Product Description: In 2005, Montgomery County Public Schools (MCPS) leadership decided to take a hard look at issues of race and institutional barriers impeding the progress of African American and Hispanic students. Examines how a large, urban public school district attempts to systemically address and eliminate the district’s minority student achievement gap. The (A) case gives an overview of MCPS‘ past efforts to address the district's minority student achievement gap leading up to July 2005. It shows how a school district with a long history of dealing with racial issues and the minority achievement gap continues to grapple with many of the same issues related to access, equity and belief systems. Picking up where the (A) case ends, the (B) case examines MCPS' new approach and specific efforts to narrow the district's achievement gap through data utilization, accountability mechanisms, and professional development after July 2005. The (B) case also details the leadership team's challenges in communicating about race. It is accompanied by a video supplement of MCPS Superintendent Jerry Weast speaking explicitly about race and the achievement gap to MCPS administrators.
Case Author(s): Mapp, Karen L.; Thomas, David A.; Cheek Clayton, Tonika Publication Date: 08/31/2006 Revision Date: 08/31/2006 Product Type: Supplement (Field) HBS Number: 9-PEL-044 Industry Setting: Education industry Subjects: Accountability; African Americans; Diversity; Education; Hispanic Americans; Minority & ethnic groups; Organizational structure; Public schools; Racial segregation; Students Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-PEL-043) Race, Accountability, and the Achievement Gap (A); (9-PEL-045) Race, Accountability, and the Achievement Gap (B): Video Remarks by Dr. Jerry Weast, Adminstrative and Supervisory Staff Meeting, September 14, 2005, DVD.
Article Leap, Terry L.; Smeltzer, Larry R. Increasingly, employees are bringing cases involving teasing and joking where they work before the Equal Employment Opportunity Commission and the courts. Even if they don’t break the law, repeated racial and ethnic remarks directed toward employees can put the employer in a bad light, and the authors recommend that companies issue a written policy which forbids harassment. Managers should also consider using periodic race relations awareness training programs and counseling sessions to alert offending employees to the legal ramifications of their actions. HBS Number: 84610 Type: Harvard Business Review Article Publication Date: 11/1/1984 Subjects: Discrimination; Employee training; Grievances; Legal aspects of business; Minority & ethnic groups; Personnel policies
Article Author(s): Summe, Greg; Heimbouch, Hollis Publication Date: 11/01/2000 Product Type: Harvard Business Review Article Product Description: By the time Greg Summe joined EG&G in 1998, the company badly needed to shed the weight of past glories and rediscover the technological innovation that had been at its heart. First as president and COO and later as chairman and CEO, Summe applied a cool rationalism to the company’s strategy and paid close attention to preparing its people for a new competitive environment. The result, less than three years later, is PerkinElmer, a high-tech darling whose stock has more than tripled since Summe‘s arrival. The first task, he says, was establishing more ambitious performance goals, specific metrics and rewards, and more accountability. The company also consolidated its 31 businesses into four strategic business units, integrated sales forces, shifted production to the Far East, developed a corporatewide materials-purchasing program, and raised profit and growth goals. It established four rigorous, corporatewide processes: goal setting to drive strategy; a leadership and organizational review to develop talent; an annual operating plan to set performance goals; and a procurement, quality, and productivity program for continuous improvement. HBS Number: R00607 Subjects: Corporate reorganization; Corporate strategy; Growth strategy; High technology; Interviews; Reorganization Academic Discipline: Competitive strategy
Case Dana, L P — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 198-036-1 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 1998 Geo location: Moscow Industry: Business class hotel Size: Medium Timing: Mid-1990s Topics: Risk; Joint venture; Culture; Russia Abstract: This case is about an American entrepreneur and his joint venture in Moscow. A bold risk-taker, he overestimates his understanding of the environment, and underestimates the power of some important players.
Case Author(s): Pozen, Robert C.; Hammond, Mary Ellen Publication Date: 07/20/2009 Revision Date: 08/19/2009 Product Type: Case (Gen Exp) HBS Number: 9-310-003 Industry Setting: Cosmetic Event Year Start: 2008 Event Year End: 2008 Subjects: Advertising; Distribution; Intellectual capital; International business; New product marketing; Patents; Trademarks Academic Discipline: General management Product Description: In 2006, Radiant Cosmetics president and CEO Margaret Clark was contemplating the launch of a new, lip-plumping product called “Four Carat Pout.” Clark faced many decisions concerning the launch: marketing the product as a luxury brand or a retail item; how to position the product as a possible starting point for an expanded and-aging line; and how to market and distribute the product internationally, particularly in France. Issues of intellectual property ware also essential to the launch: in the past, Radiant had faced problems with cosmetic counterfeits. With the launch of the new product Four Carat Pout, Clark needed to decide whether to pursue patents, copyrights and/or trademarks for various aspects of the new product. The case focuses on the interplay between marketing strategies and intellectual property issues in the international fashion product.
Article Author(s): Meyerson, Debra Publication Date: 10/01/2001 Product Type: Harvard Business Review Article HBS Number: R0109F Subjects: Affirmative action; Employee attitude; Employee retention; Interpersonal relations; Job satisfaction; Knowledge management; Management of professionals; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: At some point, many managers yearn to confront assumptions, practices, or values in their organizations that they feel are counterproductive or even downright wrong. Yet, they can face an uncomfortable dilemma: If they speak out too loudly, resentment may build toward them; if they remain silent, resentment will build inside them. Is there any way, then, to rock the boat without falling out of it? In 15 years of research, professor Debra Meyerson has observed hundreds of professionals who have dealt with this problem by working behind the scenes, engaging in a subtle form of grassroots leadership. She calls them “tempered radicals” because they effect significant changes in moderate ways. Meyerson has identified four incremental approaches that managers can quietly use to create lasting cultural change. Most subtle is “disruptive self-expression” in dress, office decor, or behavior, which can slowly change an unproductive atmosphere as people increasingly notice and emulate it. By using “verbal jujitsu,” an individual can redirect the force of an insensitive statement or action to improve the situation. “Variable-term opportunists” spot, create, and capitalize on short- and long-term chances for change. And through “strategic alliance building,” an individual can join with others to promote change with more force. By adjusting these approaches to time and circumstance, tempered radicals work subtly but effectively to alter the status quo. In so doing, they exercise a for Source: Harvard
Article Author(s): Meyerson, Debra Publication Date: 10/01/2001 Product Type: HBR OnPoint Article HBS Number: 7923 Subjects: Affirmative action; Employee attitude; Employee retention; Interpersonal relations; Job satisfaction; Knowledge management; Management of professionals; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: This is an enhanced edition of the HBR reprint R0109F, originally published in September 2001. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. At some point, many managers yearn to confront assumptions, practices, or values in their organizations that they feel are counterproductive or even downright wrong. Yet they can face an uncomfortable dilemma: If they speak out too loudly, resentment may build toward them; if they remain silent, resentment will build inside them. Is there any way, then, to rock the boat without falling out of it? In 15 years of research, professor Debra Meyerson has observed hundreds of professionals who have dealt with this problem by working behind the scenes, engaging in a subtle form of grassroots leadership. She calls them “tempered radicals” because they effect significant changes in moderate ways. Meyerson has identified four incremental approaches that managers can quietly use to create lasting cultural change. Most subtle is “disruptive self-expression” in dress, office decor, or behavior, which can slowly change an unproductive atmosphere as people increasingly notice and emulate it. By using “verbal jujitsu,” an individual can redirect the force of an insensitive statement or action to improve the situation. “Variable-term oppor Source: Harvard
Case Author(s): Shih, Willy; Pisano, Gary Publication Date: 02/15/2008 Revision Date: 11/25/2008 Product Type: Color Case HBS Number: 608121 Event Year Start: 1990 Event Year End: 2008 Subjects: Alliances; Corporate strategy; Global business; Innovation; Market evolution; Technological change; Technological planning; Technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-608-122), 14p, by Willy Shih, Andrew King Product Description: IBM’s “Radical Collaboration” model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of cooperation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that “go it alone,” and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Case Author(s): Shih, Willy; Pisano, Gary Publication Date: 02/15/2008 Revision Date: 11/25/2008 Product Type: Color Case HBS Number: 608121 Event Year Start: 1990 Event Year End: 2008 Subjects: Alliances; Corporate strategy; Global business; Innovation; Market evolution; Technological change; Technological planning; Technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-608-122), 14p, by Willy Shih, Andrew King Product Description: IBM’s “Radical Collaboration” model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of cooperation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that “go it alone,” and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Case Author(s): Shih, Willy; Pisano, Gary Publication Date: 02/15/2008 Revision Date: 11/25/2008 Product Type: Color Case HBS Number: 608121 Event Year Start: 1990 Event Year End: 2008 Subjects: Alliances; Corporate strategy; Global business; Innovation; Market evolution; Technological change; Technological planning; Technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-608-122), 14p, by Willy Shih, Andrew King Product Description: IBM’s “Radical Collaboration” model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of cooperation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that “go it alone,” and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Case Author(s): Shih, Willy; Pisano, Gary Publication Date: 02/15/2008 Revision Date: 11/25/2008 Product Type: Color Case HBS Number: 608121 Event Year Start: 1990 Event Year End: 2008 Subjects: Alliances; Corporate strategy; Global business; Innovation; Market evolution; Technological change; Technological planning; Technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-608-122), 14p, by Willy Shih, Andrew King Product Description: IBM’s “Radical Collaboration” model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of cooperation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that “go it alone,” and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Case Author(s): Shih, Willy; Pisano, Gary Publication Date: 02/15/2008 Product Type: Color Case HBS Number: 9-608-121 Event Year Start: 1990 Event Year End: 2008 Subjects: Alliances; Corporate strategy; Global business; Innovation; Market evolution; Technological change; Technological planning; Technology Academic Discipline: General management Product Description: IBM’s “Radical Collaboration” model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of cooperation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that “go it alone,” and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Case Author(s): Shih, Willy; Pisano, Gary Publication Date: 02/15/2008 Revision Date: 11/25/2008 Product Type: Color Case HBS Number: 608121 Event Year Start: 1990 Event Year End: 2008 Subjects: Alliances; Corporate strategy; Global business; Innovation; Market evolution; Technological change; Technological planning; Technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-608-122), 14p, by Willy Shih, Andrew King Product Description: IBM’s “Radical Collaboration” model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of cooperation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that “go it alone,” and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Case Author(s): Shih, Willy; Pisano, Gary Publication Date: 02/15/2008 Revision Date: 11/25/2008 Product Type: Color Case HBS Number: 608121 Event Year Start: 1990 Event Year End: 2008 Subjects: Alliances; Corporate strategy; Global business; Innovation; Market evolution; Technological change; Technological planning; Technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-608-122), 14p, by Willy Shih, Andrew King Product Description: IBM’s “Radical Collaboration” model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of cooperation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that “go it alone,” and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Case Author(s): Shih, Willy; Pisano, Gary Publication Date: 02/15/2008 Revision Date: 11/25/2008 Product Type: Color Case HBS Number: 608121 Event Year Start: 1990 Event Year End: 2008 Subjects: Alliances; Corporate strategy; Global business; Innovation; Market evolution; Technological change; Technological planning; Technology Academic Discipline: General management Supplementary Materials: Teaching Note, (5-608-122), 14p, by Willy Shih, Andrew King Product Description: IBM’s “Radical Collaboration” model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of cooperation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that “go it alone,” and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Article Author(s): Upton, David; Staats, Bradley R. Publication Date: 03/01/2008 Product Type: Harvard Business Review Article HBS Number: R0803J Geographic Setting: Japan Industry Setting: Banking industry Subjects: Enterprise systems; Information management; Modularity; Standardization; Technology management Academic Discipline: Management of information systems Product Description: Many managers think that developing and rolling out a major IT system is like putting up a warehouse: You build it and you’re done. But that does not work for IT anymore. Taking that approach results in rigid, costly systems that are outdated from the day they are turned on. What‘s needed for today's businesses is IT that serves not only as a platform for existing operations but also as a launchpad for new functions and businesses. In this article, the authors present a path-based approach that addresses the primary challenges of IT: the difficulty and expense of mapping out all requirements before a project starts because people often cannot specify everything that they need beforehand; the other unanticipated needs that almost always arise once a system is in operation; and the tricky task of persuading people to use and “own” it. Japan's Shinsei Bank emerged during the authors' research as a standout among the companies applying the path-based method. The firm designed, built, and rolled out its system by forging together, not just aligning, business and IT strategies; employing the simplest possible technology; making the system truly modular; letting it sell itself to users; and ensuring that users influence future improvements. Some of the principles are variations on old themes, while others turn the conventional wisdom on its head.
Case Walker, E A — Leeds Trinity & All Saints Distributor: ecch (www.ecch.com) Reference: 493-007-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 1993 Geo location: UK, South West Industry: Radio station Size: Small Timing: 1980-1992 Topics: Organisational structure; Organisational communication; Motivation; Leadership; Interpersonal conflict; Internal, external interaction; Group, individual decision making; Aims and objectives; Staff deployment; Management of change Abstract: This case study deals with the operation of a local radio station over a period of several years. After its peaceful inception the organisation becomes static and less aware of external changes. There are also internal problems both over staffing and objectives. The reason for presenting this case study is to give students and managers the opportunity to discuss - either in seminar or by way of written work - the problems which have arisen and how they might best be solved. Students need to be aware of problems in personnel management, motivation, sorting out priorities, etc.
Case Dhar, S; Agrawal, R; Johri, S; Parashar, S; Jangalwa, R Publisher: Prestige Institute of Management & Research Distributor: ecch (www.ecch.com) Reference: 506-008-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: Central India Industry: Service Size: Medium Timing: 2001 Topics: Service quality; Innovation; Niche market; Media mix; Brand building; Marketing strategy; Maintaining hype Abstract: The case evaluates the performance of Radio Mirchi, a leading FM private channel owned by Entertainment Network Ltd, a subsidiary of Times of India Group, which had rapidly diversified over the past few years into music and retail. The channel was launched in Indore with an aim to draw an audience from TV viewers, as radio is supposed to be more of a background entertainment media. The channel catered for the age group of 15-35 years, and to keep content crisp, lively, energetic and highly innovative, it banked on a mixture of predominantly musical programmes with popular Hindi and English numbers, which were appreciated by the student segment. At the time of the launch, there were only 10-12 advertisers but by the end of the eighth month it rose to 108. The promotional campaigns concentrated more on creating awareness through reinforcement advertisement and event marketing. With state-of-the-art technology, the channel was able to draw a tremendous response, yet the station head was concerned about the response for radio as a medium. He was not sure whether radio would attain international standards and carve a niche for a media mix as there were discriminating regulations for the private players. However, the station head was optimistic and believed that the radical side of radio had not been truly explored, and as it is an instant medium, the time taken from approval of an idea to the execution and airing is Source: ecch
Case Author(s): Ruback, Richard S.; Fischer, Pauline Publication Date: 09/26/2000 Revision Date: 05/29/2003 Product Type: Case (Field) Product Description: Radio One (NYSE: ROIA and RIOAK), the largest radio group targeting African-Americans in the country, had the opportunity to acquire 12 urban stations in the top 50 markets from Clear Channel Communications, Inc. (NYSE: CCU) in the winter of 2000. The stations were being sold by Clear Channel Communications, Inc. to obtain Federal Communications Commission (FCC) approval for its acquisition of AMFM, Inc. (NYSE: AFM). Radio One was also negotiating the acquisition of nine stations in Charlotte, NC; Augusta, GA; and Indianapolis, ID. The proposed acquisitions would double the size of Radio One. The case focuses on the strategic and financial evaluation of the proposed acquisitions. Teaching Purpose: Provides students the opportunity to forecast the cash flows associated with the proposed acquisitions and to value those projections using discounted cash flows as well as transaction and trading multiples. HBS Number: 9-201-025 Geographic Setting: Washington, DCIndustry Setting: radioGross Revenues: $81.7 million revenues Event Year Start: 1999Event Year End: 1999 Subjects: Acquisitions; Broadcasting industry; Mergers; Present value; Valuation Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-201-027), 14p, by Richard S. Ruback
Case Dhar, S — Nirma University Negi, D — Nirma University Kasundra, V — Nirma University Patel, R — Nirma University Khan, A M — Nirma University Distributor: ecch (www.ecch.com) Reference: 509-034-1 Language: English Category: Marketing Data source: Field research Product Year: 2009 Geo location: Western India Industry: Service Size: Middle Timing: 2007 Topics: Brand positioning; Target segment; Mental mapping Abstract: This case is about RadioFocus, a private FM radio station. In 2005, with the government of India announcing a new FM policy, 338 licences were awarded in 91 cities. These licences were on a revenue sharing basis. The companies were eligible only if they were having a net worth of Rs100 million. As a result many big houses entered the industry. Manning of too many stations for a fairly new industry, retention and escalating costs became the baffling questions. In such a scenario, content differentiation and positioning in the minds of the listener was a challenge for the FM players. Moreover, the role of Broadcasting Engineering Consulting of India Ltd was very important, since in the capacity of an intermediate body it intervened, right from allocating the frequency until it got to air, thereby not giving much autonomy to the FM channels. In October 2007, RadioFocus after having successful launches in all metros at Mumbai, Delhi, Bangalore, Calcutta, Chennai and Pune decided to enter Hyderabad amidst five big players that had already made their presence felt in the city. One of them, Radio Hot, had been in existence for 6 years with a huge listenership base, since it catered to all segments. In fact, people were identifying FM with Radio Hot. So creating a niche for itself was not an easy job for RadioFocus. The case highlights the various strategies RadioFocus adopted for launching the channel.
Case Author(s): Elberse, Anita; Bergsman, Jason Publication Date: 05/01/2008 Revision Date: 09/14/2009 Product Type: Case (Library) HBS Number: 9-508-110 Industry Setting: Media; Music industry; Telecommunications industry Number of Employees: 5 Event Year Start: 2007 Event Year End: 2007 Subjects: Distribution; Innovation; Marketing; Pricing; Product introduction Academic Discipline: Marketing Supplementary Materials: Supplement (Field), (508111), 2p, by Anita Elberse, Jason Bergsman; Teaching Note, (5-509-070), 23p, by Anita Elberse Product Description: In October 2007, the British band Radiohead caused a stir when it announced it would allow customers to decide how much to pay for its new album, released exclusively as a digital download and available only from the band’s own web site. The pricing plan represented a significant break from the industry standard of fixed prices for music, typically 99 cents for individual songs and upward of $9.99 for complete albums. How viable is such a “name-your-own-pricing” plan? And what does Radiohead‘s move say about the future of the music industry?
Case Author(s): Elberse, Anita; Bergsman, Jason Publication Date: 05/01/2008 Revision Date: 06/24/2009 Product Type: Supplement (Field) HBS Number: 508111 Subjects: Distribution; Innovation; Marketing; Pricing; Product introduction Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (9-508-110) Radiohead: Music at Your Own Price (A).
Case Corts, Kenneth S.; Clouse, Grady Radiology Management Sciences (RMS) analyzes diagnostic imaging claims to help HMOs and insurers control utilization. As industry changes threaten RMS’s profitability, the company‘s founders contemplate two alternative business models. Teaching Purpose: Illustrates how reorganization of an industry alters the most appropriate business model. HBS Number: 9-798-009 Type: Case (Field) Publication Date: 9/17/1997 Geographic Setting: Cambridge, MA Industry Setting: health care Gross Revenues: $20-$50 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Business models; Corporate strategy; Health services; Industry structure Supplementary Materials: Teaching Note, (5-798-071), 8p, by Kenneth S. Corts
Case Rangan, V. Kasturi; Moon, Youngme; Bell, Marie Outlines the transformation of RadioShack stores from a parts and accessories business to a provider of high bandwidth Internet access. The control issue for class discussion is the viability of the current strategy. Is it a tremendously visionary thing or is it fraught with danger? Teaching Purpose: Retail strategy and change. HBS Number: 9-500-081 Type: Case (Field) Publication Date: 02/04/2000 Revision Date: 04/11/2000 Geographic Setting: United States Industry Setting: consumer electronics retailing Company Size: large Gross Revenues: $3.6 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Business models; Consumer electronics; Information services; Internet; Management of change; Retailing Supplementary Materials: Teaching Note, (5-500-106), 8p, by V. Kasturi Rangan, Marie Bell
Teaching Note For use with 9-500-081 HBS Number: 5-500-106 Subjects: Business models; Consumer electronics; Information services; Internet; Management of change; Retailing
Case (Field) Author(s): John S. Haywood-Farmer; Heather Hrousalas Ivey ID: 9B02D015 Publication Date: 10/29/2002 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: Eating and Drinking Places Size: Small Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Family-Work Interaction; Succession Planning; Valuation; Management Style Major Disciplines: Entrepreneurship; Production and Operations Management Product Description: During a short vacation, the owner of Rae and Jerry’s Steak House read a book on family businesses that prompted him to think of succession planning for his own company. His daughters, ages 21 and 17, were not yet ready to take over the business and he was not sure that they would be interested in doing so. He would also like to reduce the number of hours he spends at the restaurant to spend more time with his wife. He must assess his options and develop a reasonable plan of action.
Case Author(s): Chesbrough, Henry W.; Massaro, Anthony Publication Date: 02/04/2002 Product Type: Case (Field) Product Description: Describes an Israeli joint venture company, created to convert military technology to civilian uses. Also documents the explosive growth of the Israeli high-technology sector in the 1990s. Teaching Purpose: Shows commercialization of military technology in a non-U.S. setting. Also shows the role of the military sector in the emergence of Israel’s economy. HBS Number: 9-602-011 Geographic Setting: IsraelIndustry Setting: electronicsNumber of Employees: 100Gross Revenues: $100 million revenues Event Year Start: 1993Event Year End: 2000 Subjects: Defense industry; Electronics; Innovation; Middle East; Product development; Spinoffs; Technology Academic Discipline: Operations management
Case Henderson, J C — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 598-016-1 Language: English Category: Marketing Data source: Published sources Product Year: 1998 Version Date: Dec 2001 Geo location: Singapore Industry: Tourism Size: 800 staff Timing: Late-1980s to mid-1990s Topics: Hotel management; Hotel marketing; Tourism trends; Heritage products Abstract: The case is concerned with Singapore’s Raffles Hotel and the hotel management group responsible for its redevelopment. It summarises the history of the hotel and its changing fortunes, noting how Raffles was facing an uncertain future by the late 1980s. The decision to close, undertake extensive restoration and re-open in response to these difficulties is outlined. The founding of a hotel management group to oversee the project is explained and its subsequent growth and involvement in other ventures is described. The material is suitable for students on undergraduate tourism and hospitality courses, offering an insight into hotel management in general and the operation of heritage hotels in particular. The case is intended to be used in seminars as a basis for class discussion.
Case Smith, R A; Goodwin, N; O’Neil, E Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 505-037-1 Language: English Category: Marketing Data source: Field research Product Year: 2005 Version Date: 5 November 2004 Geo location: Worldwide Industry: Hospitality, hotels Size: 39 hotels Timing: 2001 Topics: Brand strategy; Product offering; Sales promotion; Marketing strategy; Cross promotion; Integration; Positioning; Segmentation; International markets; Hospitality; Business strategy; International strategy Abstract: This case, set in May 2001, finds Diana Ee-Tan, Senior Vice President of Marketing for Singapore-based Raffles International Limited, considering how to position a recently acquired brand within the Raffles International family. Over the preceding decade, Raffles International had built its Raffles Hotels and Resorts brand into one of the world?s premier purveyors of luxury accommodations and lifestyles with particular strength in Southeast Asia. In April 2001, Raffles International acquired the international deluxe business chain Swissotel Hotels and Resorts, which appealed to business travellers and had a broader geographic reach. Ee-Tan now faced the challenges of positioning these two brands relative to one another, deciding what degree of brand integration was appropriate and communicating the branding message to customers, the industry and the general public.
Case Henderson, J C; Goodwin, N Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 505-036-1 Language: English Category: Marketing Data source: Published sources Product Year: 2005 Version Date: 21 December 2004 Geo location: Singapore Industry: Hospitality Size: Single hotel Timing: 1991 Topics: Marketing strategy; Segmentation; Positioning; International markets; Local market; Hospitality; Tourism; Branding; Sales promotion; Retailing; Historic conservation; Heritage tourism Abstract: This case, set in 1991, illustrates the challenges of branding and management for a hotel that was both a commercial enterprise and a historical and cultural landmark. The world renowned Raffles Hotel Singapore, founded in 1887, was famous for its history and its British colonial style. Faced with more modern competition, Raffles suffered alarmingly low occupancy rates and fell into disrepair in the 1970s and 1980s. Seeking to recapture its former grandeur and recreate the atmosphere of its 1920s heyday, the hotel closed its doors in 1989 for a 30-month, S$160 million restoration and redevelopment project. This project would also add new facilities, including restaurants, a theatre and a shopping arcade, adjoining the hotel and built in the same style. As the reopening approached, the hotel?s management had to ensure the project?s financial success while managing the hotel as a national monument and public interest site.
Case Author(s): Chandler, Alfred D., Jr. Publication Date: 06/01/1977 Revision Date: 05/09/1995 Product Type: Case (Pub Mat) Product Description: Consists of three selections by the most innovative of the early American railroad managers which describe the organizational structures and control systems they created. Questions to be asked are: why and how such managerial techniques were created, how well they worked, and how they differ from present-day techniques. HBS Number: 9-377-231 Geographic Setting: United StatesIndustry Setting: railroads Event Year Start: 1850Event Year End: 1880 Subjects: Control systems; Cost accounting; Managerial selection; Organizational structure; Railroads; Transportation; Transportation industry Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-384-202), 14p, by Richard S. Tedlow
Case Author(s): McCraw, Thomas K. Publication Date: 06/11/1991 Revision Date: 06/17/1993 Product Type: Case (Pub Mat) Product Description: Consists of three selections by the most innovative of the early American railroad managers describing the organizational structures and control systems they created. Questions to be asked are: why and how such managerial techniques were created, how well they worked, and how they differ from present-day techniques. HBS Number: 9-391-131 Geographic Setting: United StatesIndustry Setting: railroads Event Year Start: 1850Event Year End: 1880 Subjects: Control systems; Cost accounting; Managerial selection; Organizational structure; Railroads; Transportation; Transportation industry Academic Discipline: Business & government
Case Author(s): Berg, Norman A.; Weber, James B. Publication Date: 09/16/1994 Revision Date: 03/28/1995 Product Type: Case (Field) Product Description: By 1992, RailTex, Inc., had acquired and was operating 23 geographically separate short-line railroads (feeder lines for larger railroads) in Mexico, Canada, and primarily in the United States. Founded in 1977 with $500,000 of capital as a railcar leasing company, the company began buying and operating short-line railroads in 1984. Since 1988, revenues have increased an average of 35% per year, up to $39 million in 1992, a growth rate far outstripping that of the old, mature railroad industry as a whole. Bruce Flohr, the founder, believed the company’s success was due largely to his decentralized management system and emphasis on cost controls and marketing. HBS Number: 9-395-033 Geographic Setting: Texas, Canada, and Mexico Industry Setting: short-line railroads Number of Employees: 500 Gross Revenues: $40 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Corporate culture; Decentralization; Growth strategy; Railroads Academic Discipline: General management Supplementary Materials: Case Video, (9-897-504), 12 min, by Norman A. Berg; Teaching Note, (5-397-027), 5p, by Norman A. Berg, Judith Maas
Case George, S — T.A. Pai Management Institute Kalyan, V — T.A. Pai Management Institute Talwar, R — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 506-135-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: India Industry: Paints Topics: Rainbow Paints India Limited; Indian paint industry; Industrial and decorative paints; Major competitors; Dealers; Quality perceptions; Customer requirements; Premium products; Market size; Awareness level of brand; Product size Abstract: This abstract is currently unavailable.
Case Author(s): Davis, John A.; Wagonfeld, Alison Berkley Publication Date: 09/03/2003 Revision Date: 11/07/2003 Product Type: Case (Field) Product Description: Jennifer and Philip Raiser, a sibling partnership who inherited a real estate management and ownership company from their father, ponder the strategic and financial challenges facing their family business. Reviews the history of the business and asks what the best strategic direction is for the business. Considers implications for the business and family and what role tradition should play. Teaching Purpose: To discuss the personal and professional challenges of setting a new direction for a family business and the role of traditions. HBS Number: 9-804-028 Geographic Setting: CaliforniaIndustry Setting: real estate portfolioNumber of Employees: 220Gross Revenues: $500,000 dollars revenues Event Year Start: 2003Event Year End: 2003 Subjects: Entrepreneurship; Family owned businesses; Leadership; Market analysis; Real estate; Strategy formulation Academic Discipline: Entrepreneurship
Case Author(s): Bowen, H. Kent; Wagonfeld, Alison Berkley Publication Date: 08/30/2002 Product Type: Case (Field) HBS Number: 603013 Geographic Setting: San Mateo, CA Industry Setting: Health care industry Number of Employees: 80 Gross Revenues: $4 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Age; Costs; Ethics; Family owned businesses; Health care; Liability; Operations management; Service management; Small business Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (603014), 1p, by H. Kent Bowen, Alison Berkley Wagonfeld Product Description: Focuses on modifying operations to increase profitability at an upscale senior care facility in California. Jennifer Raiser, president of Raiser Senior Services, opened the Stratford in 1992 as a high-end, continuing-care retirement community. Ten years later, the Stratford was known as one of the most prestigious senior care communities in the Bay Area, but management struggled to keep the facility from losing money each year. Raiser and her management team were finding it difficult to raise the monthly fees each year to match the increasing costs of providing services to the aging residents. As a result, the team needed to find ways to take costs out of running the business. Contains an in-depth review of the operations associated with the primary expense categories — health care and dining services — allowing students to find specific opportunities for savings.
Case Author(s): Bowen, H. Kent; Wagonfeld, Alison Berkley Publication Date: 08/30/2002 Product Type: Case (Field) Product Description: Focuses on modifying operations to increase profitability at an upscale senior care facility in California. Jennifer Raiser, president of Raiser Senior Services, opened The Stratford in 1992 as a high-end, continuing-care retirement community. Ten years later, The Stratford was known as one of the most prestigious senior care communities in the Bay Area, but management struggled to keep the facility from losing money each year. Raiser and her management team were finding it difficult to raise the monthly fees each year to match the increasing costs of providing services to the aging residents. As a result, the team needed to find ways to take costs out of running the business. Contains an in-depth review of the operations associated with the primary expense categories — health care and dining services — allowing students to find specific opportunities for savings. Students are also asked to think about the ethical tradeoffs and potential liability issues associated with cutting costs at a senior care facility. Teaching Purpose: Explores methods of improving operations in a high-end service business. Invites students to think about the unique challenges of providing care to aging seniors. HBS Number: 9-603-013 Geographic Setting: San Mateo, CA Industry Setting: health services Number of Employees: 80 Gross Revenues: $4 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Age; Costs; Ethics; Family owned businesses; Health care; Health services; Liability; Operations management; Service management; Small business Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-603-014), 1p, by H. Kent Bowen, Alison Berkley Wagonfeld
Case Author(s): Bowen, H. Kent; Wagonfeld, Alison Berkley Publication Date: 08/30/2002 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-603-013) Raiser Senior Services—The Stratford (A). HBS Number: 9-603-014 Subjects: Age; Costs; Ethics; Family owned businesses; Health care; Health services; Liability; Operations management; Service management; Small business Academic Discipline: Operations management
Article Author(s): Ruimin, Zhang Publication Date: 02/01/2007 Product Type: Harvard Business Review Article HBS Number: R0702J Subjects: Morale; Operations management; Organizational behavior & leadership; Organizational structure; Supervision; Work ethic; Work force optimization Academic Discipline: Organizational behavior & leadership Product Description: Zhang Ruimin’s leadership of the renowned Haier Group began before the Chinese company even carried that name. More than 20 years ago, Zhang was appointed director of the Qingdao Refrigerator Factory, which faced enormous debt and didn‘t seem likely to survive, let alone prosper. The main challenge in those early days was boosting the morale of his workers, who had gone unpaid for months and grown deeply dispirited. Zhang borrowed money so he could catch up on payroll and make other improvements — and his employees took heart. Once he had won their goodwill, Zhang explains in this first-person account, he started demanding good work. There was very little discipline in the factory at that point. Rules and regulations existed in writing but had never been seriously upheld. Zhang guaranteed the payment of salaries, but only on the condition that people obeyed the policies he established — some as simple as “Stealing company property is prohibited.” Those who violated factory rules could be given demerits or even deprived of factory membership (that is, no longer allowed to be part of the company's collective ownership). Far from intimidating employees, this boost in discipline gave people a sense of security and hope. Now that Haier is a world-class operation competing in global markets, Zhang's focus as chief executive has shifted from setting a strong example to giving employees room to make their own decisions and realize their goals. To that end, he is striving to create an organizational structure that is as flat and has as few bou Source: Harvard
Case Kathryn S. Savage Williams, Arizona is an economically troubled small town in Northern Arizona, located 59 miles south of the Grand Canyon. Much of the economic activity in the community is directly or indirectly related to tourism from the Grand Canyon visitors. As a civic-minded local historian and entrepreneur, Al Richmond saw both the problems and opportunities facing the community. Al believed that a museum that featured railroads and their history would compliment the existing tourist infrastructure. Although the costs were significant, the idea seemed feasible. Al and other backers of the project, including the Williams-Grand Canyon Chamber of Commerce believed that a 100,000 square-foot railroad museum would not only attract additional visitors to Williams, but those visitors would remain in the area for longer periods of time. Al knew his charisma and personal commitment alone would not generate the necessary support to fund the museum. He needed financial information including pro-forma financial statements to establish initial cash flows for the project and prove its sustainability over the long run.
Case Author(s): McFarlan, F. Warren; McAfee, Andrew P.; Eisenmann, Thomas R.; Egawa, Masako Publication Date: 10/05/2004 Revision Date: 12/14/2005 Product Type: Case (Field) Product Description: Rakuten, a native Japanese, e-commerce start-up and highly successful company, is expanding into new categories and new countries. It must figure out how to continue its trajectory of growth and profitability. A rewritten version of an earlier case. HBS Number: 9-305-050 Geographic Setting: Japan Industry Setting: Internet & online services industries; E-commerce Number of Employees: 200 Gross Revenues: $1.5 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Electronic commerce; Financial services; Information technology; International business; Profitability; Travel Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-306-011), 4p, by F. Warren McFarlan
Case Doraiswamy, M — T.A. Pai Management Institute George, S — T.A. Pai Management Institute Sivan, S — T.A. Pai Management Institute Agarwal, S — T.A. Pai Management Institute Panwar, D S — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 506-112-1 Language: English Category: Marketing Data source: Field research Product Year: 2006 Geo location: India Industry: Electronic machines Topics: Ralies India; Electronic weighing scales / machines; Competition; Distribution network; Dealers; Delivery; Annual maintenance contract; Incentive structure; Promotion; Customer survey; Retail sales; Segmentation plan Abstract: Prayag Saxena, the Executive Director of Ralies Marita was on his way to a premier hotel. He was late for an informal meeting with other top executives of the company. The informal meeting had a very serious agenda - the company’s performance in the retail market segment. The problem facing the company and on Prayag‘s mind was unique. The issue was not the declining sales of the electronic weighing scales, but that the top management of the company felt that the potential offered by the retail market was far above what had been tapped by all the players put together. The company felt that the market was big enough to ensure that RALLY (the brand name under which all the company machines were sold) alone could capture sales equivalent to the total achieved currently by all players in the market.
Case Stoiber, T — Independent Author Distributor: ecch (www.ecch.com) Reference: 394-105-1 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 1994 Geo location: Silicon Valley Industry: Electronics Size: Revenue of US$75m, 375 employees Timing: 1991-1993 Topics: Obtaining employee buy-in; Leveraging program successes; Learning from failure; Program launch techniques; Team building; Goal setting; Outsourcing; Activity based management Abstract: This case study presents some of the issues in launching a morale building program in a company that has experienced substantial growth and now has begun to feel the negative impact of becoming bureaucratic. Morale building programs are critical as companies must be able to quickly react to the changing dynamics of world-wide competition. A high morale organisation is the underpinning required to react quickly to a changing marketplace. Rama International revenues grew to $75 million over a 6 year period and morale had always been high. Executive management had noticed a decline in morale over the last year. Rama International launched three different types of programs over an 18 month period. Each failed for different reasons that are presented in the case study. The reasons are subtle and much can be learned from the experiences of Rama’s management. The teaching objective is to show students how to launch a successful program.
Case Phatak, Y; Singh, M C; Krishnadu, C H; Chauhan Singh, P L Publisher: Prestige Institute of Management & Research Distributor: ecch (www.ecch.com) Reference: 105-026-1 Language: English Category: Finance, Accounting and Control Data source: Field research Product Year: 2005 Geo location: Central India Industry: Automobile industry Size: Medium Timing: 1998 Topics: Financial analysis; Investment decisions; Investment strategies Abstract: Ramakrishna Motors Ltd was one of India?s pioneers in vehicle manufacturing. It engaged in the manufacture of a wide range of products from general purpose engines to specialised multi-purpose vehicles. The company had established a plant at Agra with an investment of Rs 150 crores. The project was an ambitious venture to convert Agra into the Detroit of India. The project, however, failed to take off, due to the inability of the company to secure a licence for the manufacture of the proposed passenger car. The Agra plant, therefore, was converted into a feeder plant supplying parts for the company’s main plant at Bangalore. The liberalisation policy meant the company faced stiff competition to its existing product line, it suffered losses and the Agra plant was severely under-utilised. The case provides an in-depth view of the company strategy, its financial aspects and implications. It also provides scope for analysis of the future plans of the plant. The objectives of the case are: (1) to throw light on the company‘s strategies and investment decisions; (2) to evaluate the financial repercussions of the company?s strategies; and (3) to help the students to evaluate the cost benefit equation of future proposals. The issues in the case are the investment decisions, the coping strategies and the future financial implications of proposed plans. The conceptual framework behind the issues needs to be discussed with t Source: ecch
Case Author(s): Yoffie, David B.; Freier, Debbie Publication Date: 06/03/2004 Revision Date: 01/12/2005 Product Type: Case (Library) Product Description: Examines the role of technology licensing in strategies for high-technology companies. In the 1990s, Rambus developed a revolutionary memory technology that would improve the ability of DRAMs to keep pace with ever-faster microprocessors. To commercialize the technology, Rambus licensed the technology to several DRAM vendors, who had to agree to allow Rambus to cross-license any improvements a licensee made to all other licensees. In its attempt to set the standard for the industry, Rambus faced competition from higher frequency versions of standard DRAMs; a consortium of DRAM manufacturers and systems companies, known as the SyncLink Consortium; and an alternative DRAM technology known as Double Data Rate SDRAM. Rambus’ relationship with Intel, the dominant producer of microprocessors, didn‘t prove as successful as either party would have liked. Even more devastating to Rambus was its litigation with several of its customers, the DRAM vendors, and a suit by the Federal Trade Commission. Although most of the lawsuits against Rambus had been dropped in 2004, Rambus needed a new strategy to rebuild its business for the future. Teaching Purpose: To discuss value capture strategies for new technologies (licensing, in particular). HBS Number: 9-704-500 Geographic Setting: GlobalIndustry Setting: semiconductorNumber of Employees: 221Gross Revenues: $118 million revenues Event Year Start: 2004Event Year End: 2004 Subjects: Competitive advantage; Intellectual property; Licensing; Litigation; Semiconductors; Standardization; Technology Academic Discipline: Competitive strategy
Case Author(s): Yoffie, David B. Publication Date: 08/11/2005 Revision Date: 04/04/2006 Product Type: Case (Pub Mat) Product Description: Rambus is grappling with the ever-changing dynamics of the DRAM/semiconductor industry. The company is actively defending its patent portfolio through litigation and exploring both partnerships and industry standards for keys to future profitability and growth. How can Rambus best shape the direction of the DRAM market? Should it partner with Intel and, if so, how? HBS Number: 9-706-416 Geographic Setting: California; Global Industry Setting: Semiconductor industry Number of Employees: 254 Gross Revenues: $145 million revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Competition; Growth strategy; Intellectual property; Litigation; Partnerships; Patents Academic Discipline: Competitive strategy
Case Author(s): Burgelman, Robert A.; Murthy, Vik; Staelin Publication Date: 03/01/2001 Revision Date: 04/13/2001 Product Type: Case (Field) Publisher: Stanford University Product Description: Examines the strategic position of Rambus, Inc. The company designs, develops, and licenses high-speed chip connection technology to enhance the performance and cost-effectiveness of computers, consumer electronics, and communication systems. The company’s technology is integrated into dynamic random access memory (DRAM) chips and the logic devices that control them. Because Rambus did not manufacture chips, it was directly influenced by chip suppliers (such as Intel), who controlled the price and supply of DRAM chips and stood between Rambus and the OEMs that used these chips. A further complication for Rambus stemmed from the company‘s involvement in several costly legal battles with much larger competitors over the ownership of prevailing DRAM standards. Looks at the challenges facing Rambus in 2001 as it seeks to balance its interests with those of its business partners (including an increasingly strained relationship with its major partner, Intel) while maintaining a technological lead over its competitors and defending its intellectual property from legal attacks. HBS Number: SM82 Geographic Setting: Los Altos, CAIndustry Setting: electronics, semiconductors, memory chipsNumber of Employees: 166Gross Revenues: $72.3 million revenues Event Year Start: 2001Event Year End: 2001 Subjects: Competitive advantage; Computer industry; Consumer electronics; Intellectual property; Litigation Academic Discipline: Competitive strategy
Case Author(s): Silverman, Brian S.; Huntsberger, Briana Publication Date: 01/24/2001 Revision Date: 02/14/2002 Product Type: Case (Library) Product Description: Rambus, Inc. was founded to develop a new type of high-speed memory chip technology to enable DRAMs to keep up with ever-faster microprocessors. After developing the technology, Rambus chose an unusual licensing approach to commercialize it. This case focuses on the challenges facing Rambus as it attempts to make its technology a new, dominant standard in PCs, video game consoles, and devices that use DRAMs. Teaching Purpose: To raise issues of commercialization of innovation, licensing, and the benefits and costs of industry consortia and standards bodies. Explores conflicting impulses toward cooperation and competition in relationships among rival firms. HBS Number: 9-701-056 Geographic Setting: CaliforniaIndustry Setting: semiconductorsNumber of Employees: 110Gross Revenues: $70 million revenues Event Year Start: 1997Event Year End: 2001 Subjects: Competition; Innovation; Licensing; Semiconductors; Standardization; Technology Academic Discipline: Competitive strategy
Case Author(s): Silverman, Brian S.; Huntsberger, Briana Publication Date: 06/22/2001 Revision Date: 02/14/2002 Product Type: Case (Library) Product Description: Rambus, Inc. was founded to develop a new type of high-speed memory chip technology to enable DRAMs to keep up with ever-faster microprocessors. After developing the technology, Rambus chose an unusual licensing approach to commercialize it. This case series describes the challenges facing Rambus as it attempts to make its technology a new, dominant standard in PCs, video game consoles, and devices that use DRAMs. Subsequent moves and countermoves are described. Teaching Purpose: To explore various issues, including commercialization of innovation, licensing, conflicting impulses toward cooperation and competition in relationships among rival firms. A rewritten version of an earlier case. HBS Number: 9-701-124 Geographic Setting: CaliforniaIndustry Setting: semiconductorsNumber of Employees: 110Gross Revenues: $70 million revenues Event Year Start: 1997Event Year End: 2001 Subjects: Competition; Innovation; Licensing; Semiconductors; Standardization; Technology Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Library), (9-701-125), 5p, by Brian S. Silverman, Briana Huntsberger; Supplement (Library), (9-701-126), 7p, by Brian S. Silverman, Briana Huntsberger
Case Author(s): Silverman, Brian S.; Huntsberger, Briana Publication Date: 06/22/2001 Revision Date: 02/14/2002 Product Type: Supplement (Library) Product Description: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (9-701-124) Rambus, Inc.: Commercializing the Billion Dollar Idea (A). HBS Number: 9-701-125 Subjects: Competition; Innovation; Licensing; Semiconductors; Standardization; Technology Academic Discipline: Competitive strategy
Case Author(s): Silverman, Brian S.; Huntsberger, Briana Publication Date: 06/22/2001 Revision Date: 02/14/2002 Product Type: Supplement (Library) Product Description: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (9-701-124) Rambus, Inc.: Commercializing the Billion Dollar Idea (A). HBS Number: 9-701-126 Subjects: Competition; Innovation; Licensing; Semiconductors; Standardization; Technology Academic Discipline: Competitive strategy
Case Dhar, U — Nirma University Chugan, P K — Nirma University Jha, D — Nirma University Keswani, M — Nirma University Sapovadia, V — Nirma University Distributor: ecch (www.ecch.com) Reference: 509-032-1 Language: English Category: Marketing Data source: Field research Product Year: 2009 Geo location: Western India Industry: Retail Size: Middle Timing: 2007 Topics: Marketing strategies; Supply chain management; Retailing; Corporate social responsibility Abstract: Ramdev Food Products Pvt Ltd was amongst the first few companies to venture into branded spices. The spices market in India was largely an organised sector. The company grew from a small flour mill to a big concern with a decent product mix within a short span. The turnover of the company grew from Rs1 crore in 1989 to Rs82 crores in 2007-2008. The company had also made its presence felt in the international market. It had been following a duel branding strategy for catering in the global market. Within the country, it had been competing with big time players like MDH, Badshah and Eastern through continuous innovations in packaging, excellent quality and a strong distribution network. The company had also gone for diversification, thereby enriching its product portfolio.
Case Author(s): Pearce MR; Wexler M; Luinenburg L Description: An entrepreneur and university student, found himself contemplating several decisions that could drastically alter the operations of his summer business distributing household paper products and cleaning supplies in Montreal. These decisionsincluded three ways to expand (enlarge the salesforce, target a new market and pursue a franchise program), and three ways to change the nature of the venture (launch an environmental line, distribute non-perishable foods and reduce deliveryquantities). Underlying all of these was the possibility of selling the business and pursuing an opportunity with a multi-national corporation. Students have to evaluate the current strategy and operations and assess the viability of the proposedalternatives. Ivey Number: 9A94J001 Publication Date: 6/21/1994 Revision Date: 2/3/2004 Geographic Setting: Canada Industry Setting: Miscellaneous Services Company Size: Small organization Event Year Start: 1993 Subjects: Entrepreneurship; Sales Management; Market Strategy; Services Level of Difficulty: Introductory Functional Area: Marketing
Case Author(s): Walid Busaba; Zeigham Khokher; Elliott Weinstein Publication Date: 8/12/2005 Revision Date: 3/24/2009 Product Type: Case Teaching Note: 8B05N12 Ivey ID: 9B05N012 Geographic Setting: United States Industry Setting: Holdings and other Investment Companies Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Growth Option; Options; Options Pricing Major Disciplines: Finance Product Description: The manager of a billion dollar hedge fund had just been approached by a syndicate of funds to gauge her interest in a bid to purchase RamSync Incorporated, a Silicon-Valley manufacturer of memory chips. Using a traditional discounted cash flow analysis (the APV method), the manager quickly determines that at a purchase price of $900 million, RamSync has a negative NPV of $33 million. However, purchasing RamSync, which currently produces SDRAM, would allow the owner to enter the much-anticipated MRAM market at a future period in time. The manager is now forced to reconsider how to value RamSync considering the hidden call option it has on the MRAM market.
Case Author(s): Walid Busaba; Zeigham Khokher; Elliott Weinstein Publication Date: 8/12/2005 Revision Date: 3/24/2009 Product Type: Case Teaching Note: 8B05N12 Ivey ID: 9B05N012 Geographic Setting: United States Industry Setting: Holdings and other Investment Companies Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Growth Option; Options; Options Pricing Major Disciplines: Finance Product Description: The manager of a billion dollar hedge fund had just been approached by a syndicate of funds to gauge her interest in a bid to purchase RamSync Incorporated, a Silicon-Valley manufacturer of memory chips. Using a traditional discounted cash flow analysis (the APV method), the manager quickly determines that at a purchase price of $900 million, RamSync has a negative NPV of $33 million. However, purchasing RamSync, which currently produces SDRAM, would allow the owner to enter the much-anticipated MRAM market at a future period in time. The manager is now forced to reconsider how to value RamSync considering the hidden call option it has on the MRAM market.
Case Author(s): Segel, Arthur I.; Cotterman, David Publication Date: 09/28/2005 Revision Date: 07/10/2008 Product Type: Case (Gen Exp) HBS Number: 206033 Geographic Setting: Southern California Industry Setting: Health services Event Year Start: 2005 Event Year End: 2005 Subjects: Financing; Managed care; Real estate; Real estate investment Academic Discipline: Finance Product Description: Mikey Jones must decide what type of senior housing to develop, whether he should operate the facility himself, and what financing option he should pursue.
Case Author(s): Segel, Arthur I.; Cotterman, David Publication Date: 09/28/2005 Revision Date: 05/10/2007 Product Type: Case (Gen Exp) HBS Number: 2-206-033 Geographic Setting: Southern California Industry Setting: Health services Event Year Start: 2005 Event Year End: 2005 Subjects: Financing; Managed care; Real estate; Real estate investment Academic Discipline: Finance Product Description: Mikey Jones must decide what type of senior housing to develop, whether he should operate the facility himself, and what financing option he should pursue.
Case Salmon, Walter J.; Ortmeyer, Gwendolyn K. Discusses a well-known traditional department store that confronts a very difficult issue of whether to change its pricing policy from a high-low to an everyday pricing approach. Demands that the student formulate a plan of execution for changing the pricing, if needed. HBS Number: 9-593-032 Type: Case (Field) Publication Date: 10/05/1992 Revision Date: 10/17/1994 Geographic Setting: United States Industry Setting: retailing Company Size: mid-size Gross Revenues: $500 million revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Advertising; Department stores; Pricing; Pricing strategy; Retailing Supplementary Materials: Teaching Note, (5-593-092), 5p, by David E. Bell
Case Joseph M. Sulock The Randolph Mining Company (RMC) had to decide whether to develop a Colombian site containing coal or sell its rights to a competitor for $5 million. The site’s value depended on a number of variables, including how long the Colombian government could be expected to honor its agreement and the future price of bituminous coal. The CFO in charge of compiling the financials estimated not only the project‘s net present value, but also its internal rate of return, payback, and return on equity, because the “major players” at RMC had different preferred capital budgeting methods. The choice was complicated by the fact that the owners has different instincts about the desirability of the project and different reasons for wanting to see the results of a scenario analysis. Side issues included financing offers from Colombian investors that, although relatively expensive, might be appropriate to accept in order to reduce the project's political risk. Source: North American Case Research Association, Case Research Journal, Volume 19, Issue 4 Subjects: Capital Budgeting, Strategic Management, International Finance, Valuation
Case Author(s): Anand, Bharat N.; Barnett, Kyle; Carpenter, Elizabeth Publication Date: 02/17/2004 Revision Date: 04/12/2007 Product Type: Case (Field) HBS Number: 9-704-438 Industry Setting: Book publishing Gross Revenues: $2 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-705-415), 11p, by Bharat N. Anand Product Description: On June 12, 2003, the proposed merger of Random House and Time Warner Book Group was called off by the CEO of Random House’s parent company, Bertelsmann. The announcement was welcomed by several critics who had questioned the logic of further consolidation in the book publishing industry, citing the power of the major publishing houses — Random House was already the world‘s largest book publishing company — and the accompanying commercialization of literature. Peter Olson, CEO of Random House, had to decide how to proceed and confront several other challenges facing the publishing industry: most notably, backward integration by Barnes and Noble into book publishing and the potential for digital devices such as e-books to undermine the traditional value chain of book publishing. Describes each of these tensions. May be used with: (9-703-405) Bertelsmann AG.
Case Hill, Linda A.; Suesse, Jennifer M. An MBA graduate, 10 years out, reflects on his career path. Randy Haykin is currently running his own venture catalyst organization in the Silicon Valley. HBS Number: 9-498-044 Type: Case (Field) Publication Date: 12/8/1997 Revision Date: 8/5/1998 Geographic Setting: California Industry Setting: multimedia/high technology Subjects: Careers & career planning; Entrepreneurship; High technology; Leadership; Silicon Valley; Venture capital
Case Roberts, Michael J.; Tempest, Nicole Describes the activities of Randy Komisar, who serves as "virtual CEO" to numerous hi-tech start-ups in Silicon Valley. Explores Randy’s role, his perspective on general management, and a choice between two opportunities in which he is considering investing his time. Teaching Purpose: Explores the nature of the CEO role, especially in the start-up setting. HBS Number: 9-898-078 Type: Case (Field) Publication Date: 4/13/98 Revision Date: 7/6/99 Geographic Setting: California Event Year Start: 1998 Event Year End: 1998 Subjects: California Research Center; CEO; Entrepreneurial management; High technology; Leadership; Silicon Valley
Case Author(s): Shaw DC; Harris J Publication Date: 1/1/1985 Revision Date: 4/11/2003 Industry: Textile Mill Products Abstract: A manufacturer is considering mechanizing a highly labour-intensive system. He has received proposals with the related cost savings from two different manufacturers for different parts of the process. The president must analyze the information anddetermine whether the various proposals are financially feasible. Ivey Number: 9A85B027 Geographic Location: Canada Company Size: Large organization Level of Difficulty: Undergraduate/MBA Functional Area: Finance Subjects: Capital Budgeting
Case Udoji, U — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 406-010-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2006 Geo location: Nigeria Industry: Banking Topics: Interpersonal negotiation; Power and politics in organisations Abstract: This is the first of a two-case series (406-010-1 and 406-011-1). Raphael Davies has worked in YANGO Bank for nine years and has been a principal manager for six. He has desired, for at least four years, to become an assistant general manager. For what appears to be good reasons, he has not got the promotion even though he has always had very good appraisal ratings. The assistant general manager position is now vacant and Raphael is qualified to fill the position but the decision on who fills the position is to be made by YANGO Bank’s Managing Director, Arthur Barke. Arthur knows that if Raphael is denied this position, Raphael may leave the company. Arthur does not want to lose Raphael since Raphael is very valuable. But there are other issues Arthur has to put into consideration in making a decision. Raphael‘s task is to negotiate a position he desires. He has other job offers so he can quit. Arthur will make Raphael an offer; the offer may not necessarily be Raphael's first choice but Arthur's task is to persuade Raphael to accept it. The case is in two parts. Each part represents the experiences of one party.
Case Udoji, U — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 406-011-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2006 Geo location: Nigeria Industry: Banking Topics: Interpersonal negotiation; Power and politics in organisations Abstract: This is the second of a two-case series (406-010-1 and 406-011-1). Raphael Davies has worked in YANGO Bank for nine years and has been a principal manager for six. He has desired, for at least four years, to become an assistant general manager. For what appears to be good reasons, he has not got the promotion even though he has always had very good appraisal ratings. The assistant general manager position is now vacant and Raphael is qualified to fill the position but the decision on who fills the position is to be made by YANGO Bank’s Managing Director, Arthur Barke. Arthur knows that if Raphael is denied this position, Raphael may leave the company. Arthur does not want to lose Raphael since Raphael is very valuable. But there are other issues Arthur has to put into consideration in making a decision. Raphael‘s task is to negotiate a position he desires. He has other job offers so he can quit. Arthur will make Raphael an offer; the offer may not necessarily be Raphael's first choice but Arthur's task is to persuade Raphael to accept it. The case is in two parts. Each part represents the experiences of one party.
Article Author(s): Chad Saunders; Yolande E. Chan Publication Date: 01/01/2002 Product Type: Article Ivey ID: 9B02TA13 Subjects: Growth; Management of technology Major Disciplines: General Management Product Description: The CEO of a rapid-growth firm has a particular set of challenges, and as these authors point out, how a CEO manages each challenge will have an impact on a critical component of their firm’s growth, information technology. The authors identify 12 challenges, from managing cash flow and choosing partners for alliances to fostering an open work environment and obtaining employee buy in. They also recommend tactics that will help managers meet each of the challenges.
Case Author(s): Kodercka, Isabella; Ricart, Joan Enric Publication Date: 09/01/2005 Revision Date: 11/02/2005 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES127 Geographic Setting: Europe; Spain Subjects: Competition; Diversification; General management; Industry analysis; Internationalization; Strategy Academic Discipline: General management Supplementary Materials: Teaching Note, (IES128), 17p, by Isabella Kodercka, Joan Enric Ricart Product Description: Outlines the development of Applus+, a Grupo Agbar business unit, from its beginnings to 2004, by which time the company was in a strong position at both the national and international levels and was facing an important decision regarding future investments.
Article Author(s): Johnson, Lauren Keller Publication Date: 09/01/2006 Product Type: Harvard Management Update Article HBS Number: U0609C Industry Setting: Financial services Subjects: Career changes; Coaching; Employee development; Employee orientation; Employee retention; Leadership; Mentors; New hires Academic Discipline: General management Product Description: Companies need new leaders to hit the ground running. Unfortunately, they often don’t. A few years ago, McLean, Va.-based financial services company Capital One had to recognize that its onboarding process wasn‘t as effective as it could be. The lessons Capital One learned and the ideas its leaders generated to get new executives quickly up to speed have value to organizations of all shapes and sizes. In this article, Harvard Management Update's Lauren Keller Johnson interviews Steve Arneson, Capital One's senior vice-president of learning and development, and outlines the company's New Leader Assimilation Program.
Case Author(s): Frei, Frances X.; Hajim, Corey Publication Date: 09/11/2001 Revision Date: 08/23/2004 Product Type: Case (Library) Product Description: Southwest is a highly profitable airline in a very difficult industry. Two key drivers of Southwest’s success are its relentless focus on a low-cost strategy and its ability to set customer expectations appropriately. This case is told through the lens of a frequent flier who has made two requests of the airline for differentiated service. Although Southwest is known for offering bare bones service, these requests are intriguing as they require no additional cost. In addition, satisfying the frequent flier (and others like her) could potentially provide economic insulation to the declining airline market. Should Southwest yield to this request? Teaching Purpose: 1) To illustrate the economics of the airline industry and the critical economic role of the last few passengers on the plane, 2) to force students to consider the operational implications of changes in its service concept and the implications of denying "free" service to its most frequent fliers, and 3) to explore a range of low-cost strategies that firms use across industries and the operational design necessary to support these strategies. HBS Number: 9-602-065 Industry Setting: airlineNumber of Employees: 29,274Gross Revenues: $5,650 million revenues Event Year Start: 2001Event Year End: 2001 Subjects: Airlines; Customer service; Service management Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-605-028), 21p, by Frances X. Frei
Case Alpay, G — Bogazici University Kural, M — Bogazici University Distributor: ecch (www.ecch.com) Reference: 304-391-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2004 Geo location: Turkey Industry: Electronics Size: Large Timing: 1983-2002 Topics: Teletas; Turkey; Research and development; Strategic management; Telecommunications; Electronics; Equipment; Privatisation; Productivity; Competition Abstract: This case is based on the experience of Teletas, a large Turkish telecommunications equipment manufacturer, and a nationwide leader in research and development efforts. This company was founded by the initiative of the Turkish government and was later privatised as a large corporation. The aim of the case study is to follow the evolution of a small research and development division into a large business by highlighting the strategic moves of its management. In the process of growth, the company has fended off challenges ranging from government intervention in business decisions to steering the company through tech-sector downturns. The first two sections describe the establishment of Teletas. Then a detailed explanation of its business moves bringing the company to its post-privatisation position is presented. The developments are then associated with productivity and profitability. Finally, the company’s products, its competitive environment and research and development efforts are detailed to shed light on how these factors affected the business model. The teaching note was written by Murat Kural.
Cross-Functional Rapid Response Teams: Harnessing the Power—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8195BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Cross-functional rapid response teams are often considered the heart of the transformation effort. This chapter introduces the concept of these teams and explains their crucial role in the overall transformation effort, highlighting some important advantages to implementing rapid response teams.
Cross-Functional Rapid Response Teams: Harnessing the Power—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8195BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Cross-functional rapid response teams are often considered the heart of the transformation effort. This chapter introduces the concept of these teams and explains their crucial role in the overall transformation effort, highlighting some important advantages to implementing rapid response teams.
Model Overview: The 90 Days Transformation Model Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8191BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Companies need to constantly reinvent themselves to remain competitive in today’s world. The 90 days transformation model presented in this chapter provides companies with a framework for transforming themselves in order to stay ahead of the curve. May be used with: (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Model Overview: The 90 Days Transformation Model Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8191BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Companies need to constantly reinvent themselves to remain competitive in today’s world. The 90 days transformation model presented in this chapter provides companies with a framework for transforming themselves in order to stay ahead of the curve. May be used with: (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Phase 1: Diagnosing the Patient—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8197BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Diagnosis of an organization’s underlying issues is the most important phase in the transformation process. This chapter outlines the process and methodology for a successful diagnosis, providing rapid response teams with tools and examples of key areas to analyze. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Phase 1: Diagnosing the Patient—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8197BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Diagnosis of an organization’s underlying issues is the most important phase in the transformation process. This chapter outlines the process and methodology for a successful diagnosis, providing rapid response teams with tools and examples of key areas to analyze. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Phase 2: Envisioning the Future—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8199BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Once rapid response teams have identified the major pain points for the organization, it is time for the teams to shift their focus and start looking at solutions for these problems. This chapter lays out this part of the transformation process, looking at how teams work to identify various alternatives for treatment and remedy. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Phase 2: Envisioning the Future—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8199BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Once rapid response teams have identified the major pain points for the organization, it is time for the teams to shift their focus and start looking at solutions for these problems. This chapter lays out this part of the transformation process, looking at how teams work to identify various alternatives for treatment and remedy. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Phase 3: Paving the Road—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8201BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: In the final planning stage of a transformation effort, rapid response teams must plant the seeds and pave the road for a successful implementation. This chapter discusses how these teams, who have diagnosed the organization’s major pain points and generated creative solutions, must now develop a transformation implementation plan. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Phase 3: Paving the Road—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8201BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: In the final planning stage of a transformation effort, rapid response teams must plant the seeds and pave the road for a successful implementation. This chapter discusses how these teams, who have diagnosed the organization’s major pain points and generated creative solutions, must now develop a transformation implementation plan. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Pretransformation: Planting the Seeds Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8193BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Pretransformation is the first stage of a transformation effort and holds special importance in setting the tone for the effort. This chapter examines the general steps you must take to plant the seeds for a successful transformation effort, from how to select a transformation leader to how to gain buy-in and momentum. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Pretransformation: Planting the Seeds Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8193BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Pretransformation is the first stage of a transformation effort and holds special importance in setting the tone for the effort. This chapter examines the general steps you must take to plant the seeds for a successful transformation effort, from how to select a transformation leader to how to gain buy-in and momentum. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.
Transformation Implementation: Execution Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8203BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: On completion of a 90 days transformation planning effort, the company stands ready to embark on the most critical phase of the process: the execution phase. This chapter highlights several best practices for transformation implementation and describes some of the more common barriers to implementation. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation.
Transformation Implementation: Execution Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8203BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: On completion of a 90 days transformation planning effort, the company stands ready to embark on the most critical phase of the process: the execution phase. This chapter highlights several best practices for transformation implementation and describes some of the more common barriers to implementation. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation.
Article Author(s): Ferdows, Kasra; Lewis, Michael A.; Machuca, Jose A.D. Publication Date: 11/01/2004 Product Type: Harvard Business Review Article HBS Number: R0411G Subjects: Clothing industry; Competitive advantage; Outsourcing; Partnerships; Spain; Suppliers; Supply & demand; Supply chain Academic Discipline: Operations management Product Description: Would you send a half-empty truck across Europe or pay to airfreight coats to Japan twice a week? Would you move unsold items out of your shop after only two weeks? Would you run your factories just during the day shift? Is this any way to run an efficient supply chain? For Spanish clothier Zara it is. Not that any one of these tactics is especially effective in itself. Rather, they stem from a holistic approach to supply chain management that optimizes the entire chain instead of focusing on individual parts. In the process, Zara defies most of the current conventional wisdom about how supply chains should be run. Unlike so many of its peers, which rush to outsource, Zara keeps almost half of its production in-house. Far from pushing its factories to maximize output, the company focuses capital on building extra capacity. Rather than chase economies of scale, Zara manufactures and distributes products in small batches. Instead of outside partners, the company manages all design, warehousing, distribution, and logistics functions itself. The result is a superresponsive supply chain exquisitely tailored to Zara’s business model. Zara can design, produce, and deliver a new garment to its 600-plus stores worldwide in a mere 15 days. So in Zara‘s shops, customers can always find new products — but in limited supply. Customers think, “This green shirt fits me, and there is one on the rack. If I don't buy it now, I'll lose my chance.” That urgency translates into high profit margins and steady 20% yearly growth in a tough economic climate. Some of Source: Harvard
Case Author(s): Rachleff, Andrew Publication Date: 08/17/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: E226 Industry Setting: High technology Subjects: Management performance; Performance appraisals Academic Discipline: Organizational behavior & leadership Product Description: Rapid Star is a fictitious company that faces the challenge of one of its co-founders not scaling with the rapid growth of his company.
Case Sarathy R An investment analyst has been asked to evaluate an investment in the project financing for Ras Laffan, a liquefied natural gas venture in the Middle East between Qatar and Mobil Corp. In order to make a suitable recommendation to the investmentboard, she must present, the potential returns, the various risks and their possible resolutions. Her analysis must address the political risks amid an atmosphere of instability of the Middle East, commodity price risks in an industry with a historyof price volatility, possible foreign exchange risks of dealing in two currencies with historic fluctuations and the commercial risks of the reliance on a single customer who will account for 90 per cent of sales. Medium-term non-recourse financingis one option available for financing the project. She also knows that the quality of her analysis may influence whether or not the investment board will consider her capable of running her own fund in the future. Ivey Number: 9B02N007 Publication Date: 30/05/2002 Geographic Setting: Qatar/United States Industry Setting: Electric, Gas and Sanitary Services Company Size: Large organization Event Year Start: 1996 Subjects: Joint Ventures, International Finance, Project Management, Bonds
Case Hadida, A L — Cambridge Judge Business School Distributor: ecch (www.ecch.com) Reference: 303-259-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2003 Version Date: November 2007 Geo location: USA Industry: Entertainment, film Size: 200 employees Timing: 1986-1987 Topics: Change management; Power and politics; Network, formal and informal; Leadership; Institutional settings; Entertainment industry; Hollywood; Film Abstract: This case recounts the appointment in October 1986 of British producer David Puttnam as Vice-President and CEO of Columbia Pictures and his subsequent resignation only eleven months later. To this day, his mandate remains one of the shortest in the history of American cinema. Yet, it is arguably the most debated. The case aims at expounding its main controversies and at pointing towards several frames of interpretation of what occurred inside the studio from October 1986 till September 1987. It accordingly reports key events in the career of David Puttnam and the corporate history of Columbia Pictures. Similar to Akira Kurosawa’s eponymous movie (Japan, 1950), the Rashomon case relates the events that made David Puttnam leave the studio from diverging viewpoints. Around the central themes of the relevant locus of change management in a network-based industry and of the confrontation of an individual to a system, it deals with the structural and institutional challenges of change and with the relationship between changing strategy, changing organisation and changing formal and informal rules in a given sector.
Case Mitra, S K — Institute of Rural Management, Anand (IRMA) Sinha, D K — Indian Institute of Management Bangalore (IIMB) Tambe, H — COSMODE, Banjara Hills Distributor: ecch (www.ecch.com) Reference: 397-107-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1997 Geo location: Visakhapatnam, South East India Industry: Steel Size: Over 15,000 employees, turnover US$800m Timing: 1993-1996 Topics: Organisation development; Leadership; Strategy management; Restructuring; Management of change; Culture building; Financial management; Marketing, product management Abstract: This case describes the herculean efforts made by the 15,000-odd employees to revive this steel giant. It begins by presenting the background under which India’s most modern steel plant was established, the economic and political hurdles it had to overcome, and the steps involved in completing the project. The case then focuses on how RINL management under the leadership of their CMD, J Mehra, devised strategies that helped the company survive. In particular, the case focusses on his commitment to the company in the face of apparently insurmountable obstacles, his constant communication and search for new ideas, and his frequent exhortations to executives to stretch - attributes that have by now been internalized as the dominant management style in RINL.This is a good case to illustrate how changes in the external environment of business severely affect strategies developed by incumbent firms. It traces the attempts at turning around a new company in a mature industry that was exposed to the vicissitudes of a changed economic environment. It goes on to examine the strategies and tactics that were devised in response to this environment, in contravention of established industry practice. It presents a good example of how Indian Source: ecch
Article Jay, Anthony The talent for making good use of professional advisors ranks as one of the most necessary skills for an executive. Certain types of client attitude and behavior lead to success while other behaviors lead to failure. Twenty-five rules for the successful use of professional consultants and advisors examine the problems of hiring and fees, and the common grievances of consultants and clients. Advisors and clients both commit a set of "seven deadly sins" which need to be eliminated as soon as they occur. HBS Number: 77408 Type: Harvard Business Review Article Publication Date: 7/1/1977 Subjects: Consulting; Executives; Managerial skills; Professionals; Services
Case Author(s): Li, Wei Darden ID: UVA-BP-0510 Published: 2/27/2006 Copyright Year: 2007 Subject Area: Business Policy Keywords: National income accounts, economic statistics, economic performance Student Spreadsheet: UVA-S-BP-0510 Abstract: For a variety of reasons, economic performance varies both across economies around the world in any given year and over time for any given economy. The level of economic development, political and economic institutions, government policies, political stability, and other social and perhaps cultural factors may all contribute to these variations. These differences in economic performance and their underlying causes are often reflected in published economic statistics and can be highlighted through the use of rates and ratios. This case sets up an exercise for students to examine economic statistics by (1) analyzing some key rates and ratios and (2) matching the data to country profiles published in the CIA World Factbook. The countries included in this case are the United States, Germany, Japan, Brazil, Russia, India, and China.
Case Author(s): Haskins, Mark E.; Sack, Robert J. Darden ID: UVA-C-2079 Published: 7/15/1992 Revised: 8/1/1994 Copyright Year: 1992 Subject Area: Accounting and Control Keywords: financial statement analysis Teaching Note: UVA-C-2079TN Abstract: The characteristics of a firm’s business are often reflected in the makeup of its financial statements. Using common-sized balance sheet and financial ratio data for 14 anonymous companies, students match identified industries to the data based on the story portrayed by the information.
Case Author(s): Haskins, Mark E. Darden ID: UVA-C-2285 Published: 6/4/2008 Copyright Year: 2008 Subject Area: Accounting and Control Keywords: analysis financial performance ratio Teaching Note: UVA-C-2285TN Abstract: This short case challenges students to review a series of corporate financial metrics and to match them to one of the thirteen industries listed for them.
Case Author(s): Conroy, Robert M. Darden ID: UVA-F-0903 Published: 3/29/1991 Revised: 8/1/1992 Copyright Year: 1989 Subject Area: Finance Keywords: financial-statement analysis; international case; diversity Teaching Note: UVA-F-0903TN Abstract: This case presents summaries of financial statements for three companies in the same industry, but in different countries. The objective for the students is to focus on the impact of national differences on companies in the same industry. This case is most effective in conjunction with F-0902.
Case Author(s): Conroy, Robert M. Darden ID: UVA-F-0903 Published: 3/29/1991 Revised: 8/1/1992 Copyright Year: 1989 Subject Area: Finance Keywords: financial-statement analysis; international case; diversity Teaching Note: UVA-F-0903TN Abstract: This case presents summaries of financial statements for three companies in the same industry, but in different countries. The objective for the students is to focus on the impact of national differences on companies in the same industry. This case is most effective in conjunction with F-0902.
Teaching Note For use with 90307 HBS Number: 5-196-009 Subjects: Competition; Computer systems; Distribution planning; Information services; Information systems
Case Seristo, H; Gasiorowska, A; Kolehmainen, K; Ritvala, T Publisher: Helsinki School of Economics Distributor: ecch (www.ecch.com) Reference: 308-390-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: Finland, Baltic countries Industry: Retail Timing: 2000-2006 Topics: Retail; Finland; International business; Growth; Expansion; Russia expansion; Efficiency; Share price; Hardware; Baltic countries; Uncertain environment; Risks Abstract: This case study addresses managerial difficulties induced by a rapid internationalisation process. The case portrays the internationalisation path of Rautakesko, a business division of a Finnish retailer Group Kesko, responsible for the hardware and builders’ supplies trade, and its struggle to expand beyond the small domestic market of five million inhabitants to become the leading hardware and builders‘ supplies operator in the Baltic Sea area. The case depicts how Rautakesko had at the end of 2006 expanded into seven home improvement markets that represent different stages of development. The case illustrates how further complexity was caused by economically and culturally highly divergent operating environments. Since Rautakesko had been a pioneer as a western type retailer in the Baltics and Russia, the case portrays challenges involved when operating in highly uncertain and unchartered waters with relatively scarce resources. The managerial challenge centres on the capability to continue profitable international expansion in the future. Decisions related to geographical markets, operation modes, and ways to increase efficiency in the operations are needed.
Case Author(s): William W. Sihler; Richard D. Crawford Description: A high-risk lender, who has participated in a loan to a biotech start up secured by the partner and established property, has to decide whether to approach an extension of a loan bridging the company until it can issue equity. Subjects: risk analysis Darden ID: F-1404 Teaching Note: N/A
Case Author(s): Clawson, James G. Darden ID: UVA-OB-0262 Published: 4/3/1991 Revised: 6/1/1992 Copyright Year: 1983 Subject Area: Accounting and Control Keywords: entrepreneurship; ethical issues; human resources, management of; individual behavior; legal issues; discrimination; new-venture management; diversity case Teaching Note: UVA-OB-0262TN Abstract: In the A case, Ray Hagen describes buying a company, building it, and then facing a serious problem with one of his early employees, an abrasive man who does not get along well with other employees but who has generated considerable business. This employee has a heart attack and then wants to come back to work. While he has been away, however, the company has run more smoothly. In the B case (UVA-OB-0263), Hagen postpones the decision of whether or not to allow the employee to return to work after having a heart attack by leaving it up to a subordinate. In the C case (UVA-OB-0264), Hagen fires the man, who then sues for age discrimination. In the D case (UVA-OB-0265), Hagen settles the federal, state, and civil suits out of court and then observes that one of his young accountants wants to fire an older woman who does not seem to be doing her job.
Case Author(s): Clawson, James G. Darden ID: UVA-OB-0262 Published: 4/3/1991 Revised: 6/1/1992 Copyright Year: 1983 Subject Area: Accounting and Control Keywords: entrepreneurship; ethical issues; human resources, management of; individual behavior; legal issues; discrimination; new-venture management; diversity case Teaching Note: UVA-OB-0262TN Abstract: In the A case, Ray Hagen describes buying a company, building it, and then facing a serious problem with one of his early employees, an abrasive man who does not get along well with other employees but who has generated considerable business. This employee has a heart attack and then wants to come back to work. While he has been away, however, the company has run more smoothly. In the B case (UVA-OB-0263), Hagen postpones the decision of whether or not to allow the employee to return to work after having a heart attack by leaving it up to a subordinate. In the C case (UVA-OB-0264), Hagen fires the man, who then sues for age discrimination. In the D case (UVA-OB-0265), Hagen settles the federal, state, and civil suits out of court and then observes that one of his young accountants wants to fire an older woman who does not seem to be doing her job.
Case Author(s): Clawson, James G. Darden ID: UVA-OB-0263 Published: 4/3/1991 Revised: 6/1/1992 Copyright Year: 1983 Subject Area: Accounting and Control Keywords: entrepreneurship: ethical issues; human resources, management of; individual behavior; legal issues; discrimination; new-venture management; diversity case Teaching Note: UVA-OB-0262TN Abstract: In the A case, Ray Hagen describes buying a company, building it, and then facing a serious problem with one of his early employees, an abrasive man who does not get along well with other employees but who has generated considerable business. This employee has a heart attack and then wants to come back to work. While he has been away, however, the company has run more smoothly. In the B case (UVA-OB-0263), Hagen postpones the decision of whether or not to allow the employee to return to work after having a heart attack by leaving it up to a subordinate. In the C case (UVA-OB-0264), Hagen fires the man, who then sues for age discrimination. In the D case (UVA-OB-0265), Hagen settles the federal, state, and civil suits out of court and then observes that one of his young accountants wants to fire an older woman who does not seem to be doing her job.
Case Author(s): Clawson, James G. Darden ID: UVA-OB-0263 Published: 4/3/1991 Revised: 6/1/1992 Copyright Year: 1983 Subject Area: Accounting and Control Keywords: entrepreneurship: ethical issues; human resources, management of; individual behavior; legal issues; discrimination; new-venture management; diversity case Teaching Note: UVA-OB-0262TN Abstract: In the A case, Ray Hagen describes buying a company, building it, and then facing a serious problem with one of his early employees, an abrasive man who does not get along well with other employees but who has generated considerable business. This employee has a heart attack and then wants to come back to work. While he has been away, however, the company has run more smoothly. In the B case (UVA-OB-0263), Hagen postpones the decision of whether or not to allow the employee to return to work after having a heart attack by leaving it up to a subordinate. In the C case (UVA-OB-0264), Hagen fires the man, who then sues for age discrimination. In the D case (UVA-OB-0265), Hagen settles the federal, state, and civil suits out of court and then observes that one of his young accountants wants to fire an older woman who does not seem to be doing her job.
Case Author(s): Clawson, James G. Darden ID: UVA-OB-0264 Published: 4/3/1991 Revised: 6/1/1992 Copyright Year: 1983 Subject Area: Accounting and Control Keywords: entrepreneurship; ethical issues; human resources, management of; individual behavior; legal issues; discrimination; new-venture management; diversity case Teaching Note: UVA-OB-0262TN Abstract: In the A case, Ray Hagen describes buying a company, building it, and then facing a serious problem with one of his early employees, an abrasive man who does not get along well with other employees but who has generated considerable business. This employee has a heart attack and then wants to come back to work. While he has been away, however, the company has run more smoothly. In the B case (UVA-OB-0263), Hagen postpones the decision of whether or not to allow the employee to return to work after having a heart attack by leaving it up to a subordinate. In the C case (UVA-OB-0264), Hagen fires the man, who then sues for age discrimination. In the D case (UVA-OB-0265), Hagen settles the federal, state, and civil suits out of court and then observes that one of his young accountants wants to fire an older woman who does not seem to be doing her job.
Case Author(s): Clawson, James G. Darden ID: UVA-OB-0264 Published: 4/3/1991 Revised: 6/1/1992 Copyright Year: 1983 Subject Area: Accounting and Control Keywords: entrepreneurship; ethical issues; human resources, management of; individual behavior; legal issues; discrimination; new-venture management; diversity case Teaching Note: UVA-OB-0262TN Abstract: In the A case, Ray Hagen describes buying a company, building it, and then facing a serious problem with one of his early employees, an abrasive man who does not get along well with other employees but who has generated considerable business. This employee has a heart attack and then wants to come back to work. While he has been away, however, the company has run more smoothly. In the B case (UVA-OB-0263), Hagen postpones the decision of whether or not to allow the employee to return to work after having a heart attack by leaving it up to a subordinate. In the C case (UVA-OB-0264), Hagen fires the man, who then sues for age discrimination. In the D case (UVA-OB-0265), Hagen settles the federal, state, and civil suits out of court and then observes that one of his young accountants wants to fire an older woman who does not seem to be doing her job.
Case Author(s): Clawson, James G. Darden ID: UVA-OB-0265 Published: 4/3/1991 Revised: 6/1/1992 Copyright Year: 1983 Subject Area: Accounting and Control Keywords: entrepreneurship; ethical issues; human resources, management of; discrimination; new-venture management; organizational development; diversity case Teaching Note: UVA-OB-0262TN Abstract: In the A case, Ray Hagen describes buying a company, building it, and then facing a serious problem with one of his early employees, an abrasive man who does not get along well with other employees but who has generated considerable business. This employee has a heart attack and then wants to come back to work. While he has been away, however, the company has run more smoothly. In the B case (UVA-OB-0263), Hagen postpones the decision of whether or not to allow the employee to return to work after having a heart attack by leaving it up to a subordinate. In the C case (UVA-OB-0264), Hagen fires the man, who then sues for age discrimination. In the D case (UVA-OB-0265), Hagen settles the federal, state, and civil suits out of court and then observes that one of his young accountants wants to fire an older woman who does not seem to be doing her job.
Case Author(s): Clawson, James G. Darden ID: UVA-OB-0265 Published: 4/3/1991 Revised: 6/1/1992 Copyright Year: 1983 Subject Area: Accounting and Control Keywords: entrepreneurship; ethical issues; human resources, management of; discrimination; new-venture management; organizational development; diversity case Teaching Note: UVA-OB-0262TN Abstract: In the A case, Ray Hagen describes buying a company, building it, and then facing a serious problem with one of his early employees, an abrasive man who does not get along well with other employees but who has generated considerable business. This employee has a heart attack and then wants to come back to work. While he has been away, however, the company has run more smoothly. In the B case (UVA-OB-0263), Hagen postpones the decision of whether or not to allow the employee to return to work after having a heart attack by leaving it up to a subordinate. In the C case (UVA-OB-0264), Hagen fires the man, who then sues for age discrimination. In the D case (UVA-OB-0265), Hagen settles the federal, state, and civil suits out of court and then observes that one of his young accountants wants to fire an older woman who does not seem to be doing her job.
Case Author(s): Sebenius, James K.; Wheeler, Michael Publication Date: 01/18/2005 Product Type: Supplement (Library) Product Description: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (9-905-054) Ray Rogers and the Corporate Campaign (A). HBS Number: 9-905-055 Subjects: Boycotts; Collective bargaining; Labor negotiations; Labor relations; Negotiations; Textiles; Unionization Academic Discipline: Negotiations
Case Christensen, Clayton M. Describes the highly successful efforts of a management team to turn around the performance of a $30 million Raychem division that manufactures electronic connectors. The original manufacturing system was a batch operation, with a broad product line, high inventories, and slow throughput time. Describes the process of converting the operation to a low-inventory, just-in-time plant, organized by manufacturing cells. Shows how it was done, and the impact it had on different categories of overhead cost. Teaching Purpose: Can be used for two purposes: 1) explains how to manage the transition of an organization to one based upon just-in-time manufacturing, and 2) can be used to show in detail the cost structure of a manufacturing organization, describing how costs change when just-in-time principles are adopted. HBS Number: 9-694-063 Type: Case (Field) Publication Date: 3/29/1994 Revision Date: 8/21/1997 Geographic Setting: California Industry Setting: microelectronics Company Size: Fortune 500 Number of Employees: 100 Gross Revenues: $30 million revenues Event Year Start: 1988 Event Year End: 1992 Subjects: Electronics; Inventory management; Manufacturing; Manufacturing strategy; Operations management; Silicon Valley Supplementary Materials: Teaching Note, (5-695-012), 9p, by Clayton M. Christensen
Teaching Note For use with 9-694-063 HBS Number: 5-695-012 Subjects: Electronics; Inventory management; Manufacturing; Manufacturing strategy; Operations management; Silicon Valley
Case Author(s): Godes, David B. Publication Date: 01/14/2004 Revision Date: 02/02/2006 Product Type: Case (Field) Product Description: Raymond James Financial (RJF) currently sells financial services through two channels. It is considering adding a third in the “middle” of the other two. The current strategy has one channel with employees and another with independent contractors. These attract very different financial advisers with various interests. The new proposal would create a “quasi” employee who would have some of the benefits of being an employee, but enjoy a lot more freedom than a traditional employee in running his or her own business. Raises many important issues at a general level as well as those specific to service industries. First, students must decide how many different services the firm should offer. How targeted should the firm be? How does the firm ensure that the right people select the right offering? Which salespeople should sell in which model? Given the competitive dynamic, the class is able to discuss why an adviser comes to work at RJF as compared with another firm and what this means for his or her business. Offers an opportunity to apply marketing principles to a human resources problem and discuss how test markets differ between business and consumer marketing and between products and services. HBS Number: 9-504-027 Geographic Setting: United States Industry Setting: Financial services Number of Employees: 7,000 Gross Revenues: $1.5 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Distribution channels; Financial services; Human resources management; Market segmentation; New product marketing; Sales management; Sales organization Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-504-083), 14p, by David B. Godes
Case Shapiro, Benson P.; Stiffler, Julia In April 1984 Deborah Raymond, president of Raymond Mushrooms was deciding whether or not to raise prices on Raymond canned mushrooms in conjunction with an advertising promotional program to build consumer preference. HBS Number: 9-584-093 Type: Case (Gen Exp) Publication Date: 05/24/1984 Revision Date: 08/01/1987 Geographic Setting: United States Industry Setting: canned mushrooms Company Size: small Gross Revenues: $5 million sales Event Year Start: 1984 Event Year End: 1984 Subjects: Advertising; Consumer marketing; Food; Marketing management; Marketing mixes; Pricing Supplementary Materials: Teaching Note, (5-584-094), 23p, by Benson P. Shapiro
Case Jeff W. Totten; Walter Greene Rayovac Corporation, headquartered in Madison, Wisconsin, produces disposable and rechargeable household-use batteries, hearing aid batteries, and battery-operated products like lanterns and flashlights. The case opens with an interview with David A. Jones, Chief Executive Officer of Rayovac. Students then read about the history of the company, different aspects of its internal environment, and the heavily competitive environment. Rayovac faces stiff competition from Duracell and Energizer brand batteries and must determine how to compete effectively in the twenty-first century. Students must also assess the impact of basketball star Michael Jordan’s retirement in 1999 and decision to reduce endorsements in 2000. Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 2 Subjects: Marketing Strategy, Promotional Strategy, Distribution Strategy, Use of Celebrity Endorsements
Case Author(s): Donald W. Barclay; Joe Falconi Publication Date: 2/26/2007 Revision Date: 4/11/2007 Product Type: Case Ivey ID: 9B06A036 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Medium Year of Event: 2005 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Consumer marketing; Brand management; Growth strategy; Market strategy Major Disciplines: Marketing Product Description: The vice-president of sales and marketing was contemplating how to grow the Rayovac Battery Division of Spectrum Brands Canada Inc. (Spectrum). Spectrum, a global consumer products company, owned a variety of brand name products. The vice-president of sales and marketing knew that, with effective marketing, the rechargeable battery market was one that would likely grow within North America as it had in Europe. Major competitors were not focusing on this product category, fearful that it would cannibalize sales of their non-rechargeable products. Rayovac could use this opportunity to increase its presence and brand name recognition by entering the “back door” instead of competing head-to-head against the well-established market leaders — Duracell and Energizer. The vice-president wondered whether this was a business worth pursuing and, if so, how he would market the Rayovac line within Canada. Students will assess opportunities and develop marketing strategies to pursue these opportunities. The case also shows students how building one segment of the market might lead to building other related segments.
Case Author(s): Donald W. Barclay; Joe Falconi Publication Date: 2/26/2007 Revision Date: 4/11/2007 Product Type: Case Ivey ID: 9B06A036 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Medium Year of Event: 2005 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Consumer marketing; Brand management; Growth strategy; Market strategy Major Disciplines: Marketing Product Description: The vice-president of sales and marketing was contemplating how to grow the Rayovac Battery Division of Spectrum Brands Canada Inc. (Spectrum). Spectrum, a global consumer products company, owned a variety of brand name products. The vice-president of sales and marketing knew that, with effective marketing, the rechargeable battery market was one that would likely grow within North America as it had in Europe. Major competitors were not focusing on this product category, fearful that it would cannibalize sales of their non-rechargeable products. Rayovac could use this opportunity to increase its presence and brand name recognition by entering the “back door” instead of competing head-to-head against the well-established market leaders — Duracell and Energizer. The vice-president wondered whether this was a business worth pursuing and, if so, how he would market the Rayovac line within Canada. Students will assess opportunities and develop marketing strategies to pursue these opportunities. The case also shows students how building one segment of the market might lead to building other related segments.
Case Author(s): Sarathy R; Wesley DTA Publication Date: 2/16/2006 Product Type: Case Ivey ID: 9B06M025 Geographic Setting: United States Industry Setting: Miscellaneous Manufacturing Industries Size: Large organization Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Acquisition Strategy, Diversification, Risk Analysis, Globalization Functional Area: General Management Product Description: The Rayovac case discusses the company’s bold and risky acquisitions strategy as it diversifies into personal care and grooming, lawn and garden care, insecticides and pet foods. The company assumes it can successfully manage diverse productcategories across diverse geographic markets in which it has limited experience. Success will depend on how well the acquired companies are integrated and managed under Rayovac‘s supervision. Increasingly, it will also depend on external conditionsbeyond Rayovac's control, such as macroeconomic conditions and foreign exchange fluctuations. Students should be able to analyze the case from the point of view of international business and strategy and perform a financial analysis of potentialfuture returns using different assumptions for sales growth and margins of the various businesses acquired.
Case Herbert Brown, Nabil Hassan, Paula SaundersThis case illustrates the use of financial data as a tool for management planning and decision making. It specifically demonstrates how to use financial information for making a production capacity decision and analyzes the effect that changes in nonmanufacturing and manufacturing costs will have on profitability. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Accounting; Finance Topics:
Case Author(s): Porter, Michael E. Publication Date: 10/01/1976 Revision Date: 05/20/1985 Product Type: Case (Field) Product Description: Centers on the question of whether Raytheon should enter the electronic component distribution industry in the context of its broad diversification approach and acquisition criteria. This industry represents a vertical integration area for Raytheon, so the analytical issues raised by vertical integration decisions can be explored as well. Used in a section of a business policy course on diversification strategy, or to motivate the comprehensive analysis of the electronic component distribution industry earlier in a policy course. Designed for use with Note on the Electronic Component Distribution Industry. HBS Number: 9-377-055 Geographic Setting: United States Industry Setting: electronics Company Size: Fortune 500 Gross Revenues: $2 billion annual sales Event Year Start: 1976 Event Year End: 1976 Subjects: Acquisitions; Decision analysis; Diversification; Electronics; Industry analysis; Market entry; Vertical integration Academic Discipline: General management
Case Author(s): Robert Klassen; Matias Gancberg Publication Date: 10/12/2006 Product Type: Case (Field) Ivey ID: 9B06M055 Geographic Setting: Canada; Qatar Industry Setting: Banking Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Environment; Financing; International Finance; Sustainable Development Major Disciplines: General Management; Entrepreneurship; International Product Description: The environmental manager at the Royal Bank of Canada (RBC) has finally received the detailed environmental and social risk assessment of Qatargas II LNG Project. RBC was a potential participant in a syndicated loan for a project financing venture in Qatar. The project would extract and process liquid natural gas there and transport it to the United Kingdom market. RBC was among the first banks to use an environmental and social risk assessment process based on the Equator Principles that supported the principles underlying sustainable development. However, environmental non-government organizations further complicated any financing decision; they were only too quick to point out publicly any shortcomings. Moreover, it was not clear if problems might occur in monitoring and enforcing any loan covenants. Two basic questions remained: first, does the Qatargas II Project make sense to RBC as it attempts to balance economic, environmental and social performance (i.e. the triple-bottom line); and second, do the Equator Principles provide a competitive advantage?
Case Author(s): Neufeld D Publication Date: 4/11/2005 Revision Date: 1/9/2005 Product Type: Case Ivey ID: 9B05E005 Geographic Setting: Canada Industry Setting: Banking Size: Large organization Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Information Systems; Portfolio Management; Planning; Cost Control Functional Area: Management Science & Information Systems Product Description: The newly hired head of Strategic Resources Planning and Management at Royal Bank of Canada Investments (RBCI) must develop a "dashboard" mechanism for strategically assessing and managing RBCI’s non-interest expenses, excluding brokerage feesassociated with providing value-added service to clients. After a week of analysis, two things became apparent; first, the four major business units within RBCI were operating independently, neither collaborating on projects nor sharing information.Second, most of the non-interest expenses spent was related to information technology projects. Consider that RBCI was spending nearly $700,000 per day on service delivery, the senior management team was extremely eager to see what the head ofStrategic Resources Planning and Management would propose. This case presents information technology portfolio management challenges facing large organizations, and challenges students to develop performance metrics that will be useful at the mostsenior levels of the organization.
Case White RW; Rabovsky N The treasurer of Royal Bank Mortgage Corporation proposes a new residential mortgage product whereby the Royal Bank would use its derivative technology expertise to marry an interest rate cap with a variable rate mortgage. Key issues to be addressedare the design and the demand of the product and the cost to hedge the capped mortgage. As well, the risks and exposures to Royal Bank would require careful consideration before any decision is made. Ivey Number: 9A96B010 Publication Date: 14/05/1996 Revision Date: 13/03/2002 Geographic Setting: Canada Industry Setting: Banking Company Size: Large organization Event Year Start: 1993 Subjects: Derivatives, Financial Institutions, Innovation, Risk Management Functional Area: Finance
Case Author(s): Compeau D; Tsai P Publication Date: 1/31/2005 Industry: Banking Abstract: The vice-president - RBC Banking business & information solutions must develop an implementation plan for the bank’s new paperless transaction system. The new system will reduce costs in proof processing and will facilitate the role of the customerservice representatives, allowing the CSRs to shift from transactional to sales oriented roles. The system must be implemented across the company within 12 months. Challenges concerning the timing of installation, sequence of rollout, scopemanagement and priorization must be addressed. Ivey Number: 9B05E001 Geographic Location: Canada Company Size: Large organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Management Information Systems; Computer System Implementation
Case Rayport, Jeffrey F.; Knoop, Carin-Isabel; Reavis, Cate In 1995, Bertelsmann-owned RCA Records was considered a "tired and old" record label. By 1999, the company represented a number of the "hottest" acts in the music industry. Nevertheless, the company’s position (as well as that of the entire music industry) was under attack. Retail and radio consolidation, an escalating number of product releases, increasing marketing costs, and new technology (that enabled musicians to market and sell music direct to consumers via the Internet) were reducing margins generated by physical product. With the new technology came new competitors that appeared to offer artists more creative and financial freedom. While this case highlights the turnaround of RCA Records, it focuses more on the challenges CEO Bob Jamieson and general manager Jack Rovner faced amidst these industry threats. They needed to decide whether their current business model would provide them with continued growth or if the company needed to change its strategy. HBS Number: 9-800-014 Type: Case (Field) Publication Date: 8/20/1999 Revision Date: 10/25/1999 Geographic Setting: New York, NY Industry Setting: music/entertainment Number of Employees: 148 Gross Revenues: $200 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Brands; Business models; Competition; Corporate strategy; Entertainment industry; Internet; Marketing management Supplementary Materials: Teaching Note, (5-800-112), 10p, by Jeffrey F. Rayport, Carin-Isabel Knoop, Cate Reavis
Case Author(s): Rayport, Jeffrey F.; Knoop, Carin-Isabel; Publication Date: 08/20/1999 Revision Date: 10/25/1999 Product Type: Case (Field) Product Description: In 1995, Bertelsmann-owned RCA Records was considered a “tired and old” record label. By 1999, the company represented a number of the ‘’hottest’‘ acts in the music industry. Nevertheless, the company's position (as well as that of the entire music industry) was under attack. Retail and radio consolidation, an escalating number of product releases, increasing marketing costs, and new technology (that enabled musicians to market and sell music direct to consumers via the Internet) were reducing margins generated by physical product. With the new technology came new competitors that appeared to offer artists more creative and financial freedom. While this case highlights the turnaround of RCA Records, it focuses more on the challenges CEO Bob Jamieson and general manager Jack Rovner faced amidst these industry threats. They needed to decide whether their current business model would provide them with continued growth or if the company needed to change its strategy. HBS Number: 9-800-014 Geographic Setting: New York, NY Industry Setting: music/entertainment Number of Employees: 148 Gross Revenues: $200 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Brands; Business models; Competition; Corporate strategy; Entertainment industry; Global Research Group; Internet; Marketing management Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-800-112), 10p, by Jeffrey F. Rayport, Carin-Isabel Knoop, Cate Reavis
Teaching Note For use with 9-800-014 HBS Number: 5-800-112 Subjects: Brands; Business models; Competition; Corporate strategy; Entertainment industry; Global Research Group; Internet; Marketing management
Case Rangan, V. Kasturi Traces the evolution of RCI as a master distributor from the time it was founded in 1946 until 1994. The second-generation owner of the distribution company faces several challenges unique to the 1990s environment that his father did not face. As Danny Schwartz attempts to grapple with those issues, he has to answer the long-term strategic question of the viability of his distribution business. Teaching Purpose: To understand supplier-distributor relationship management and to view channel issues from the distributor’s point of view. HBS Number: 9-595-001 Type: Case (Field) Publication Date: 10/07/1994 Revision Date: 07/10/1995 Geographic Setting: United States Industry Setting: electrical distribution Number of Employees: 200 Gross Revenues: $35 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Distribution; Distribution channels; Industrial markets; Suppliers Supplementary Materials: Teaching Note, (5-598-149), 8p, by V. Kasturi Rangan
Case Kamauff J; Copeland DG; deGruyther N; Simpson J In new, fast paced, highly competitive industries, companies are faced with the decision of either radically changing how business is done or surrendering market share and profits to more aggressive competitors. Exhaustive business processes withexcessive checks and balances, once needed to ensure order and control within the corporation, are now preventing companies from seizing new opportunities and growing.This gives students an opportunity to analyze business processes, with a goal of developing radical new processes to complete the same objectives. As members of a group, students examine the critical processes of an industry (pharmaceutical, retailsales, colour TV manufacturing or airlines) and then prepare a re-engineered process model for this industry. The teams are then given the opportunity to present and defend their new processes, highlighting their potential benefits and drawbacks. Ivey Number: 9A94D021 Publication Date: 1/9/1995 Revision Date: 26/02/2002 Subjects: Operations Management, Process Analysis, Information Systems, Reorganization Functional Area: Production/Operations Management
Note Rais, R B Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 20-005-2005-2 Language: English Category: Economics, Politics and Business Environment Data source: Published sources Product Year: 2005 Geo location: Lahore, Pakistan Industry: Politics Timing: 2005 Topics: Devolution; Civilian governments; District co-ordination officer (DCO); 1973 Constitution; Re-inventing; Military; Reconstruction Bureau Abstract: The devolution plan, fully operative at the district level throughout the country since 14 August 2001, is part of the political reform process and restructuring of the entire political system instituted by the military regime in Pakistan. In October 1999, General Pervez Musharraf outlined a seven point agenda for reform, a major emphasis being that he had ousted a ’sham‘ democracy, and that he would work to establish a true and genuine democracy at the grass roots level by rewriting the fundamental principles of the country's political system. The military has taken direct control of the polity four times, since independence in 1947. It has ruled the country for about 28 of its 58 years of existence. Even during the decade of transitional democracy (1988-1999), the military pulled levers from behind the scene to support one political group or another, managed political transitions, and put in place interim governments after three different presidents dismissed elected governments four times. The power that was vested in the president, under the Eighth Amendment in the 1973 Constitution to bring stability and balance in the system, did exactly the opposite. It could have been effective, but the president misused this power on the advice of the military, or with its tacit consent. In all cases, the Supreme Court of Pakistan validated military coups under the controversial 'doctrine of necessity'. W Source: ecch
Case Sar, A — IBAT School of Management Distributor: ecch (www.ecch.com) Reference: 408-117-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Generalised experience Product Year: 2008 Geo location: India Industry: Oil and gas Size: $24,980 million in turnover, $393 million in PAT (profit after tax), all India operations Timing: 2000-2006 Topics: Organisation structure; Organisation design; Organisation theory; Structure and processes Abstract: This case study describes and discusses the practical steps taken by a leading company in the oil and gas sector in India, ie, Bharat Petroleum Corporation Limited, to restructure with a view to addressing the fit of the organisation structure to the situational factors. The concept of organisation structure and design is defined, and the applicability of this concept to Bharat Petroleum Corporation Limited is explored through two distinct steps in the organisational design process. The first step is the definition of a basic organisation structure. This basic structure represents the major segmentation of the businesses the firm is engaged in, through a hierarchical order that reveals the priorities managers assign to the firm’s central activities. Only the primary echelons of the organisational chart, which are intimately linked to the strategic positioning of the firm, are recognised in this step. The second step in the organisational design process is the definition of a detailed organisation structure. At this stage, the basic organisational structure is fleshed out with the numerous specific details that pertain to the operational domain of the firm.
Case Verity, J — Independent Author Distributor: ecch (www.ecch.com) Reference: 300-151-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2000 Version Date: October 2002 Topics: Competitive strategy; Delivering success in a competitive market; Competencies for success; Internal alignment to deliver; Leadership in market and marketing; Leadership in people Abstract: This is the second of a two-case series (300-123-1 and 300-151-1). This case provides an example of an extraordinarily successful Danish petrol retailing company. At the time it was written (late 1997), no other fuel retailing company in Europe could match the level of profit this organisation was delivering in the highly competitive context of a mature industry with new entrants playing to different rules. The case can be used to discuss many aspects of management, including marketing, leadership and competitive strategy. The teaching note illustrates its use in presenting techniques useful for competitive strategy analysis. Specifically, concepts of customer value, competitive position, core competences (Resource Based Theory - RBT) and sustainability are explored. The second in the series, ’Re-Visiting Metax‘, describes market developments since 1997 up to early 2002, and the changes that have happened at Metax. The teaching objectives are to: (1) demonstrate two approaches to competitive strategy analysis (competitive positioning and identifying strategic assets) in the context of a fiercely competitive market and using an organisation which has developed significant competitive advantage; (2) discuss sources of sustained competitive advantage; and (3) apply the thinking about sustaining competitive advantage to the future of this market and company. This case contains colour exhibits.
Article Author(s): Morgan, Nick Publication Date: 05/01/2002 Product Type: Harvard Management Communication Letter Article Product Description: We’ve all heard of the three kinds of learners: visual, auditory, and kinesthetic. Chances are, if you‘re giving a presentation, you've got them all in your audience. So how can you craft a presentation that appeals to them all? This article highlights the tactics to use. HBS Number: C0205D Subjects: Learning; Management communication; Presentations Academic Discipline: General management
Article Larkin, T.J.; Larkin, Sandar Planning a major change in your organization? If so, chances are you have arranged a huge rally, rousing speeches, videos, and special editions of the company paper. Stop. This sort of communication is not working. If you want people to change the way they do their jobs, you must change the way you communicate with them. Drawing on their own research and the research of other communication experts from the past two decades, the authors argue that senior managers—and most communication consultants--have refused to hear what frontline workers have been trying to tell them: When you need to communicate a major change, stop communicating values, communicate face-to-face, and spend most of your time, money, and effort on frontline supervisors. HBS Number: 96304 Type: Harvard Business Review Article Publication Date: 5/1/1996 Subjects: Communication; Line & staff management; Management of change; Organizational change; Supervision
Article Larkin, T.J.; Larkin, Sandar HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, a HBS Number: 4045 Type: HBR OnPoint Article Publication Date: 2/1/2000 Subjects: Communication; Line & staff management; Management of change; Organizational change; Supervision
Case Dhar, U — Nirma University Aagja, J — Nirma University Maharshi, N — Nirma University Joshi, A — Nirma University Patel, H — Nirma University Distributor: ecch (www.ecch.com) Reference: 409-033-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2009 Geo location: Western India Industry: Power Size: Medium Timing: 2007 Topics: Decision making; Leadership; Communication; Motivation Abstract: Indraprastha Power having a history of being led by bureaucrats before acquisition had two plants in the state of Maharashtra in India. The technicians and workmen were used to solving their own problems and reporting them to their officers. The daily performance analysis did not reach the general manager of the generation department, who headed the department, but there was a practice to submit the proposals for new projects. However, this situation completely changed when Raman Kumar joined the company in 1998 as General Manager of the department, who introduced the concept of frequent meetings with his subordinate officers and also direct communication with technicians and workmen. He was successful in changing the culture of the organisation, while taking people along, open communication and transparency resulted in fearlessness amongst workmen, and teams were rewarded for showing better performance. Personal interest in tackling routine issues encouraged on the spot decisions. The company achieved the highest generation in its history and Raman Kumar had ideas for taking the organisation further.
Case Author(s): Christensen, Clayton M.; Newishy, Lana Publication Date: 02/24/2003 Revision Date: 04/20/2006 Product Type: Case (Field) Product Description: To distribute products to very small retailers in a very fragmented retail environment, the local subsidiary of a large consumer products company created an innovative distribution mechanism. The subsidiary’s Small Local Stores division employed middlemen who distributed vans full of consumer products throughout the Philippines. The channel was growing rapidly, but it was the company‘s least profitable. Now the subsidiary had to decide what to do. Should it try to squeeze more margins out of the channel, even if that would lower the middlemen's incentives? Should it scrap the channel altogether? Or should it try to build an internal capability to reach the smallest stores, even if it involved significant capital expenditures? Regional management was due to arrive and the company had to come up with a plan. HBS Number: 9-603-114 Geographic Setting: Philippines Industry Setting: Consumer products Number of Employees: 50 Event Year Start: 2001 Event Year End: 2001 Subjects: Disruptive technologies; Distribution channels; Innovation; Sales management; Service management Academic Discipline: Operations management
Article Author(s): Kaplan, Robert S. Publication Date: 07/01/2008 Product Type: Harvard Business Review Article HBS Number: R0807C Subjects: Career changes; Job satisfaction; Success Academic Discipline: Organizational behavior & leadership Product Description: Despite their lofty job titles and impressive pay, many high-achieving executives feel professionally dissatisfied and unfulfilled. Looking back, they wish they’d accomplished more or even chosen a different career altogether. Often they feel trapped in their jobs. In this article, Kaplan, a Harvard Business School professor, examines why people arrive at this impasse — and offers them guidance on how to break through it and reach their full potential. That goal isn‘t about getting to the top, he says. Rather, it's about taking a very personal look at how you define success in your heart of hearts, and then finding your own path there. To discover your way, you need to step back and reassess your career, recognizing that managing it is your responsibility. Many people feel like victims when, in fact, most career wounds are self-inflicted. Taking control begins with understanding yourself: seeking frank feedback about your strengths and weaknesses from colleagues above and below you, and figuring out what you truly enjoy doing. That understanding — not other people's definition of success — should guide your career choices and goals. Next, it's critical to identify the three or four tasks central to your business and make sure you excel at them; otherwise, success is likely to elude you. Once you've chosen the right enterprise, you must show character and leadership. Great executives put the interests of their company and colleagues ahead of their own. They're willing to speak up, even to voice unpopular views. Many managers hit a plateau because they play it too safe. But those that identify their dreams, develop the skills to real Source: Harvard
Article Author(s): Goodson, R. Eugene Publication Date: 05/01/2002 Product Type: Harvard Business Review Article Product Description: In the early 1980s, visitors on an hour-long tour of a factory headed by Eugene Goodson reported surprisingly accurate details about the plant, its technology, and even its cost of sales. Meanwhile, the author’s managers took part in short tours of a competitor‘s plants and learned next to nothing. With that, Goodson resolved to do better and, over time, developed a tool to assess a plant's strengths and weaknesses. The tool, the Rapid Plant Assessment (RPA) process, allows small tour teams to gauge factory's leanness accurately solely from visual cues and conversations with employees. Since 1998, Goodson, his colleagues, and his students have used the tool hundreds of times to evaluate their own plants, their competitors', and those of possible acquisition targets. At the heart of the RPA process are two assessment tools: the rating sheet and the questionnaire. The first contains 11 categories—including safety, scheduling, inventory, teamwork, and supply chain--that determine a plant's leanness. The second features 20 yes-or-no questions that focus thinking within the categories. The article explains how to rate a plant's practices in each category and how to choose team members. It also outlines how to use the tool to assess cost of sales. Even with varying levels of manufacturing experience, different teams touring the same plants have produced consistent results with this tool. It's easy to learn, quick to put into practice, and it produces results in a day or less. HBS Number: R0205H Subjects: Acquisitions; Factories; Operations management; Plant management Academic Discipline: Operations management
Article Author(s): William Donohue Publication Date: 01/07/2004 Product Type: Article Ivey ID: 9B04TD11 Subjects: Negotiation Major Disciplines: General Management Product Description: The right strategy and preparation are important elements in successful negotiation, but unless we use the right verbal and nonverbal communication we may never get what we want. Knowing the rules that that can set the tone or “code” of a negotiation, and how we can successfully switch that code, is vitally important. Without that knowledge, this author points out, we may never get what we want.
Case Dan Kopp, Lois Shufeldt The Reader’s Digest Association flourished under the control of its founders until 1984. By 1992, under profit-driven management, The Reader‘s Digest was the world's most widely read magazine, but its company faced several problems including losses on specialty magazines, lack of revenue growth, and little market enthusiasm for its stock. Source: The Society for Case Research, Business Case Journal, Summer 1994, Vol. 2, Issue 1. Copyright 1994. Topics: Business Policy/Strategy
Case Author(s): Pauline Assenza & Alan B. Eisner, Pace University Publication Date: Fall 2005 Geographic Setting: Chappaqua, New York Industry Setting: Publishing Event Year Start: 2004 Event Year End: 2004 Description: After decades of successful expansion, The Reader’s Digest Association’s products were mature. With an average readership age for the flagship Reader’s Digest magazine of 50.3 in 2004, efforts to develop new products had so far failed to entice a significant number of younger customers. Following a financial downturn in 1996, positive financial results remained illusive. Several major changes instituted by Thomas O. Ryder, CEO since 1998, including acquisitions, re-capitalization, restructuring and systematic re-engineering of the corporate culture, had proven mildly successful, but RDA, as well as the entire publishing industry, faced a persistent decline in profitability. Could RDA fulfill its stated mission to create “products that inform, enrich, entertain and inspire people of all ages and cultures around the world”, and could it do this by continuing to rely on the 80-year old Reader’s Digest magazine? Courses: Business Policy; Business Strategy Subjects: Organizational strategy; Goals; Planned cultural changes
Article Author(s): Gilbert, Clark; Ure, John Publication Date: 01/15/2005 Product Type: Strategy & Innovation Article HBS Number: S0501E Subjects: Disruptive technologies; Innovation; Newspapers; Strategic intent Academic Discipline: Competitive strategy Product Description: In the mid-1990s, most industry analysts predicted that the rapidly expanding Internet — with its ability to disseminate information cheaply and broadly — would disrupt and decimate the U.S. newspaper industry. Yet, nearly a decade later, the newspaper industry and the Internet seem to be coexisting. Were the forecasts wrong? Certainly predictions that the newspaper industry would disappear overnight oversold the case. But disruption is an ongoing process. Although the newspaper industry continues to be profitable, circulation numbers have declined for more than a decade. Newspapers that don’t yet realize that the threat of disruption remains will face real competitive challenges as the disruptive process continues to evolve. Read about how the newspaper industry can succeed by changing these threats into opportunities.
Case Tsang, D — University of Reading Business School Caddell, S — University of Reading Business School Distributor: ecch (www.ecch.com) Reference: 307-458-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2007 Geo location: UK Industry: Football Size: Large Timing: 2006 Topics: Growth strategy; Marketing; Football industry; UK Abstract: The 135 years-old Reading FC entered the English Premier League for the first time in March 2006 under the leadership of its Chairman John Madejski. This case discusses the club’s business model and explains the strategy leading to its promotion to the Premier League. It also looks at its adaptation to the Premier League football industry.
Article Author(s): Bloom, Harold; Coutu, Diane L. Publication Date: 05/01/2001 Product Type: Harvard Business Review Article Product Description: In today’s technology-driven world, who has time to pick up a 400-page novel? Most executives don‘t—they have urgent e-mails to answer, training seminars to attend, meetings to lead, and trade publications to scan. But according to Harold Bloom, one of America's most influential scholars, they should make time in their hectic schedules to read great works. In a wide-ranging conversation with HBR senior editor Diane Coutu, Bloom discusses the importance of literature: every individual--regardless of profession--needs to stretch his or her mind and reflect now and again on the human condition. "By reading great imaginative literature, you can prepare yourself for surprise and even get a kind of strength that welcomes and exploits the unexpected," he says. Because there are so many great works and there is so little time, Bloom presents a reading list for busy executives. Bloom believes the humanities have much to offer businesspeople: great books broaden their awareness and their range of sensibility, he says. But reading literature will not make businesspeople more moral, he cautions. Bloom also discusses other topics such as how to read well, the state of popular fiction, the role of irony, and the subject of change. HBS Number: R0105C Subjects: Business philosophy; Human behavior; Human relations; Interviews; Learning; Psychology; Recreation; Religion & business Academic Discipline: Organizational behavior & leadership
Case Gittell, Jody Hoffer; Brown, Mason Addresses the benefits and limitations of organizing product or service lines. Reading Rehab Hospital has experimented with a popular new concept in health care—patient-focused care--which is intended to increase quality and reduce co HBS Number: 9-898-172 Type: Case (Field) Publication Date: 1/29/1998 Revision Date: 3/30/2000 Geographic Setting: Pennsylvania Industry Setting: health care Number of Employees: 200 Gross Revenues: $20 million revenues Event Year Start: 1990 Event Year End: 1994 Subjects: Health services;
Case Author(s): Shapiro, Roy D.; Brown, Mason Publication Date: 09/05/2007 Revision Date: 01/09/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 608070 Geographic Setting: Pennsylvania Number of Employees: 200 Event Year Start: 1998 Event Year End: 1998 Academic Discipline: Operations management Supplementary Materials: Supplement, (608071), 1p, by Roy D. Shapiro,Mason Brown; Case Teaching Note, (899139), 16p, by Jody Hoffer Gittell,Sandra J. Sucher Product Description: Reading Rehab Hospital has experimented with a popular concept in health care — patient-focused care — intended to increase quality and reduce costs by organizing care delivery around particular diagnoses or “service lines,” rather than around the functions or disciplines of the care providers. It is equivalent to a product rather than a process focus. Unfortunately, it is not clear whether the benefits of this new healthcare model are sufficient to compensate for the drawbacks.
Case Author(s): Shapiro, Roy D.; Brown, Mason Publication Date: 09/05/2007 Revision Date: 01/09/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 608070 Geographic Setting: Pennsylvania Number of Employees: 200 Event Year Start: 1998 Event Year End: 1998 Academic Discipline: Operations management Supplementary Materials: Supplement, (608071), 1p, by Roy D. Shapiro,Mason Brown; Case Teaching Note, (899139), 16p, by Jody Hoffer Gittell,Sandra J. Sucher Product Description: Reading Rehab Hospital has experimented with a popular concept in health care — patient-focused care — intended to increase quality and reduce costs by organizing care delivery around particular diagnoses or “service lines,” rather than around the functions or disciplines of the care providers. It is equivalent to a product rather than a process focus. Unfortunately, it is not clear whether the benefits of this new healthcare model are sufficient to compensate for the drawbacks.
Case Author(s): Shapiro, Roy D.; Brown, Mason Publication Date: 09/05/2007 Revision Date: 01/09/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 608070 Geographic Setting: Pennsylvania Number of Employees: 200 Event Year Start: 1998 Event Year End: 1998 Academic Discipline: Operations management Supplementary Materials: Supplement, (608071), 1p, by Roy D. Shapiro,Mason Brown; Case Teaching Note, (899139), 16p, by Jody Hoffer Gittell,Sandra J. Sucher Product Description: Reading Rehab Hospital has experimented with a popular concept in health care — patient-focused care — intended to increase quality and reduce costs by organizing care delivery around particular diagnoses or “service lines,” rather than around the functions or disciplines of the care providers. It is equivalent to a product rather than a process focus. Unfortunately, it is not clear whether the benefits of this new healthcare model are sufficient to compensate for the drawbacks.
Case Author(s): Gittell, Jody Hoffer; Shapiro, Roy Publication Date: 09/06/2007 Product Type: Supplement HBS Number: 608071 Subjects: Health care providers; Patients; Staffing Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (608070) Reading Rehabilitation Hospital: Implementing Patient-Focused Care (A) (Abridged).
