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 ’SKB TELEBANKING IN INDIA, MAY I HELP YOU?‘
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| 44 pp.
| Case
Lamaire, J P — ESCP Europe Campus Paris
Prime, N — ESCP Europe Campus London
Vasudevan, V — ESCP Europe Campus Paris
Distributor: ecch (www.ecch.com) Reference: 505-025-1 Language: English
Category: Marketing Data source: Published sources
Product Year: 2005
Geo location: India Industry: Banking Timing: 2002
Topics: Marketing strategy; Marketing of telebanking services; Retail banking distribution; India
Abstract: Within the context of a retail boom of the banking industry in India, a leading international bank has set up a telebanking service for its retail customers. It is a people intensive unit, with executives answering calls on a 24/7 basis, rather than a machine (Voice Response Unit) like the telebanking service of competitor banks. In the first three years there had been a rapid growth in the number of customers who used telebanking. Now, this number seems to stagnate, with approximately 35-40% of the bank’s retail customer base using the service in Dehli and Mumbai. The bank‘s management needs to decide what changes they should bring about in telebanking so that more existing customers switch to the electronic/telephonic banking from traditional branch banking and for new customers to choose this bank. The teaching objectives are to: (1) understand the multiple impacts of the rapid and dynamic opening of the Indian banking sector: increased need of innovation, organisation and profitability; (2) emphasise the key success factors of telebanking offerings: careful people selection, good internal processes, high service standards, continuous technological improvements; (3) understand the opportunity offered by telebanking for foreign banks in India; (4) analyse the immediate issue of diagnosing why more customers are not switching from using the branch to telebanking; and (5) develop a marketing strategy in order to make more c
Source: ecch
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| ’SO MANY COUNTRIES, SO MANY LAWS‘: YAHOO!, LEGAL UNCERTAINTY AND THE INTERNET
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| 18 pp.
| Case
Monseau, S — Indiana University
Essounga, Y — Indiana University
Distributor: ecch (www.ecch.com) Reference: 204-069-1 Language: English
Category: Economics, Politics and Business Environment Data source: Field research
Product Year: 2004
Geo location: France and United States Industry: Internet and communications Size: 5,000 employees Timing: 2000-2001
Topics: Internet and jurisdiction; Law and legal systems; Freedon of expression, speech and censorship; Enforcement of foreign judgments; Business law; Comparative law
Abstract: Yahoo! Inc was sued by French civil rights activists for allowing auctions of Nazi memorabilia on its website contrary to French law. The company’s position was that it was subject to US not French law, should not act as a censor and could not technically block access to its websites from France. The French judge found against Yahoo! Inc, which reacted by filing suit in the US asking for a ruling that the French court judgment was not enforceable. However, it was also decided to remove almost all objects relating to Nazism from its sites. The case provides an illustration of the legal uncertainty surrounding Internet operations in a foreign country. It covers jurisdiction, conflict of laws, freedom of expression and the enforcement of foreign judgments. It highlights practical and ethical considerations in the management of an international lawsuit in a new and unsettled area of law. This case was sponsored by the Indiana University CIBER Case Collection.
Source: ecch
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| A Simpler Way to Pay
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| 8 pp.
| Article
Author(s): Zehnder, Egon
Publication Date: 04/01/2001
Product Type: Harvard Business Review Article
Product Description: There have been many changes in professional services since Egon Zehnder founded his executive search firm nearly four decades ago — not the least of which has been a shift in the way professionals pay themselves. When he started, compensation everywhere was strongly tied to seniority. Today, partners at most professional services firms are paid according to the size of their client billings and their ability to bring in new clients. But Egon Zehnder International, which now has 57 offices worldwide, has stuck with the old-fashioned way to pay. In addition to giving partners base salaries and equal shares in a percentage of the profit, the firm apportions another fraction of the profit based only on length of tenure as partner. Yet the firm attracts outstanding consultants, and its turnover rate is low. The reasons, the author says, are simple: the firm’s approach to compensation forces it to hire team players — consultants who get more pleasure from the group‘s success than from their own advancement. And the seniority-based system requires the firm to find people who want to stay for the long haul. Call the system a relic, says Zehnder, but don't call it nonsense. It works. In this article, the author describes the extremely intensive interview process used to hire the right kind of people. By the time the interviews are over, he says, potential hires know that people in the firm's Boston office think and act the same way as people in its Brazil offices — and that they themselves must think and act that way if they are to succeed at the firm.
HBS Number: R0104B
Subjects: Compensation; Employment interviews; Executive compensation; Partnerships; Professional services; Professionals; Recruitment; Seniority
Academic Discipline: Human resources management
Source: Harvard
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| A Small Business Is Not a Little Big Business
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| 12 pp.
| Article
Welsh, John A.; White, Jeffrey F.
Resource poverty distinguishes the management of small businesses from that of big businesses. An examination of fundamental financial concepts, such as cash flow, break-even analysis, return on investment, and debt-equity ratio demonstrates how small businesses adapt these financial management tools to their particular situation. An emphasis on liquidity, rather than profit, helps small businesses overcome the problems of strained financial resources, lack of trained personnel, and short-range management perspective imposed by a volatile competitive environment.
HBS Number: 81411 Type: Harvard Business Review Article
Publication Date: 7/1/1981
Subjects: Cash flow; Entrepreneurial finance; Financial management; Financial ratios; Return on investment; Small business
Source: Harvard
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| 19 pp.
| 3. Starbucks Corporation: Competing in a Global Market
Author(s): Kotha, Suresh; Glassman, Debra
Description: Starbucks has been credited with changing the way Americans - and people around the world - view and consume coffee. Consistently one of the fastest-growing companies in the U.S., the firm’s senior executives are looking to expand internationally. While the opportunity of increased revenues from further expansion is readily apparent, what is not so clear is how to deal with growing “antiglobalization” sentiment around the world. In the case, Starbucks is planning an entry into Brazil, the largest coffee-producing country in the world. Peter Maslen, president of Starbucks Internationsl, asks his team to develop a systematic approach for analyzing the effects of local “push-back” on the Starbucks brand image and the financials of its stores. As Starbucks seeks to dominate specialty coffee markets around the world, what changes in strategy might be required? Since most students have an opinion about the Starbucks brand, this can provoke an interesting debate about corporate responsibility and strategic leadership in the context of international markets.
Publication Date: 2003 Revision Date: N/A
Event Year Start: 2002 Event Year End: 2003
Geographic Setting: International Industry Setting: Specialty Beverage/Coffee
Courses: Business/Management and Organization/Strategic Management/Entrepreneurship/International Business/International Management
Course Sequence: International Strategy; Business-level Strategy; Internal Analysis; External Environment; Strategic Leadership
Subjects: Business Policy; Competitive Strategy; Globalization; International Management; Business Development; International Marketing; Emerging Markets; Country Analysis; Entrepreneurship; Entrepreneurial Leadership; Corporate Culture; Country Culture; Social Responsibility
Supplements: Teaching Note; Video; Online W
Source: Dess-Lumpkin-Eisner
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| 19 pp.
| 3. Starbucks Corporation: Competing in a Global Market
Author(s): Kotha, Suresh; Glassman, Debra
Description: Starbucks has been credited with changing the way Americans - and people around the world - view and consume coffee. Consistently one of the fastest-growing companies in the U.S., the firm’s senior executives are looking to expand internationally. While the opportunity of increased revenues from further expansion is readily apparent, what is not so clear is how to deal with growing “antiglobalization” sentiment around the world. In the case, Starbucks is planning an entry into Brazil, the largest coffee-producing country in the world. Peter Maslen, president of Starbucks Internationsl, asks his team to develop a systematic approach for analyzing the effects of local “push-back” on the Starbucks brand image and the financials of its stores. As Starbucks seeks to dominate specialty coffee markets around the world, what changes in strategy might be required? Since most students have an opinion about the Starbucks brand, this can provoke an interesting debate about corporate responsibility and strategic leadership in the context of international markets.
Publication Date: 2003 Revision Date: N/A
Event Year Start: 2002 Event Year End: 2003
Geographic Setting: International Industry Setting: Specialty Beverage/Coffee
Courses: Business/Management and Organization/Strategic Management/Entrepreneurship/International Business/International Management
Course Sequence: International Strategy; Business-level Strategy; Internal Analysis; External Environment; Strategic Leadership
Subjects: Business Policy; Competitive Strategy; Globalization; International Management; Business Development; International Marketing; Emerging Markets; Country Analysis; Entrepreneurship; Entrepreneurial Leadership; Corporate Culture; Country Culture; Social Responsibility
Supplements: Teaching Note; Video; Online W
Source: Dess-Lumpkin-Eisner
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| SA HOME LOANS: BANK BASHING IS GOOD FOR BUSINESS!
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| 21 pp.
| Case
Cole, S; Ward, M
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 804-037-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2004
Geo location: South Africa Industry: Banking Size: Small Timing: 2004
Topics: Entrepreneurship; Securitisation; Finance
Abstract: Simon Stockley, SA Home Loans’ CEO, was a lawyer by education but an entrepreneur by nature; his colourful, non-conformist socks epitomised his character. The first person in South Africa to build a business based around the concept of securitisation, it had taken him just five years to break into South Africa‘s capital market and take on South Africa's major banking institutions. He had gained approximately 11% market share for new mortgage bonds (estimated to be worth R500 million per month), 3% of South Africa's estimated R258 billion total mortgage market and forced the banking institutions to change their home loan finance modus operandi in response to his competition. Despite these achievements he was dreading the upcoming board meeting - he could predict the question that would be asked; the question for which he, as yet, had no sure answer. At the end of the board meeting Laurence Rapp, director of strategic investments and alliances, Standard Bank, would ask, 'So Simon, what is your next BHAG?'
Source: ecch
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| Sa Sa International: Growth Amidst Adversity
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| 31 pp.
| Case
Author(s): Sethi, Kavita; Ko, Stephen
Publication Date: 12/18/2006
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU630
Geographic Setting: Hong Kong Industry Setting: Personal care products; Specialty retailing
Subjects: Brands; Competitive advantage; Corporate strategy; Discount department stores; Entrepreneurship; Positioning
Academic Discipline: Competitive strategy
Product Description: Pioneering the discount store concept in cosmetic retailing in Hong Kong, Eleanor and Simon Kwok had succeeded in building Sa Sa into one of Asia’s largest cosmetic and beauty service retailers. Enunciates Sa Sa‘s growth in the face of a host of environmental contretemps, including the Asian financial crisis and the SARS pandemic. Escalating rents coupled with lower-than-expected tourism figures harbingered continual turbulence in its core market, Hong Kong. Under pressure to maintain margins, other causes of concern were continued losses from its operations in China and the unsatisfactory performance of its beauty services division. Additionally, it appeared that Sa Sa was facing a positioning paradox — that of being a low-cost retailer, stocking goods from parallel imports, while trying to project the upmarket image required by the global brands it stocked. Evaluating Sa Sa's current status, students can develop strategies that would enable Sa Sa's continued success and ability to compete in the changing retail environment.
Source: Harvard
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| Saatchi & Saatchi Co. PLC: Corporate Strategy
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| 25 pp.
| Case
Author(s): Collis, David J.; Magnani, Dianna
Publication Date: 03/20/1992 Revision Date: 04/04/1995
Product Type: Case (Field)
Product Description: Saatchi & Saatchi, founded in 1970, became the world’s largest advertising agency in 1986. It then diversified into consulting and other managerial areas before crashing in 1989. Under a new CEO, the company restructured and refocused on its advertising agencies. Teaching Purpose: Discusses diversification and strategy between businesses. Also valuable for examining corporate structuring, managing the multibusiness corporation, and global management.
HBS Number: 9-792-056
Geographic Setting: United KingdomIndustry Setting: advertisingCompany Size: largeNumber of Employees: 12,800Gross Revenues: L800 million revenues
Event Year Start: 1991Event Year End: 1991
Subjects: Acquisitions; Advertising; Consulting; Corporate strategy; Reorganization; Restructuring; United Kingdom
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-795-094), 14p, by David J. Collis
Source: Harvard
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| SAATCHI AND SAATCHI
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| 8 pp.
| Case
Knight RM
Saatchi and Saatchi was a large British advertising firm, headquartered in London, with subsidiaries around the world, including New Zealand. It had a reputation for creative staff and creative advertising campaigns, having won many internationalawards for its commercials. The manager of the New Zealand subsidiary wants to build an environment of creativity and motivation, while continuing to manage the creative process. Managing the process is important, as it is essential to the deliveryof high quality products to clients with demanding time lines. However, given the importance of creativity, an intensely structured process would only take away from Saatchi and Saatchi’s core competence. How can you provide the right environmentand incentives to make your people creative while meeting customer needs?
Ivey Number: 9A91F008
Publication Date: 1/1/1991 Revision Date: 26/03/2002
Geographic Setting: New Zealand Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 1990
Subjects: Innovation, International Business, Entrepreneurship
Functional Area: General Management
Source: Ivey
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| SABA AHMAD
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| 9 pp.
| Case
Haque, E u; Arifeen, S
Publisher: Lahore University of Management Sciences (SEDC)
Distributor: ecch (www.ecch.com) Reference: 17-009-2007-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Published sources
Product Year: 2007
Geo location: Lahore, Pakistan Industry: NGOs (non-governmental organisations), HR (human resources), gender Timing: 2001
Topics: Transfer request; Dilatory tactics; First multinational bank; HR (human resources) policies and concerns; Female colleagues
Abstract: Mr Zahid Khan, Corporate Head, First Multinational Bank, Karachi, Pakistan looked at Saba in surprise. He had not expected Saba Ahmad, Assistant Manager, to be so persistent in her request for a transfer to the Islamabad branch. Here she was, standing in front of him, requesting and reminding him for the second time in the week that she should be transferred to Islamabad. Mr Khan realised that he could no longer use dilatory tactics. He had to make up his mind, one way or the other, soon.
Source: ecch
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| SABENA BELGIAN WORLD AIRLINES (A)
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| 17 pp.
| Case
Crossan MM; Pierce B
This case describes the situation Pierre Godfroid encountered when he took over as Sabena’s CEO in 1991. At that time, Sabena was in crisis facing imminent bankruptcy. On the strength of a restructuring plan, developed by Godfroid and his staff,the Belgian government had agreed to bail out the airline in return for assurances that this would be the last time government assistance would be requested. Godfroid‘s task was to transform the company into a viable private enterprise. The caseprovides the opportunity to evaluate the viability of Godfroid's strategy and more generally to explore strategy formulation in a global industry. More importantly, it sets the stage for a sequence of follow-up cases (9A94M004, 9A94M005, 9A94M006,9A94M007, 9A94M008) dealing with the implementation of the strategy. (A 43-minute video, broken into segments to coincide with the case series, can be purchased with the case, video 7A94M003.)
Ivey Number: 9A94M003
Publication Date: 15/11/1994 Revision Date: 5/5/2000
Geographic Setting: Belgium Industry Setting: Air Transportation
Company Size: Large organization
Event Year Start: 1991
Subjects: Business Policy, Management of Change, International Business, Policy Formulation/Implementation
Functional Area: General Management
Source: Ivey
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| SABENA BELGIAN WORLD AIRLINES: A PLAN OF ACTION
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| 2 pp.
| Case
Crossan MM; Pierce B
By the spring of 1993, it was evident that even though Sabena had made enormous strides in its quest for profitability, the airline was again headed for record losses. Weytjens felt that it might be possible to increase productivity if workers couldbe convinced to increase their hours of production. Increasing productivity in this way would not require workers to spend more hours at work, but, instead, would require them to spend more hours working while they were already there. Weytjensneeded to consider how he should proceed. This case offers the unique opportunity to reflect on how managers sustain their energy and commitment in the face of adversity. Background information is provided in cases 9A94M003 and 9A94M004; otherrelated cases are 9A94M005, 9A94M006, and 9A94M007.
Ivey Number: 9A94M008
Publication Date: 15/11/1994 Revision Date: 3/5/2000
Geographic Setting: Belgium Industry Setting: Air Transportation
Company Size: Large organization
Event Year Start: 1993
Subjects: Business Policy, Management of Change, International Business, Policy Formulation/Implementation
Functional Area: General Management
Source: Ivey
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| SACHSENRING (A): THE DECLINE OF SACHSENRING AUTOMOBILWERKE GMBH
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| 20 pp.
| Case
Hungenberg, H — University of Erlangen-Nuernberg
Althammer, W — HHL Leipzig Graduate School of Management
Wulf, T — University of Erlangen-Nuernberg
Loehnig, C — HHL Leipzig Graduate School of Management
Plischka, M — HHL Leipzig Graduate School of Management
Dietrich, R — HHL Leipzig Graduate School of Management
Distributor: ecch (www.ecch.com) Reference: 300-037-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2000
Geo location: Germany Industry: Automotive industry Size: 330 employees, DM36 million turnover Timing: 1990-1993
Topics: Transition process; Organisational decline; Organisational development; East Germany
Abstract: This is the first of a two-case series (300-037-1 and 300-038-1). This case describes the development of Sachsenring Automobilwerke GmbH, the once famous producer of the Trabant automobiles, after the German unification and until 1993. The various problems that East German companies were facing during their economic adaptation process are highlighted. The situation of Sachsenring Automobilwerke GmbH in 1993 is contrasted with the - much better - situation of its successor, Sachsenring Automobiltechnik AG, in 1998, which is described in more detail in the (B) case. The teaching objectives are on the one hand, to clarify and discuss the difficulties that companies face during a transition process, taking Sachsenring Automobilwerke GmbH as an example. On the other hand, this case can be used to discuss different approaches to change management. For this purpose it is recommended to use the cases together to highlight the reasons for the failure of Sachsenring Automobilwerke GmbH and the success of Sachsenring Automobiltechnik AG.
Source: ecch
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| SAFARICOM LIMITED: CRAFTING A BUSINESS AND MARKETING STRATEGY FOR A NEW MARKET
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| 15 pp.
| Case
Mayaka, C — United States International University, Kenya
Mullins, J W — London Business School (LBS)
Distributor: ecch (www.ecch.com) Reference: 506-068-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2006
Geo location: Kenya Industry: Telecommunications Size: Large Timing: October 2000
Topics: Marketing; Developing country markets; Strategy; Mobile telecommunications; Economics, politics and business environment
Abstract: The case examines the challenges marketers encounter when identifying potential market segments, and the subsequent development of marketing strategies with which to serve selected market segments. In the Safaricom case the problem is compounded because, firstly, the managers are all new to the environment and secondly, the significant market indicators point to dismal market potential for mobile phones. Kenya’s telecommunications infrastructure and situation before October 2000 shows a struggling industry that was dominated by a public monopoly, Telkom Kenya. Michael Joseph, the new Chief Executive Officer (CEO) of the newly privatised Safaricom and his management team are confronted with strategic and operational decisions needed to prepare the company to make a debut in Kenya‘s mobile telephone market. What business and marketing strategy decisions would enable Safaricom to achieve superior customer value and rapid market acceptance? The CEO and his team must make decisions on: (1) the target market; (2) the market coverage; (3) the payment option; (4) the type of customer service; and (5) the types of phones to be offered etc, in order for Safaricom to successfully enter a market in which the only other mobile competitor had captured a significant market share soon after launch.
Source: ecch
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| Safety Regulation and the Rise of Towngas in Hong Kong
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| 17 pp.
| Case
Author(s): Wong, Ka-Fu; Wong, Richard Y.C.; Lee, Andrew
Publication Date: 05/12/2004
Product Type: Case (Field)
Publisher: University of Hong Kong
Product Description: Kerosene, liquefied petroleum gas (LPG), and Towngas were the three major forms of heating fuels used in Hong Kong before 1980. Numerous accidents caused by the use of LPG that occurred in the years preceding 1981 prompted the government to commission a study on the safety aspects of gas, which resulted in strict regulations on LPG supply. Some argued that the safety regulation gave Towngas an unfair advantage over LPG and, hence, gave rise to Towngas’ dominant position by the 1990s. But the government felt that there was sufficient competition and, therefore, no need for government intervention.
HBS Number: HKU324
Geographic Setting: Hong Kong Industry Setting: Fuel oil
Event Year Start: 1980 Event Year End: 2003
Subjects: Business government relations; Competition; Health; Industry analysis
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (HKU325), 12p, by Ka-Fu Wong, Richard Y.C. Wong, Andrew Lee
Source: Harvard
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| Safeway, Inc.’s Leveraged Buyout (A)
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| 22 pp.
| Case
Author(s): Wruck, Karen H.; Stephens, Steve-Anna
Publication Date: 06/02/1994 Revision Date: 12/01/1997
Product Type: Case (Field)
Product Description: After years of deteriorating financial performance and eroding market position, Safeway, Inc., the largest public grocery store chain in the United States, found itself the target of a hostile takeover offer. Management decided to take the company private in a $4.3 billion leveraged buyout sponsored by Kohlberg Kravis and Roberts. This case begins with the controversy surrounding Safeway’s sale of its Dallas division as a result of the LBO and retraces the events leading up to the LBO. Continues with a discussion of the challenges facing management in restructuring the company — including the renegotiation of uncompetitive labor contracts and the intense pressure from the capital markets (through hostile takeover offers) to relinquish control of the company. Teaching Purpose: Motivates a discussion of the market for corporate control and the social costs/benefits of restructuring. Students conduct their own due diligence to determine relative financial performance on divisional basis, and the extent to which cross subsidies from stronger to weaker units constituted material waste of cash flow by management.
HBS Number: 9-294-139
Geographic Setting: Texas Industry Setting: grocery Company Size: large Number of Employees: 150,000 Gross Revenues: $15.2 billion revenues
Event Year Start: 1981 Event Year End: 1987
Subjects: Control systems; Labor unions; Leveraged buyouts; Management communication; Public relations; Restructuring; Supermarkets
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Field), (9-294-140), 8p, by Karen H. Wruck, Steve-Anna Stephens; Teaching Note, (5-897-184), 12p, by Karen H. Wruck
Source: Harvard
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| Saffronart.com: Bidding for Success
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| 21 pp.
| Case
Author(s): Khaire, Mukti ; Wadhwani, R. Daniel
Publication Date: 07/18/2007 Revision Date: 02/16/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 808027
Geographic Setting: India Number of Employees: 26 Gross Revenue: $45 million revenues
Event Year Start: 2005 Event Year End: 2006
Subjects: Entrepreneurial management; Competitive strategy; Strategy
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (810107), 18p, by Mukti Khaire
Product Description: To maximize their effectiveness, color cases should be printed in color. Saffronart, a five-year-old online art auction company, leads the market for modern Indian art and now faces competitors in the market it created. Established in 2000 by the wife-and-husband team of Minal and Dinesh Vazirani, Saffronart.com is an innovative online auction firm that specializes in modern and contemporary Indian art. Having been the first firm to offer Indian fine art with authenticity guarantees in an auction setting that increased the transparency of prices, Saffronart succeeded in establishing the genre of modern and contemporary Indian art in the art world, and in creating a market for it. This market, and Saffronart’s revenues, grew rapidly from 2000 to 2005. Saffronart‘s estimate was that the Indian art auction market would be worth $125 million in 2006, with their revenues being $45 million. While this success was gratifying, the firm and its founders faced new internal and external pressures; particularly worrisome was the entry of auction giants Christie's and Sotheby's into the market. The Vaziranis' main challenge now is to consolidate their leading position in the market they created in the face of the unpredictable cyclicality of the secondary art market and increasingly strong competitors. Includes color exhibits.
Source: Harvard
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| 20 pp.
| Case
Author(s): Khaire, Mukti; Wadhwani, R. Daniel
Publication Date: 07/18/2007
Product Type: Case (Field)
HBS Number: 9-808-027
Geographic Setting: India Industry Setting: Art industry; Online auction Number of Employees: 26 Gross Revenues: $45 million revenues
Event Year Start: 2005 Event Year End: 2006
Subjects: Competitive strategy; Entrepreneurial management; Innovation & entrepreneurship; Strategy & execution
Academic Discipline: Entrepreneurship
Product Description: Saffronart, a five-year-old online art auction company, leads the market for modern Indian art and now faces competitors in the market it created. Established in 2000 by the wife-and-husband team of Minal and Dinesh Vazirani, Saffronart.com is an innovative online auction firm that specializes in modern and contemporary Indian art. Having been the first firm to offer Indian fine art with authenticity guarantees in an auction setting that increased the transparency of prices, Saffronart succeeded in establishing the genre of modern and contemporary Indian art in the art world, and in creating a market for it. This market, and Saffronart’s revenues, grew rapidly from 2000 to 2005. Saffronart‘s estimate was that the Indian art auction market would be worth $125 million in 2006, with their revenues being $45 million. While this success was gratifying, the firm and its founders faced new internal and external pressures; particularly worrisome was the entry of auction giants Christie's and Sotheby's into the market. The Vaziranis' main challenge now is to consolidate their leading position in the market they created in the face of the unpredictable cyclicality of the secondary art market and increasingly strong competitors.
Source: Harvard
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| 21 pp.
| Case
Author(s): Khaire, Mukti ; Wadhwani, R. Daniel
Publication Date: 07/18/2007 Revision Date: 02/16/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 808027
Geographic Setting: India Number of Employees: 26 Gross Revenue: $45 million revenues
Event Year Start: 2005 Event Year End: 2006
Subjects: Entrepreneurial management; Competitive strategy; Strategy
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (810107), 18p, by Mukti Khaire
Product Description: To maximize their effectiveness, color cases should be printed in color. Saffronart, a five-year-old online art auction company, leads the market for modern Indian art and now faces competitors in the market it created. Established in 2000 by the wife-and-husband team of Minal and Dinesh Vazirani, Saffronart.com is an innovative online auction firm that specializes in modern and contemporary Indian art. Having been the first firm to offer Indian fine art with authenticity guarantees in an auction setting that increased the transparency of prices, Saffronart succeeded in establishing the genre of modern and contemporary Indian art in the art world, and in creating a market for it. This market, and Saffronart’s revenues, grew rapidly from 2000 to 2005. Saffronart‘s estimate was that the Indian art auction market would be worth $125 million in 2006, with their revenues being $45 million. While this success was gratifying, the firm and its founders faced new internal and external pressures; particularly worrisome was the entry of auction giants Christie's and Sotheby's into the market. The Vaziranis' main challenge now is to consolidate their leading position in the market they created in the face of the unpredictable cyclicality of the secondary art market and increasingly strong competitors. Includes color exhibits.
Source: Harvard
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| 21 pp.
| Case
Author(s): Khaire, Mukti ; Wadhwani, R. Daniel
Publication Date: 07/18/2007 Revision Date: 02/16/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 808027
Geographic Setting: India Number of Employees: 26 Gross Revenue: $45 million revenues
Event Year Start: 2005 Event Year End: 2006
Subjects: Entrepreneurial management; Competitive strategy; Strategy
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (810107), 18p, by Mukti Khaire
Product Description: To maximize their effectiveness, color cases should be printed in color. Saffronart, a five-year-old online art auction company, leads the market for modern Indian art and now faces competitors in the market it created. Established in 2000 by the wife-and-husband team of Minal and Dinesh Vazirani, Saffronart.com is an innovative online auction firm that specializes in modern and contemporary Indian art. Having been the first firm to offer Indian fine art with authenticity guarantees in an auction setting that increased the transparency of prices, Saffronart succeeded in establishing the genre of modern and contemporary Indian art in the art world, and in creating a market for it. This market, and Saffronart’s revenues, grew rapidly from 2000 to 2005. Saffronart‘s estimate was that the Indian art auction market would be worth $125 million in 2006, with their revenues being $45 million. While this success was gratifying, the firm and its founders faced new internal and external pressures; particularly worrisome was the entry of auction giants Christie's and Sotheby's into the market. The Vaziranis' main challenge now is to consolidate their leading position in the market they created in the face of the unpredictable cyclicality of the secondary art market and increasingly strong competitors. Includes color exhibits.
Source: Harvard
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| Saga of Prince Jefri and KPMG (A): Mystery of the Missing Billions
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| 14 pp.
| Case
Author(s): Nanda, Ashish
Publication Date: 05/07/1999
Product Type: Case (Library)
Product Description: Accounting and law firms around the globe are following with great interest the progress through British courts of a lawsuit. Those familiar with the suit, filed by Prince Jefri of Brunei against the professional service firm KPMG Peat Marwick, remark that its judgement will be "a landmark ruling with profound implications." At stake is nothing less than how professional service firms conduct their business. Teaching Purpose: Explores how professional service firms should think about "conflict of interest" in deciding whether to accept engagements. Highlights: 1) the emerging tension between how accounting firms and law firms view their responsibility to clients and 2) the use and limitations of "Chinese walls" in managing potential conflicts within firms.
HBS Number: 9-899-266
Geographic Setting: United Kingdom, BruneiIndustry Setting: professional services, consulting, legal servicesNumber of Employees: 93,000Gross Revenues: $8 billion revenues
Event Year Start: 1998Event Year End: 1998
Subjects: Accounting firms; Business policy; Business services; Conflicts of interest; Ethics; Legal aspects of business; Legal services; Professionals
Academic Discipline: General management
Supplementary Materials: Supplement (Library), (9-899-267), 2p, by Ashish Nanda; Supplement (Library), (9-899-268), 4p, by Ashish Nanda; Supplement (Library), (9-899-269), 3p, by Ashish Nanda
Source: Harvard
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| SAGEM BROADBAND COMMUNICATION FIXED TERMINAL UNIT: THE LATIN AMERICAN CHALLENGE
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| 19 pp.
| Case
Kaufmann, L; Michel, A; Bessy, G; Chmielewski, B; Losfeld, A; Pugnetti, C
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 806-008-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2006
Geo location: Latin America Industry: Telecommunications Size: 8,550 employees Timing: 2004
Topics: International management; International expansion; Globalisation; Internationalisation; International business; Negotiations; Telecommunications; Latin America; Market entry; SWOT (strengths, weaknesses, opportunities, threats); Country analysis; Broadban
Abstract: The case study is based on a ?real-life? problem situation that Sagem, a leading French communication company, is facing in Central America. At this point in time, Sagem is following its expansion strategy in Latin America and has won an invitation to tender for the replacement of 100,000 connections in Mexico. A US$13 million contract has been signed by Sagem for the sale of the 100,000 fixed mobile phones. While the production of the first 5,000 units had been launched in China, the Mexican client decided to make some modifications to the product. The Sagem management team had to cope with unexpected complications in terms of planning, delays, organisation and costs. The renegotiation of the contract is a key issue for Sagem to minimise the harmful impacts of the changes in the production process. More precisely, the management has to take into account the industrial feasibility, the costs, and taxation problems. In addition, this renegotiation has to be handled in accordance with the short and long term strategies of the company in that region. A teaching note supplement ?806-008-9? is available to accompany the teaching note.
Source: ecch
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| SAIC-CHERY AUTOMOBILE CORPORATION (B)
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| 6 pp.
| Case
SeungHo Park, S; Chen, G Z
Publisher: China Europe International Business School
Distributor: ecch (www.ecch.com) Reference: 305-246-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2005
Geo location: China Industry: Automobile Size: 11 billion assets Timing: 2004
Topics: Automobile manufacture; Market strategy; Government relations; Organisation building; Intellectual property; China
Abstract: This is the second of a three-case series (305-245-1 to 305-247-1). SAIC-Chery Automobile Corporation, with a history of only four years, had established itself as one of the most successful domestic brands in China?s fast growing home car market. Chery?s birth was under the strong influence of Anhui Provincial and Wuhu Municipal Government. By involving SAIC, one of China?s largest state-owned automotive group, as a ?nominal? but important shareholder, Chery obtained license from the Central Government to enter into the automobile manufacturing business booming in China. Thanks to a series of appropriate strategies, Chery?s initial experiment seemed quite successful and brought Chery into the top list of China?s car makers. However, challenges followed as Chery was celebrating its initial success. Problems like fiercer competition and less market opportunities, accusation of infringing intellectual property, internal cultural conflicts and political criticism to the chairman were raised and needed to be dealt with. Thus, how Chery could keep its competitive advantage in the market became a key issue for top management.
Source: ecch
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| SAIC-CHERY AUTOMOBILE CORPORATION (C)
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| 8 pp.
| Case
SeungHo Park, S; Chen, G Z
Publisher: China Europe International Business School
Distributor: ecch (www.ecch.com) Reference: 305-247-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2005
Geo location: China Industry: Automobile Size: 11 billion assets Timing: 2004
Topics: Automobile manufacture; Market strategy; Government relations; Organisation building; Intellectual property; China
Abstract: This is the third of a three-case series (305-245-1 to 305-247-1). SAIC-Chery Automobile Corporation, with a history of only four years, had established itself as one of the most successful domestic brands in China?s fast growing home car market. Chery?s birth was under the strong influence of Anhui Provincial and Wuhu Municipal Government. By involving SAIC, one of China?s largest state-owned automotive group, as a ?nominal? but important shareholder, Chery obtained license from the Central Government to enter into the automobile manufacturing business booming in China. Thanks to a series of appropriate strategies, Chery?s initial experiment seemed quite successful and brought Chery into the top list of China?s car makers. However, challenges followed as Chery was celebrating its initial success. Problems like fiercer competition and less market opportunities, accusation of infringing intellectual property, internal cultural conflicts and political criticism to the chairman were raised and needed to be dealt with. Thus, how Chery could keep its competitive advantage in the market became a key issue for top management.
Source: ecch
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| SAILING THROUGH ROUGH WATERS
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| 3 pp.
| Case
Dhar, S; Johari, S; Mishra, R; Jain, R; Dhar, U
Publisher: Prestige Institute of Management & Research
Distributor: ecch (www.ecch.com) Reference: 504-092-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2004
Industry: Commercial vehicle industry Size: Large Timing: 1998-1999
Topics: Marketing strategies; Market analysis; Product analysis; Squeezing market; Competitor analysis
Abstract: This case deals with the dilemma of Hercules Tractors, a tractor manufacturing company, entering into the heavy commercial vehicles market. After venturing into commercial vehicles, LCV’s (light commercial vehicles) and MCV ‘s (medium commercial vehicles), the company found itself facing tough competition along with a falling sales growth rate. Hercules was successful in marketing vehicles of 11 tons and above by customising them for different purposes. Although the trend for HCV 's (heavy commercial vehicles) was not very favourable and there were already two strong players in the market, Hercules was eager to enter into the HCV market and was spending on upgrading the plant, designing, etc. The case explores the reasons behind the entry of Hercules Tractors Pvt Ltd into the squeezing HCV market. It examines the company's effort to make its brand successful through innovation, cost consciousness and customisation. The case provides an excellent illustration to examine the key components of a marketing strategy. It also allows discussion on how a new entrant can take advantage of untapped market segments.
Source: ecch
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| SAINT-GOBAIN: THE EXPANSION OPTION IN INDIA AND/OR CHINA
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| 16 pp.
| Case
Som, A; Bindra, H S
Publisher: ESSEC Business School
Distributor: ecch (www.ecch.com) Reference: 204-192-1 Language: English
Category: Economics, Politics and Business Environment Data source: Published sources
Product Year: 2004
Geo location: France Industry: Float glass Size: 22,952 million euros in sales, 170,500 employees, operations in 46 countries Timing: 1999
Topics: India; China; Glass industry; Emerging country; Strategy; Growth; Expansion
Abstract: Saint Gobain, is a French company and is amongst the leaders in the float glass industry. The company has the strategy of steady, strong and profitable growth. Saint Gobain has been achieving this target by both organic growth and by external growth through its acquisitions. Saint Gobain has 66% of its revenues coming from Europe, 27% from North America, and the remaining 7% from emerging economies in Asia. However the markets in Europe have reached the maturity stage and hence the company has to focus on the emerging markets for future growth opportunities. To fuel this growth, the company is considering investments in two of the fastest growing economies in Asia, namely China and India. Not only do these countries provide a significant domestic demand but also have the potential to be used as a hub for exporting to countries in south Asia and east Africa. The company needs to analyse the investment and growth opportunities in these two countries and to evaluate whether such an investment would be in line with its overall strategy.
Source: ecch
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| Sakhizwe Con Roux Construction: Building the Nation (1965-2004)
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| 12 pp.
| Case
Author(s): Black, Ted; Miller, Paddy
Publication Date: 07/06/2005 Revision Date: 07/28/2005
Product Type: Case (Field)
Publisher: IESE University of Navarra
HBS Number: IES153
Geographic Setting: South Africa Industry Setting: Building, construction, & real estate; Property management
Subjects: Corporate strategy; Family-owned businesses; General management; Organizational change
Academic Discipline: General management
Supplementary Materials: Teaching Note, (IES154), 5p, by Ted Black, Paddy Miller
Product Description: After 39 years in business, Con Roux Construction finally collapsed in 2004, after having transitioned from the white-rule apartheid to the black-rule ANC government. For a medium-size, family-owned business the decade proved to be particularly difficult. Deals with the final chapter (liquidation) of the business and the reflections of senior management on what had come to pass.
Source: Harvard
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| SAKSHI GARMENTS
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| 3 pp.
| Case
Singh, A; Dhar, U; Kothari, A; Dhar, S; Phatak, Y
Publisher: Prestige Institute of Management & Research
Distributor: ecch (www.ecch.com) Reference: 404-063-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Field research
Product Year: 2004
Geo location: Central India Industry: Leather industry Size: Large Timing: 1996
Topics: Motivation; Profitability; Role model; Compensation
Abstract: The case deals with the problem of declining profitability of an organisation manufacturing readymade garments. Several steps taken by top management in this regard proved ineffective. Finally, management in consonance with the recognised union adopts the strategy of deducting proportionate wages for work not done and promoting two junior good performers, who showed 107 percent achievement of the target in just 45 days, to work on the complex stitching machines. The case tries to draw attention to whether this strategy really worked or whether it was just a lull before the storm. The case presents the participants with a scenario that allows them to apply the concept of work place motivation. More specifically, it allows them to judge the effectiveness of a cost cutting exercise, to examine how employee motivation affects productivity and to consider the measures that could be taken to improve motivation at a time of crisis.
Source: ecch
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| SALANGO CLOTHING COMPANY
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| 2 pp.
| Case
Stoever, W A — Seton Hall University (SHU)
Distributor: ecch (www.ecch.com) Reference: 399-127-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 1999
Geo location: New Jersey, USA Industry: Clothing Size: Small
Topics: Small business; Management of growth and change; Control problems; Management information systems; Leadership and management by exception; Management of diversity
Abstract: The case presents a fairly typical problem of a small family-run business that has grown, namely, that the founder had taken on too many responsibilities and has become overloaded. Here, the family head, Cesar Salango, is trying to supervise production, order supplies, handle finances, travel to customers and trade shows, and occasionally even trouble-shoot technical problems. He regularly works 60-hour weeks, which raises the dangers of stress, burnout and possible health problems. Furthermore, he is unable to make some crucial decisions in timely fashion or with due consideration. He is assisted by various family members who ’pitch in‘ when their help is needed, but their responsibilities have apparently never been formalised. The case had its origin in a term paper by an MBA student describing the problems in his family-run company, later supplemented by an interview. The names and some other details have been disguised. The case is relatively short but is an excellent vehicle for discussion of a variety of interrelated management issues. It is suitable for an upper-level undergraduate or first-year MBA introductory course in management of small business/entrepreneurship.
Source: ecch
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| Sale of Hephaestus, Inc. to Vulcan Ventures, Inc.
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| 58 pp.
| Case
Author(s): Bagley, Constance E.
Publication Date: 12/01/2003
Product Type: Case (Gen Exp)
Product Description: Henry Hephaestus founded Hephaestus, Inc. in 1895. Its first product was a tapered roller bearing for use with horse-drawn wagons and carriages. It reduced friction on the axle and reduced the force necessary to move a heavy load, thereby enabling one horse to do the work of the two. Although there were more than 30 European and American patents on tapered roller bearings, dating back to 1802, Hephaestus, Inc. designed an innovative technique for keeping the rollers in alignment, which was patented in the United States in 1898. The founder’s son and daughter, Will and Ginny, took over the firm in 1899 after their father retired. His final admonition was, “Don‘t set your name to anything you will ever have cause to be ashamed of.” Faced with a severe cash crunch in 2001, Hephaestus, Inc. did a private placement of preferred stock to HBS Investors and GSB Investments, two private equity firms. By early 2003, Hephaestus, Inc. had become a significant supplier of roller bearings and other machinery parts for use in automobiles, aircraft engines, and prosthetic medical devices. Cash remained tight, and both HBS Investors and GSB Investments wanted to sell Hephaestus, Inc. so they could cash out their stock.
HBS Number: 9-804-104
Geographic Setting: United States Industry Setting: manufacturing
Event Year Start: 2003 Event Year End: 2003
Subjects: Cash flow; Entrepreneurial finance; Innovation; Legal aspects of business; Manufacturing; Patents; Preferred stock; Stocks
Academic Discipline: Finance
Source: Harvard
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| Salem Telephone Co.
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| 5 pp.
| Case
Author(s): Bruns, William J., Jr.; Hertenstein, Julie H.
Publication Date: 06/07/2004 Revision Date: 11/01/2005
Product Type: Case (Gen Exp)
Publisher: Harvard Business School
HBS Number: 104086
Geographic Setting: United States Gross Revenue: $3 million revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Cost analysis; Profitability analysis; Breakeven analysis; Computer systems
Academic Discipline: Accounting & control
Supplementary Materials: Case Teaching Note, (104088), 6p, by William J. Bruns; Spreadsheet Supplement, (XLS011), 0p, by William J. Bruns, Julie H. Hertenstein
Product Description: A computer subsidiary appears to be unprofitable. Managers must determine whether it is actually unprofitable and consider whether changes in prices or promotion might improve profitability. Allows clear separation of variable costs from fixed costs. A rewritten version of an earlier case.
Source: Harvard
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| Sales Force Integration at FedEx (A)
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| 17 pp.
| Case
Author(s): Godes, David B.
Publication Date: 10/14/2005 Revision Date: 02/14/2008
Product Type: Case (Field)
HBS Number: 506029
Geographic Setting: United States Industry Setting: Express delivery Number of Employees: 250,000 Gross Revenues: $18 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Business to business; Corporate culture; Incentives; Integration planning; Mergers & Acquisitions; Sales compensation; Sales management; Sales strategy; Services
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (506030), 3p, by David B. Godes; Supplement (Field), (506031), 3p, by David B. Godes; Supplement (Field), (506032), 2p, by David B. Godes; Supplement (Field), (506033), 2p, by David B. Godes; Teaching Note, (508073), 17p, by David Godes
Product Description: Federal Express’ (FedEx) recent acquisition of RPS — a ground delivery firm — gave the firm the potential to offer a single source for a client‘s delivery needs. However, to deliver on this potential, the firm needed to deliver the integrated solution through a single sales force. This integration required the solution of many issues, none more important than the formulation of a new compensation plan that not only determined the sales force's effort but also served as a medium through which FedEx communicated its expectations to the salespeople. Jerry Beyl headed the committee charged with making recommendations on the compensation and training the new sales force. The compensation plan needed to encourage salespeople to sell both products. Complicating matters was the fact that the two organizations' cultures were radically different.
Source: Harvard
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| 17 pp.
| Case
Author(s): Godes, David B.
Publication Date: 10/14/2005 Revision Date: 02/02/2006
Product Type: Case (Field)
Product Description: Federal Express’ (FedEx) recent acquisition of RPS — a ground delivery firm -- gave the firm the potential to offer a single source for a client‘s delivery needs. However, to deliver on this potential, the firm needed to deliver the integrated solution through a single sales force. This integration required the solution of many issues, none more important than the formulation of a new compensation plan that not only determined the sales force's effort but also served as a medium through which FedEx communicated its expectations to the salespeople. Jerry Beyl headed the committee charged with making recommendations on the compensation and training the new sales force. The compensation plan needed to encourage salespeople to sell both products. Complicating matters was the fact that the two organizations' cultures were radically different.
HBS Number: 9-506-029
Geographic Setting: United States Number of Employees: 250,000 Gross Revenues: $18 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Business to business; Corporate culture; Incentives; Integration planning; Mergers & Acquisitions; Sales compensation; Sales management; Sales strategy; Services
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-506-030), 3p, by David B. Godes; Supplement (Field), (9-506-031), 3p, by David B. Godes; Supplement (Field), (9-506-032), 2p, by David B. Godes
Source: Harvard
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| Sales Force Training at Arrow Electronics (A)
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| 14 pp.
| Case
Author(s): Barro, Jason R.; Hall, Brian J.; Zimmerman, Aaron M.G.
Publication Date: 10/01/2004
Product Type: Case (Field)
Product Description: In the mid-1980s, Arrow, the world’s largest electronics distributor, implemented a college recruiting program to hire salespeople. The program was part of an effort to increase the professionalism and skill set of the sales force in an industry where few salespeople had college degrees. After an expensive and thorough training program, many of the new college grads hired were poached by Arrow‘s competitors for higher salaries. Arrow was ultimately unsuccessful in persuading the college grads to stay, and the recruiting program ended after five years. In 1997, CEO Steve Kaufman decided to start a new college recruiting program, determined not to repeat the mistakes of the past. A rewritten version of an earlier case.
HBS Number: 9-905-041
Geographic Setting: United States Industry Setting: Electronics industry Number of Employees: 1,000 Gross Revenues: $5 billion revenues
Event Year Start: 1984 Event Year End: 1997
Subjects: Electronics; Employee retention; Employee training; Incentives; Recruitment; Sales compensation
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (1-905-042), 4p, by Jason R. Barro, Brian J. Hall, Aaron M.G. Zimmerman, Nancy Dean Beaulieu; Supplement (Field), (1-905-043), 2p, by Nancy Dean Beaulieu, Aaron M.G. Zimmerman
Source: Harvard
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| SaleSoft, Inc. (A)
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| 22 pp.
| Case
Author(s): Narayandas, Das
Publication Date: 05/28/1996 Revision Date: 03/24/1998
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 596112
Geographic Setting: United States Number of Employees: 40
Event Year Start: 1995 Event Year End: 1995
Subjects: Computers; Marketing strategy; Product management; Product introduction; Pricing; Automation; Applications
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (598020), 24p, by Das Narayandas
Product Description: SaleSoft, a start-up firm, markets Comprehensive Sales Automation Solutions (CSAS) that automate a firm’s sales, marketing, and service functions. Even though the product has received very favorable responses from prospects, product complexity and a long buying cycle have made it difficult for the firm to convert interest into sales orders. SaleSoft now has an opportunity to sell a part of the total CSAS solution as a stand-alone product. This “Trojan Horse” (TH) product offers an easy way for the firm to enter new customer accounts, gain quick sales, and generate much needed revenues. However, it could potentially distract the firm from its primary objective and cannibalize CSAS sales. SaleSoft needs to decide whether to continue selling CSAS or launch TH. And, the firm needs to develop a detailed marketing strategy to implement this decision.
Source: Harvard
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| 22 pp.
| Case
Author(s): Narayandas, Das
Publication Date: 05/28/1996 Revision Date: 03/24/1998
Product Type: Case (Field)
Product Description: SaleSoft, a start-up firm, markets Comprehensive Sales Automation Solutions (CSAS) that automate a firm’s sales, marketing, and service functions. Even though the product has received very favorable responses from prospects, product complexity and a long buying cycle have made it difficult for the firm to convert interest into sales orders. SaleSoft now has an opportunity to sell a part of the total CSAS solution as a stand-alone product. This “Trojan Horse” (TH) product offers an easy way for the firm to enter new customer accounts, gain quick sales, and generate much needed revenues. However, it could potentially distract the firm from its primary objective and cannibalize CSAS sales. SaleSoft needs to decide whether to continue selling CSAS or launch TH. And, the firm needs to develop a detailed marketing strategy to implement this decision. May be used with: (9-503-071) Managing a Customer Relationship over Time.
HBS Number: 9-596-112
Geographic Setting: United States Industry Setting: software
Company Size: start-up Number of Employees: 40
Event Year Start: 1995 Event Year End: 1995
Subjects: Automation; High technology products; Marketing strategy; Pricing; Product introduction; Product management; Software
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-598-020), 24p, by Das Narayandas
Source: Harvard
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| SalesSoft, Inc. (C): Managing the Sales-Transaction Process and Competition
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| 1 pp.
| Case
Author(s): Rogers, James; Landel, Robert D.; Scharf, Matt
Darden ID: UVA-OM-1341
Published: 12/11/2007
Copyright Year: 2007
Subject Area: Operations Management
Keywords: cultural change, systems thinking, customer relationship management
Abstract: In 2003, SalesSoft’s success had, in no small measure, been driven by the efficacy of its sales force, and sales had always enjoyed an influential and central role in the firm. Over the past decade, an increasing number of competitors had entered the arena as computer software and hardware providers. And as competition heated up, SalesSoft‘s sales cooled down, customer satisfaction began to deteriorate, and the interregional conflicts that became more commonplace appeared to compromise the efficiency and effectiveness of its sales force. The company acknowledged that cultural change was needed within the company in order for it to respond properly to the new market conditions, but it was not clear within the organization just what that change should be.
Source: Darden
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| SalesSoft, Inc. (D): Simulation Model — Managing the Sales-Transaction Process and Competition
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| 1 pp.
| Case
Author(s): Rogers, James; Landel, Robert D.
Darden ID: UVA-OM-1342
Published: 12/11/2007
Copyright Year: 2007
Subject Area: Operations Management
Keywords: systems-thinking, simulation learning
Abstract: The attached materials present screenshots of the SalesSoft simulation model created to accompany the SalesSoft, Inc (C) case “Managing the Sales-Transaction Process and Competition,” UVA-OM-1341. Students can prepare by using their systems-thinking skills after reading the (C) case. The goal of the simulation learning experience is to decide on the settings for each variable, quarter by quarter, in a way that achieves revenue, profit, and customer satisfaction targets. The simulation model can be obtained from Professor Landel at no charge.
Source: Darden
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| Sally’s Dilemma: Making Tough Choices in Collaborative Visioning
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| 18 pp.
| Case
Author(s): Karl A. Hickerson; David J. O’Connell; Arun Pillutla
Publication Date: Spring 2008 Revision Date: Feb. 12. 2008
TCJ ID: TCJ 040201
Data Source: Vision, visioning, leadership, large group process, OD, organizational development, organizational change, leader-driven change, organizational commitment Geographic Setting: Midwestern U.S. Industry Setting: Academic institution Event Year Start: 1999 Event Year End: 2000
Courses: Organizational Behavior, Leadership, Organizational Development Subjects: Leader-driven change; Visioning; Large group process; Organizational development and change
Case Description: This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It takes place at a point roughly halfway through the process. The protagonist, Sally, is the project coordinator. At this point in the process, the participants have collectively invested hundreds of hours in the creation of widely diverse ideas for the future of the university. Her dilemma is the challenge of maintaining the commitment and support of the participants as the vision is reduced to a much shorter and more focused statement. The case is based on archival data and interviews with 40 of the 300+ participants who were engaged in the process, including Sally, steering committee members, faculty, staff, and outside stakeholders (alumni and members of the board of directors). The Instructor‘s Manual provides key questions for future large group process consultants, OD professionals and students of organizational behavior and leadership, including references from the OD and visioning literature. An Epilogue provides the actual decision at the time of the challenge and its rationale.
Source: The CASE Association
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| 21 pp.
| Teaching Note
Author(s): Karl A. Hickerson; David J. O’Connell; Arun Pillutla
Publication Date: Spring 2008 Revision Date: Feb. 12. 2008
TCJ ID: TCJ 040201
Data Source: Vision, visioning, leadership, large group process, OD, organizational development, organizational change, leader-driven change, organizational commitment Geographic Setting: Midwestern U.S. Industry Setting: Academic institution Event Year Start: 1999 Event Year End: 2000
Courses: Organizational Behavior, Leadership, Organizational Development Subjects: Leader-driven change; Visioning; Large group process; Organizational development and change
Case Description: This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It takes place at a point roughly halfway through the process. The protagonist, Sally, is the project coordinator. At this point in the process, the participants have collectively invested hundreds of hours in the creation of widely diverse ideas for the future of the university. Her dilemma is the challenge of maintaining the commitment and support of the participants as the vision is reduced to a much shorter and more focused statement. The case is based on archival data and interviews with 40 of the 300+ participants who were engaged in the process, including Sally, steering committee members, faculty, staff, and outside stakeholders (alumni and members of the board of directors). The Instructor‘s Manual provides key questions for future large group process consultants, OD professionals and students of organizational behavior and leadership, including references from the OD and visioning literature. An Epilogue provides the actual decision at the time of the challenge and its rationale.
Source: The CASE Association
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| Salomon and the Treasury Securities Auction
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| 15 pp.
| Case
Author(s): Crane, Dwight B.; Moreton, Patrick
Publication Date: 03/08/1992 Revision Date: 12/17/1992
Product Type: Case (Library)
Product Description: Set in June 1991, two months prior to Salomon Brothers’ announcement that the firm had violated the Treasury Department‘s rules governing the auctions of new Treasury securities. Salomon Vice Chairman John Meriwether must decide how to address problems that continue to appear in the management of the firm's government bond trading activities. In April 1991, one of his managers admitted that he had submitted an illegal auction bid in February 1991. Now, one month later, there is mounting speculation in the press that Salomon tried to corner the market for May 2-year notes. Structured to allow students to analyze the ethical, legal and managerial dimensions of John Meriwether's situation. Background information about the history of Salomon Brothers and the investment banking industry, the markets for government securities, and the regulation of securities dealers and brokers is interwoven with Meriwether's story. Accessible to individuals with and without experience in investment banking. May be used with: (9-395-044) Leadership Problems at Salomon (A); (9-395-046) Forging the New Salomon.
HBS Number: 9-292-114
Geographic Setting: New York Industry Setting: investment banking Company Size: mid-size Number of Employees: 3,000
Event Year Start: 1991 Event Year End: 1991
Subjects: Bonds; Ethics; Investment banking; Legal aspects of business; Management of crises; Regulation; Securities
Academic Discipline: Finance
Supplementary Materials: Supplement (Library), (9-293-057), 3p, by Dwight B. Crane, Patrick Moreton; Teaching Note, (5-295-046), 12p, by Dwight B. Crane, Patrick Moreton; Teaching Note, (5-396-396), 15p, by Lynn Sharp Paine, Charles A. Nichols III
Source: Harvard
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| Salomon Brothers (A)
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| 15 pp.
| Case
Author(s): Paine, Lynn Sharp
Publication Date: 11/01/2004 Revision Date: 02/09/2009
Product Type: Case (Field)
HBS Number: 305019
Geographic Setting: United States; Global Industry Setting: Financial services Number of Employees: 6,600 Gross Revenues: $3.8 billion revenues
Event Year Start: 1991 Event Year End: 1992
Subjects: Crisis management; Ethics; Financial services; Leadership; Legal aspects of business; Organizational problems
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Field), (305020), 1p, by Lynn Sharp Paine; Supplement (Field), (305021), 9p, by Lynn Sharp Paine; Supplement (Field), (305059), 10p, by Lynn Sharp Paine
Product Description: Describes Salomon Brothers’ recovery from the August 1991 Treasury auction scandal. Details the impact of the firm‘s disclosure of bidding improprieties and describes how the new management team, led by Warren Buffett and Deryck Maughan, guided the company through the ensuing crisis. The impact of the crisis is followed through the end of 1992. A rewritten version of an earlier case.
Source: Harvard
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| 15 pp.
| Case
Author(s): Paine, Lynn Sharp
Publication Date: 11/01/2004 Revision Date: 05/05/2005
Product Type: Case (Field)
Product Description: Describes Salomon Brothers’ recovery from the August 1991 Treasury auction scandal. Details the impact of the firm‘s disclosure of bidding improprieties and describes how the new management team, led by Warren Buffett and Deryck Maughan, guided the company through the ensuing crisis. The impact of the crisis is followed through the end of 1992. A rewritten version of an earlier case.
HBS Number: 9-305-019
Geographic Setting: United States, Global Industry Setting: financial services Number of Employees: 6,600 Gross Revenues: $3.8 billion revenues
Event Year Start: 1991 Event Year End: 1992
Subjects: Crisis management; Ethics; Financial services; Leadership; Legal aspects of business; Organizational problems
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Field), (9-305-020), 1p, by Lynn Sharp Paine; Supplement (Field), (9-305-021), 9p, by Lynn Sharp Paine; Supplement (Field), (9-305-059), 10p, by Lynn Sharp Paine
Source: Harvard
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| Same Stores Sales Growth: A Question of Ethics
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| 8 pp.
| Case
Author(s): Mary Foster; Augustus Abby
Publication Date: 2008
Subjects: Business Ethics; Accounting Ethics
Courses: Business Ethics; Accounting Ethics
Description: Sarah Jones, President of Excel Youth Fitness ands Sports Training Centers (Excel),which recently went public, was meeting with her boss, John Stewart, the CEO and Chairman of the parent company, Larry Johnson, the CFO and audit committee chairperson, and Kate Haley, her VP of Finance. They were reviewing the financial and business performance of the company in preparation for their first quarterly public financial reporting. During this meeting, Stewart suggested that they revise the way same store sales were calculated — including corporate product/program sales to centers and online sales. He argued that the changes would more accurately reflect the true sales volume, which should be attributed to each store or territory. He also noted that because same store sales is a business metric not an audited number, the change in calculation would not have to be mentioned in external financial reports. Jones’ gut reaction was that the change in calculation without disclosure seemed deceptive. Were they being consistent with key accounting principles (i.e., consistency, comparability, full disclosure, representational faithfulness)? The reporting and sales pitch associated with taking the company public included same store sales figures (six percent for the most recently ended fiscal year) and now, just months after going public, Stewart was proposing a change in how the figures were calculated, a change that would increase the growth rate and likely make it more volatile over time (the metric calculated via the new methodology would be seven percent for the quarter to be reported). Jones saw the rationality and reasonableness of Stewart‘s arguments and the CFO had no qualms about the proposed change, yet she was not certain what to do? Should she defer to thei
Source: SOCCR
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| Samhoud Service Management
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| 15 pp.
| Case
Author(s): DeLong, Thomas J.; Nanda, Ashish; Mullick,
Publication Date: 03/16/2001 Revision Date: 05/09/2001
Product Type: Case (Field)
Product Description: &Samhoud, a small service management consulting firm in the Netherlands, grapples with the dilemma of firing its largest client while introducing Heskett’s theory of the service profit chain. Teaching Purpose: Client management, the service profit chain, and alignment of organizational principles vs. actions.
HBS Number: 9-801-398
Geographic Setting: Utrecht, HollandIndustry Setting: consultingCompany Size: smallNumber of Employees: 91Gross Revenues: $8.3 million revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Consulting; Netherlands; Professional services; Service management
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-902-058), 15p, by Ashish Nanda, Thomas J. DeLong, Ying Liu
Source: Harvard
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| Sampson Paint Manufacturing Company
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| 20 pp.
| Case
Author(s): Genovese, Frank E.
Darden ID: UVA-G-0564
Published: 1/14/2004
Revised: 5/25/2008
Copyright Year: 2004
Subject Area: General
Keywords: acquisitions, capital structure, accounts receivable, sales outsanding
Abstract: Driving home from the Sampson Paint Manufacturing Company on a beautiful spring afternoon, David Finster reviewed the question of whether he should purchase the business. Four months earlier on December 20, 1980, he had been named president of Sampson Paint and its 82-percent-owned subsidiary, the Alcatraz Company; both were paint manufacturing companies, with headquarters and manufacturing facilities in Richmond, Virginia, and combined sales of $5.2 million. Finster had agreed to a one-year employment contract while he pondered his decision. Sampson was near bankruptcy, and if Finster hoped to turn it around, he would also have to decide how to structure the deal.
Source: Darden
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| 20 pp.
| Case
Author(s): Genovese, Frank E.
Darden ID: UVA-G-0564
Published: 1/14/2004
Revised: 5/25/2008
Copyright Year: 2004
Subject Area: General
Keywords: acquisitions, capital structure, accounts receivable, sales outsanding
Abstract: Driving home from the Sampson Paint Manufacturing Company on a beautiful spring afternoon, David Finster reviewed the question of whether he should purchase the business. Four months earlier on December 20, 1980, he had been named president of Sampson Paint and its 82-percent-owned subsidiary, the Alcatraz Company; both were paint manufacturing companies, with headquarters and manufacturing facilities in Richmond, Virginia, and combined sales of $5.2 million. Finster had agreed to a one-year employment contract while he pondered his decision. Sampson was near bankruptcy, and if Finster hoped to turn it around, he would also have to decide how to structure the deal.
Source: Darden
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| SAMSONITE EUROPE NV: STRATEGIC SALES SUPPORT THROUGH PEN-BASED COMPUTING
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| 17 pp.
| Case
Deschoolmeester, D; Auwers, T
Publisher: Vlerick Leuven Gent Management School
Distributor: ecch (www.ecch.com) Reference: 594-026-1 Language: English
Category: Marketing Data source: Field research
Product Year: 1994
Geo location: Belgium Industry: Metal industry Size: 1128 personnel, 7.2 billion BEF Timing: 1993-1994
Topics: Strategic information systems; Competitive advantage; Pen-based computing; Sales force automation; Channel integration; Process improvement
Abstract: To solve the administrative burdens of the sales representatives of Samsonite Europe NV, with headquarters in Belgium, a state-of-the-art technology, pen- based computing, is being introduced. The case deals with the introduction of a Strategic Information System (SIS) and offers a view from the perspective of both sales representatives and Corporate MIS Vice-President, Harold Plasschaert. Specially highlighted in the case are the problematic ’before‘ situation, the quick response of MIS and the sales personnel and top management to a prototype that will improve the current process, and the 'after' situation with a sales team using the pen computer system. The primary objectives of the case are to give an introduction to the possibilities of new Information Technology that impacts the way of doing business today and to reveal the problems dealt with by IS managers and sales personnel, namely sustainability of competitive advantage, customer facing processes, channel desintermediation and process improvement.
Source: ecch
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| Samsung and Daewoo: Two Tales of One City
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| 29 pp.
| Case
Author(s): Sull, Donald; Kim, Seonghoon; Park, Choelsoon
Publication Date: 11/03/2003 Revision Date: 06/02/2004
Product Type: Case (Field)
Product Description: By fiscal year 2000, Samsung had pulled far ahead of other “chaebols,” Korean conglomerates. For example, the market value of Samsung affiliates listed on the Korea Stock Exchange exceeded the sum of market value of listed affiliates of second, third, and fourth largest groups: Hyundai, LG, and SK. Samsung’s accomplishments during the late 1990s were particularly noteworthy when compared to its long-time rival Daewoo, whose businesses were forced into financial workout disposition of assets overseen by creditors in 1999. What made the destinies of the two groups totally different? Teaching Purpose: To stimulate discussion on why good companies go bad and how great managers remake them.
HBS Number: 9-804-055
Geographic Setting: South Korea Industry Setting: conglomerate Company Size: large Number of Employees: 170,000 Gross Revenues: $99 billion revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Asia; Business government relations; Competitive advantage; Conglomerates; Corporate strategy; Emerging markets; Korea; Leadership; Management of change; Management of crises; Organizational behavior
Academic Discipline: Competitive strategy
Source: Harvard
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| Samsung Electronics
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| 26 pp.
| Case
Author(s): Siegel, Jordan ; Siegel, Jordan ; Chang, James Jinho
Publication Date: 06/30/2005 Revision Date: 02/27/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 705508
Geographic Setting: China; South Korea Number of Employees: 113,000 Gross Revenue: $78.5 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Globalization; International business; International management; Technology; Competition; Competitive advantage
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (706406), 25p, by Jordan Siegel, James Jinho Chang
Product Description: To maximize their effectiveness, color cases should be printed in color. When is it possible to create a dual advantage of being both low cost and differentiated? In this case, students assess whether Samsung Electronics has been able to achieve such a dual advantage, and if so, how this was possible. Moreover, Samsung Electronics’ long-held competitive advantage is under renewed attack. Students also can assess how Samsung should respond to large-scale Chinese entry into its industry.
Source: Harvard
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| 26 pp.
| Case
Author(s): Siegel, Jordan; Chang, James Jinho
Publication Date: 06/30/2005 Revision Date: 07/29/2006
Product Type: Case (Field)
HBS Number: 9-705-508
Geographic Setting: China; Global; South Korea Industry Setting: Electronics industry; Semiconductor industry Number of Employees: 113,000 Gross Revenues: $78.5 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Business policy; Competition; Competitive advantage; Globalization; International business; International management; Technology
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-706-406), 25p, by Jordan Siegel, James Jinho Chang
Product Description: When is it possible to create a dual advantage of being both low cost and differentiated? In this case, students assess whether Samsung Electronics has been able to achieve such a dual advantage, and if so, how this was possible. Moreover, Samsung Electronics’ long-held competitive advantage is under renewed attack. Students also can assess how Samsung should respond to large-scale Chinese entry into its industry.
Source: Harvard
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|
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| 26 pp.
| Case
Author(s): Siegel, Jordan ; Siegel, Jordan ; Chang, James Jinho
Publication Date: 06/30/2005 Revision Date: 02/27/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 705508
Geographic Setting: China; South Korea Number of Employees: 113,000 Gross Revenue: $78.5 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Globalization; International business; International management; Technology; Competition; Competitive advantage
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (706406), 25p, by Jordan Siegel, James Jinho Chang
Product Description: To maximize their effectiveness, color cases should be printed in color. When is it possible to create a dual advantage of being both low cost and differentiated? In this case, students assess whether Samsung Electronics has been able to achieve such a dual advantage, and if so, how this was possible. Moreover, Samsung Electronics’ long-held competitive advantage is under renewed attack. Students also can assess how Samsung should respond to large-scale Chinese entry into its industry.
Source: Harvard
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|
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| 26 pp.
| Case
Author(s): Siegel, Jordan ; Siegel, Jordan ; Chang, James Jinho
Publication Date: 06/30/2005 Revision Date: 02/27/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 705508
Geographic Setting: China; South Korea Number of Employees: 113,000 Gross Revenue: $78.5 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Globalization; International business; International management; Technology; Competition; Competitive advantage
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (706406), 25p, by Jordan Siegel, James Jinho Chang
Product Description: To maximize their effectiveness, color cases should be printed in color. When is it possible to create a dual advantage of being both low cost and differentiated? In this case, students assess whether Samsung Electronics has been able to achieve such a dual advantage, and if so, how this was possible. Moreover, Samsung Electronics’ long-held competitive advantage is under renewed attack. Students also can assess how Samsung should respond to large-scale Chinese entry into its industry.
Source: Harvard
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| Samsung Electronics Co.: Global Marketing Operations
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| 32 pp.
| Case
Author(s): Quelch, John A.; Harrington, Anna
Publication Date: 03/02/2004 Revision Date: 01/16/2008
Product Type: Case (Field)
HBS Number: 9-504-051
Industry Setting: Electronics industry Number of Employees: 30,000 Gross Revenues: $20 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Brand management; Brands; Globalization; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Case Video, (9-505-701), 11 min, by John A. Quelch; Video, (9-505-704), 15 min, by John A. Quelch; Case Video, DVD, (9-505-700), 11 min, by John A. Quelch; Case Video, DVD, (9-505-702), 15 min, by John A. Quelch; Teaching Note, (5-505-022), 8p, by John A. Quelch
Product Description: Samsung’s global marketing director is assessing how to build the global brand reputation of the company further and upgrade the company‘s worldwide brand image. To show how to build a global brand. May be used with: (R0310H) Optimal Marketing.
Source: Harvard
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| 32 pp.
| Case
Author(s): Quelch, John A.; Harrington, Anna
Publication Date: 03/02/2004 Revision Date: 01/16/2008
Product Type: Case (Field)
HBS Number: 9-504-051
Industry Setting: Electronics industry Number of Employees: 30,000 Gross Revenues: $20 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Brand management; Brands; Globalization; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Case Video, (9-505-701), 11 min, by John A. Quelch; Video, (9-505-704), 15 min, by John A. Quelch; Case Video, DVD, (9-505-700), 11 min, by John A. Quelch; Case Video, DVD, (9-505-702), 15 min, by John A. Quelch; Teaching Note, (5-505-022), 8p, by John A. Quelch
Product Description: Samsung’s global marketing director is assessing how to build the global brand reputation of the company further and upgrade the company‘s worldwide brand image. To show how to build a global brand. May be used with: (R0310H) Optimal Marketing.
Source: Harvard
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| 32 pp.
| Case
Author(s): Quelch, John A.; Harrington, Anna
Publication Date: 03/02/2004 Revision Date: 01/16/2008
Product Type: Case (Field)
HBS Number: 9-504-051
Industry Setting: Electronics industry Number of Employees: 30,000 Gross Revenues: $20 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Brand management; Brands; Globalization; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Case Video, (9-505-701), 11 min, by John A. Quelch; Video, (9-505-704), 15 min, by John A. Quelch; Case Video, DVD, (9-505-700), 11 min, by John A. Quelch; Case Video, DVD, (9-505-702), 15 min, by John A. Quelch; Teaching Note, (5-505-022), 8p, by John A. Quelch
Product Description: Samsung’s global marketing director is assessing how to build the global brand reputation of the company further and upgrade the company‘s worldwide brand image. To show how to build a global brand. May be used with: (R0310H) Optimal Marketing.
Source: Harvard
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| Samsung Electronics’ Semiconductor Division (A)
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| 26 pp.
| Case
Author(s): Podolny, Joel; Chang, Sea-Jin
Publication Date: 05/20/2002 Revision Date: 08/01/2007
Product Type: Case (Library)
Publisher: Stanford University
HBS Number: IB24A
Geographic Setting: South Korea Industry Setting: Semiconductor industry Number of Employees: 55,000 Gross Revenues: $22.860 million revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Competitive decision making; Diversification
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Library), (IB24B), 5p, by Joel Podolny, Sea-Jin Chang
Product Description: In 2000, Samsung Electronics was the world’s largest manufacturer of semiconductor memory chips. Its main line of business was the manufacture of DRAM chips, but worldwide demand had plummeted. Moreover, Intel, the world‘s largest producer of microprocessors, had formed an alliance with Rambus, a memory design company, to develop a new super-high-speed DRAM design that would represent a new industry standard. Senior management at Samsung faced fundamental strategic issues: Should it continue to invest in the high-risk DRAM business alone, and could Samsung be a market leader by itself? Should it be steadfast in its opposition to the alternative standard, which represented new opportunities? If it adopted the Rambus design, how many resources should be devoted to the manufacture of Rambus chips? Diversification out of the volatile memory business was a key strategic issue and represented one possible means for reducing Samsung's vulnerability to industrywide downturns, but Samsung's past efforts to expand its nonmemory business had met with only limited success. This case provides the background to the issues Samsung faced as it debated how to meet these challenges while remaining a leading player in the semiconductor industry.
Source: Harvard
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| Samsung Electronics: Innovation and Design Strategy
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| 19 pp.
| Case
Author(s): Farhoomand, Ali; Desai, Vishwanath
Publication Date: 04/01/2009
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU825
Geographic Setting: Asia; South Korea Industry Setting: Computer industry; Electronics industry; Semiconductor industry
Subjects: Corporate strategy; Design; Innovation; Marketing; Outsourcing; Product development; Strategy; Wireless technologies
Academic Discipline: Competitive strategy
Product Description: In January 2008, Samsung Electronics won 32 innovation and design engineering awards at the Consumer Electronics Show, the largest show of its kind in the world. Samsung Electronics’ management believed that the awards were an endorsement (or “vindication”) of the company‘s investment in product design and innovation. However, the company found its competitive advantage diminishing quickly due to commoditization of research and development (“R&D”), product design and innovation processes. This is a management strategy case that explores product design, innovation strategies and strategic planning in a changing competitive landscape. While investment in R&D and product design has rewarded Samsung Electronics with its dominant market position and premium brand perception, such dominance may not be sustainable in the long run, especially now that competitors are achieving higher profitability with lower investments in R&D per product. The case also discusses such issues as product design philosophies, innovation strategies, localization of products, product design outsourcing for consumer electronics products.
Source: Harvard
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| SAMSUNG EVERLAND: MANAGING SERVICE QUALITY (A)
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| 24 pp.
| Case
Haywood-Farmer JS; Dhanaraj C
The president of Joong-Ang Development Company, was concerned with the level of service quality at Yongin Farmland, the company’s theme park located just south of Seoul, South Korea. Despite the service quality program he had initiated since heassumed his present position 14 months ago, service quality seemed to be less than that of its competitors. He wondered if he had made the right moves, how Farmland could achieve international service quality standards, whether it would be worthdoing, and if it would really provide a sustainable competitive advantage. This case and its companion (B) case, 9A97D017, are intended for use in a service quality module of a service management course. Industry: Amusement and Recreation Services Issues: Service Quality, Services, Organizational Change, Corporate Culture Location: Korea Size: Large organization Year of event: 1994 Level: Undergraduate/MBA Revised: 6/1/00 Ivey #: 9A97D016
Source: Ivey
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| SAMSUNG EVERLAND: MANAGING SERVICE QUALITY (B)
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| 9 pp.
| Case
Haywood-Farmer JS; Dhanaraj C
In mid 1997, the president of Joong-Ang Development Company, was reviewing the results from Yongin Farmland, the company’s theme park located just south of Seoul, South Korea. Although results had improved significantly since 1994, he knew that itwould be difficult to sustain the company‘s service quality levels. This case updates the (A) case, 9A97D016, and presents the action taken as well as the results. This case and its companion (A) case are intended for use in a service qualitymodule of a service management course. Industry: Amusement and Recreation Services Issues: Service Quality, Services, Organizational Change, Corporate Culture Location: Korea Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: 26/11/1999 Ivey #: 9A97D017
Source: Ivey
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| Samsung Tesco Homeplus and Corporate Social Responsibility
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| 17 pp.
| Case (Field)
Author(s): Youngchan Kim; Kwangho Ahn
Ivey ID: 9B09M040
Publication Date: 7/13/2009 Revision Date: 7/29/2009
Product Type: Case (Field)
Teaching Note: 8B09M40
Geographic Setting: South Korea Industry Setting: General Merchandise Stores; Food Stores Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Customer Value Management; Corporate Social Responsibility
Major Disciplines: Entrepreneurship; General Management; International; Marketing
Product Description: Samsung Tesco Homeplus (STH), one of Korea’s large hypermarkets, increased its investment in social contribution activities and systemized the organization in charge in the aftermath. It especially focused on education and cultural services, saving the environment and sharing with others. As a consequence, by December 2008, STH was considered one of the most innovative companies and one that realized true customer value. It had won a variety of awards, such as the Green Management award, Social Contribution Company award and the Eco-friendly Management award. After creating a corporate social responsibility (CSR) team in 2005, it won the CSR award given by the British Chamber of Commerce in Korea and was selected as one of Korea‘s Most Admired Companies. While much progress had been made, company executives wondered what factors would be the keys to their continuing CSR activities. This case presents points of contention and issues in the practice of corporate social responsibility by STH. Social contribution activities and STH were aligned with both sustainable management and customer value-oriented management. Various activities in extended education, environment and charity ultimately led customers to view STH as not just a discount store that simply sold products, but a "value store." STH conducted systematic programs and activities in the areas of extende
Source: Ivey
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| Samuel Slater, Francis Cabot Lowell, and the Beginnings of the Factory System
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| 21 pp.
| Case
Author(s): McCraw, Thomas K.
Publication Date: 07/30/1991 Revision Date: 05/08/1995
Product Type: Case (Library)
Product Description: Deals with the coming of the mechanized textile industry to the United States, and with it, the nation’s first factories. Considers the introduction of small spinning mills in Rhode Island, and the appearance of large integrated spinning and weaving mills in Massachusetts. These basic business and technological innovations are best presented by comparing ways in which each set of enterprises were financed, carried out processes of production, marketed goods, trained labor, and managed their enterprises. Based partly on cases by N.S.B. Gras and T.R. Navin.
HBS Number: 9-792-008
Geographic Setting: New EnglandIndustry Setting: textiles
Event Year Start: 1790Event Year End: 1830
Subjects: Business history; Industrial development; Innovation; Technological change; Textiles
Academic Discipline: Business & government
Source: Harvard
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| San Diego City Schools: Enterprise Resource Planning Return on Investment
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| 18 pp.
| Case
Author(s): Kulick, Nancy; Jeffery, Mark; Riitters, Tim; Abbott, Scott; Papp, Douglas; Schad, Tiffany; Wallace, Jed; Wiemann, Jeff
Publication Date: 01/01/2006
Product Type: Case (Field)
HBS Number: KEL174
Geographic Setting: California; United States Industry Setting: Public school K-12
Subjects: ERP; Finance; IT management; Operations management; Organizational behavior; Return on investment; Technology
Academic Discipline: Management of information systems
Supplementary Materials: Teaching Note, (KEL175), 10p, by Nancy Kulick, Mark Jeffery, Tim Riitters, Scott Abbott, Douglas Papp, Tiffany Schad, Jed Wallace, Jeff Wiemann
Product Description: This case focuses on the challenge of quantifying the return on investment (ROI) of a large technology project, enterprise resource planning (ERP), in the nonprofit environment of the San Diego City Schools. The school district does not generate a profit, so traditional revenue enhancement arguments do not work. Instead, the case discusses the internal processes re-design and system consolidation enabled by the new ERP system. The system ROI is composed of two major components: cost savings from removal of legacy applications and productivity improvements. The cost containment benefits are relatively straightforward to quantify, but do not justify the system. The productivity improvements are harder to quantify, and many can be categorized as soft benefits. Furthermore, many of the productivity and cost-saving benefits will not be realized without personnel reductions, which are especially difficult in school districts and government agencies. The case debrief therefore discusses the tradeoffs quantifying soft benefits and productivity improvements, best practices for management decision making, and the organizational change necessary to realize the ROI.
Source: Harvard
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| San Diego Padres: PETCO Park as a Catalyst for Urban Redevelopment
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| 38 pp.
| Case
Author(s): Foster, George; Davila, Antonio; Hoyt, David W.
Publication Date: 02/19/2008
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: SPM37
Geographic Setting: California Industry Setting: Arts, entertainment & sports; Baseball; Professional sports teams & organizations; Recreation
Subjects: Facilities;
Academic Discipline: General management
Product Description: In 1994, John Moores purchased the San Diego Padres baseball team. The team shared Qualcomm Stadium with the San Diego Chargers football team, which was the senior tenant and received a far higher share of stadium revenue than the Padres. As a result, the Padres’ ability to support the payroll needed to field a competitive team was severely limited. The solution was to build a new ballpark for the Padres in a blighted area of downtown San Diego. Redevelopment of the blighted area was integrated into the ballpark construction project, with the Padres owner having the responsibility of being the master developer, and for guaranteeing increased tax revenues from the redevelopment. Typically, sports team owners had sought public funding of their new stadiums, promoting this with the expectation that the new stadium would catalyze other development — an expectation that was often not met. The San Diego Padres ballpark, PETCO Park, was the first integrated sports facility/redevelopment project ever attempted. In the end, the City of San Diego paid $301 million of the $474 million cost for the ballpark. By 2007 (three years after the ballpark opened), redevelopment projects worth approximately $4.25 billion had been completed, were underway, or were planned. Of these, $4 billion was privately funded. The previously blighted area was well on its way to a dramatic redevelopment. While the project turned out to be a huge success for the Padres, the City of San Diego, and the taxpayers of the C
Source: Harvard
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| San Fabian Supply Co. (Philippines)
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| 18 pp.
| Case
Malone, Claudine B.; Harrison, Neil
MacDowell Corp., a producer of construction supplies, terminated its exclusive distribution arrangement with San Fabian Supply Co., its sole distributor in the Philippines for nearly 20 years. Paul Cheng the owner of San Fabian had to decide whether to accept MacDowell’s decision or drop the line altogether. The case raises the notion of "relationships" in channels of distribution. MacDowell and San Fabian both felt that they were better positioned to serve the end-user and increase market penetration.
HBS Number: 9-582-104 Type: Case (Field)
Publication Date: 02/25/1982 Revision Date: 11/14/1994
Geographic Setting: Philippines Industry Setting: construction supplies
Subjects: Australia; Building materials industry; Distribution channels; Distribution planning; International marketing
Supplementary Materials: Supplement (Field), (9-582-105), 8p, by Claudine B. Malone, Neil Harrison; Teaching Note, (5-585-112), 13p, by Robert J. Dolan
Source: Harvard
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| San Francisco Bay Consulting
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| 13 pp.
| Case
Author(s): Baker, George P.; Monsler, Karin B.
Publication Date: 07/18/1994 Revision Date: 04/18/1995
Product Type: Case (Field)
Product Description: San Francisco Bay Consulting leads the field of economic consulting and litigation support in the use of powerful computers and cutting edge software to manipulate and analyze large data sets. The transfer pricing system, which is in place to facilitate the purchasing and payment of computer resources, is falling apart as computer prices drop and consultant demands broaden. Researchers, forbidden to go outside for their hardware or software needs, range from frustrated to furious when they can’t get the software they want or when transfer prices yield charges to clients that are greater than their computer‘s current market price. The case presents the company as it evaluates the system and discusses possible changes in pricing and sourcing policies. Teaching Purpose: Prompts a discussion of how to manage intra-company services to optimize resource allocation. Examines the trade-offs between organizing internal service departments as expense centers, cost centers, and profit centers. Students examine the influence of corporate governance on intra-firm interactions and the relative effect of a nebulous mission statement, conflicting goals, and a changing environment.
HBS Number: 9-195-096
Geographic Setting: San Francisco, CA Industry Setting: litigation support & economic consulting
Event Year Start: 1992 Event Year End: 1992
Subjects: Consulting; Control systems; Incentives; Information services; Performance measurement; Profit centers; Transfer pricing
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (5-195-263), 16p, by George P. Baker, Karin B. Monsler
Source: Harvard
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| San Francisco Coffee House: An American Style Franchise in Croatia
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| 10 pp.
| Case
Author(s): Ilan Alon; Mirela Alpeza; Aleksandar Erceg
Ivey ID: 9B08A013
Publication Date: 8/14/2008 Revision Date: 4/20/2010
Product Type: Case
Teaching Note: Teaching Note: 8B08A13
Geographic Setting: Croatia Size: Small Year of Event: 2006 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: None specified
Major Disciplines: Accounting; Entrepreneurship; International
Product Description: On the return to their homeland of Croatia following a six-year visit to the United States, a couple has decided to open their own coffee house, one that is unique to the Croatian environment - a California-style coffee house that offers the quality, service, product assortment, ambiance and efficiency found in sophisticated coffee shops in developed markets, and all for a locally affordable price. The major challenge faced by the couple is how to grow. Specifically, should they consider franchising over organic growth? If so, how should they go about franchising in a country where the market is developing and where franchising is under-regulated, underdeveloped and misunderstood? This case can be used in entrepreneurship, retailing, international marketing or international business classes. The case provides a practical example of when and how to use franchising.
Source: Ivey
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| 10 pp.
| Case
Author(s): Ilan Alon; Mirela Alpeza; Aleksandar Erceg
Ivey ID: 9B08A013
Publication Date: 8/14/2008 Revision Date: 4/20/2010
Product Type: Case
Teaching Note: Teaching Note: 8B08A13
Geographic Setting: Croatia Size: Small Year of Event: 2006 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: None specified
Major Disciplines: Accounting; Entrepreneurship; International
Product Description: On the return to their homeland of Croatia following a six-year visit to the United States, a couple has decided to open their own coffee house, one that is unique to the Croatian environment - a California-style coffee house that offers the quality, service, product assortment, ambiance and efficiency found in sophisticated coffee shops in developed markets, and all for a locally affordable price. The major challenge faced by the couple is how to grow. Specifically, should they consider franchising over organic growth? If so, how should they go about franchising in a country where the market is developing and where franchising is under-regulated, underdeveloped and misunderstood? This case can be used in entrepreneurship, retailing, international marketing or international business classes. The case provides a practical example of when and how to use franchising.
Source: Ivey
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| 10 pp.
| Teaching Note
Author(s): Ilan Alon; Mirela Alpeza; Aleksandar Erceg
Ivey ID: 8B08A13
Publication Date: 8/14/2008 Revision Date: 4/20/2010
Product Type: Teaching Note
Geographic Setting: Croatia Size: Small Year of Event: 2006 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: None specified
Major Disciplines: Accounting; Entrepreneurship; International
Product Description: On the return to their homeland of Croatia following a six-year visit to the United States, a couple has decided to open their own coffee house, one that is unique to the Croatian environment - a California-style coffee house that offers the quality, service, product assortment, ambiance and efficiency found in sophisticated coffee shops in developed markets, and all for a locally affordable price. The major challenge faced by the couple is how to grow. Specifically, should they consider franchising over organic growth? If so, how should they go about franchising in a country where the market is developing and where franchising is under-regulated, underdeveloped and misunderstood? This case can be used in entrepreneurship, retailing, international marketing or international business classes. The case provides a practical example of when and how to use franchising.
Source: Ivey
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| San Francisco Foundation: The Dilemma of the Buck Trust (A)
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| 21 pp.
| Case
Author(s): Augsburger, Robert R.; Chang, Victoria ; Meehan, William F., III
Publication Date: 01/01/1998 Revision Date: 11/01/2007
Product Type: Case
Publisher: Stanford University
HBS Number: SI106A
Geographic Setting: California
Subjects: Nonprofit organizations; Philanthropies; Social services
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement, (SI106B), 7p, by Victoria Chang, William F. Meehan
Product Description: When Beryl Buck, a Marin County, California widow, died on May 30, 1975 at the age of 75, she left $7.6 million “for exclusively nonprofit charitable, religious or educational purposes in providing care for the needy in Marin County, California, and for other nonprofit charitable, religious or educational purposes in that county.” For many years, Buck and her husband, a physician, had lived in Ross, a wealthy town in Marin County, just north of San Francisco. When Buck died, the money was mostly invested in Belridge Oil stock. The oil company was privately held and owned land that was rich in heavy crude oil reserves in Southern California. By the time the lengthy probate proceedings had ended, Belridge Oil had been sold to Shell Oil Company and the total amount in the Buck Trust skyrocketed from $7.6 million to $260 million. Under options contained in the will, Wells Fargo Bank and John Elliot Cook, Buck’s attorney, were appointed investment co-trustees, with the San Francisco Foundation (“the Foundation”) having the authority to direct distributions of income. The will also provided that “income shall always be distributed not later than the end of the year following the year of receipt.” This provision would have ramifications for the Foundation‘s strategy and distribution of funds. This case study discusses what happened to the Buck Trust money and the constituents involved.
Source: Harvard
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| 21 pp.
| Case
Author(s): Augsburger, Robert R.; Chang, Victoria ; Meehan, William F., III
Publication Date: 01/01/1998 Revision Date: 11/01/2007
Product Type: Case
Publisher: Stanford University
HBS Number: SI106A
Geographic Setting: California
Subjects: Nonprofit organizations; Philanthropies; Social services
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement, (SI106B), 7p, by Victoria Chang, William F. Meehan
Product Description: When Beryl Buck, a Marin County, California widow, died on May 30, 1975 at the age of 75, she left $7.6 million “for exclusively nonprofit charitable, religious or educational purposes in providing care for the needy in Marin County, California, and for other nonprofit charitable, religious or educational purposes in that county.” For many years, Buck and her husband, a physician, had lived in Ross, a wealthy town in Marin County, just north of San Francisco. When Buck died, the money was mostly invested in Belridge Oil stock. The oil company was privately held and owned land that was rich in heavy crude oil reserves in Southern California. By the time the lengthy probate proceedings had ended, Belridge Oil had been sold to Shell Oil Company and the total amount in the Buck Trust skyrocketed from $7.6 million to $260 million. Under options contained in the will, Wells Fargo Bank and John Elliot Cook, Buck’s attorney, were appointed investment co-trustees, with the San Francisco Foundation (“the Foundation”) having the authority to direct distributions of income. The will also provided that “income shall always be distributed not later than the end of the year following the year of receipt.” This provision would have ramifications for the Foundation‘s strategy and distribution of funds. This case study discusses what happened to the Buck Trust money and the constituents involved.
Source: Harvard
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