To include an item in your complimentary custom book, click the item's Add link.
If there is a View link next to an item, you can view the pages by clicking on the link.
To review the list of items you have selected so far, click on the word Review in the progress bar above.
Case Author(s): Freeman, R. Edward; Mead, Jenny; Lown, Christian Darden ID: UVA-E-0251 Published: 5/28/2003 Copyright Year: 2003 Subject Area: Ethics Keywords: ethical issues Abstract: This case present the dilemma of an employee who, having been terminated in a manner he deems is unfair, has to decide whether to cash or return a $2,500 check wrongfully sent him by his former employer.
Case Author(s): Freeman, R. Edward; Mead, Jenny; Lown, Christian Darden ID: UVA-E-0251 Published: 5/28/2003 Copyright Year: 2003 Subject Area: Ethics Keywords: ethical issues Abstract: This case present the dilemma of an employee who, having been terminated in a manner he deems is unfair, has to decide whether to cash or return a $2,500 check wrongfully sent him by his former employer.
Case Ramay, M I — MAJU - Mohammad Ali Jinnah University Shahid, F — MAJU - Mohammad Ali Jinnah University Distributor: ecch (www.ecch.com) Reference: 907-013-1 Language: English Category: Knowledge, Information and Communications Systems Management Data source: Field research Product Year: 2007 Geo location: Pakistan Industry: Banking Size: 1,000 employees Timing: 2002-2003 Topics: Marketing ethics; Information system; Misleading customer; Over-promising; Under-delivering; Untrained sales team; Human resource management / organisational behaviour; Marketing Abstract: This case is about the experiences of an internee at a multinational bank in the city of Islamabad Pakistan. The sales and marketing department had little focus on customer priorities. The higher management encouraged the sales people to get customer accounts for the bank regardless of how and what they promised to provide, and whether or not they are able to deliver on these promises. The case also focuses on the absence of an information system in the sales department.
Case Mushtaq, R — Air University Ahmad, T — Air University Distributor: ecch (www.ecch.com) Reference: 809-014-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2009 Geo location: Pakistan Industry: SME (small to medium sized enterprise) Size: 500 employees Topics: Entrepreneurship; Entrepreneurial finance; Capital structure Abstract: This case is about making decisions regarding financing issues faced by one of the leading handicraft manufacturing and training organisations of Pakistan. The organisation was facing the problem of capital to expand the business, but the firm’s owner wants to avoid debt financing, as he would rather expand the business with owner equity. The case focuses mainly on the entrepreneurial finance issue that had been tinted, its capital structure and challenges about financial management decisions that small business entrepreneurs face.
Case George, S — T.A. Pai Management Institute Shenoy, S — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 507-040-1 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: India Industry: Banking Topics: ICICI (Industrial Credit and Investment Corporation of India) Bank; Automated teller machines (ATMs); Advertising strategy; Standard pricing model; Time for transaction; Effective means of advertising; Risks involved in bank advertising; Services marketing; Advertisement management Abstract: This abstract is currently unavailable.
Case Author(s): Bower, Joseph L. Publication Date: 05/19/1997 Revision Date: 10/18/2007 Product Type: Case (Field) HBS Number: 9-397-114 Geographic Setting: Boston, MA Industry Setting: Semiconductor industry Gross Revenues: $1 billion revenues Event Year Start: 1996 Event Year End: 1997 Subjects: Corporate strategy; Middle management; Product development; Technology Academic Discipline: General management Supplementary Materials: Case Video, (9-302-804), 41 min, by Joseph L. Bower, Sonja Ellingson Hout; Teaching Note, (5-398-179), 12p, by Joseph L. Bower Product Description: Three cases deal with the introduction of a new product to Teradyne’s line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. This revision is shorter and provides a simpler description of the technology involved. Teradyne: Managing Disruptive Change deals with the same set of problems from the perspective of corporate management — in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful. May be used with: (95103) Disruptive Technologies: Catching the Wave.
Case Author(s): Bower, Joseph L. Publication Date: 05/19/1997 Revision Date: 10/18/2007 Product Type: Case (Field) HBS Number: 9-397-114 Geographic Setting: Boston, MA Industry Setting: Semiconductor industry Gross Revenues: $1 billion revenues Event Year Start: 1996 Event Year End: 1997 Subjects: Corporate strategy; Middle management; Product development; Technology Academic Discipline: General management Supplementary Materials: Case Video, (9-302-804), 41 min, by Joseph L. Bower, Sonja Ellingson Hout; Teaching Note, (5-398-179), 12p, by Joseph L. Bower Product Description: Three cases deal with the introduction of a new product to Teradyne’s line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. This revision is shorter and provides a simpler description of the technology involved. Teradyne: Managing Disruptive Change deals with the same set of problems from the perspective of corporate management — in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful. May be used with: (95103) Disruptive Technologies: Catching the Wave.
Case Author(s): McKern, Bruce; Mackenzie, Susan Publication Date: 01/29/2003 Revision Date: 10/15/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: IB39A Geographic Setting: Europe, Eastern Subjects: Acquisitions; Corporate strategy; Expansion; Industrial goods; International business; Market entry; Political risk Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (IB39B), 11p, by Bruce McKern, Susan Mackenzie; Teaching Note, (IB42TN), 11p, by Bruce McKern, Susan Mackenzie Product Description: On November 17, 1997, Jon T. Elsasser, then vice-president of The Timken Co. bearings business for Europe, Africa, and West Asia, reviewed the company’s proposal to the Romanian government for the acquisition of Rulmenti Grei, S.A., an industrial bearings plant being privatized through the Romanian State Ownership Fund. Elsasser reflected on the significance of the acquisition and its potential impact on Timken‘s global bearings business. Although Rulmenti Grei offered needed production capacity and an improved cost structure, Timken remained wary of Romania's political instability and the numerous operational challenges of integrating the plant into Timken's global organization. Importantly, the investment also represented a marked shift in corporate culture and objectives. Rulmenti Grei produced a variety of bearings types, whereas Timken remained focused on tapered roller bearings, driven by corporate history and pride as a specialist manufacturer. European customer demand required that Timken consider expanding its product offering. Rulmenti Grei had the potential to drive change in a century-old corporate culture.
Case Author(s): Elizabeth M.A. Grasby; Dana Gillett; Julie Harvey Publication Date: 5/12/2006 Revision Date: 2/8/2006 Product Type: Case Ivey ID: 9B06B003 Geographic Setting: Canada Size: Small Year of Event: 2004 Level of Difficulty: 1 - Introductory Subjects: Accounting Methods; Financial Analysis; Financial Reports/Disclosure; Cash Flow Major Disciplines: Accounting Product Description: A business school graduate started The 10 Beach Hut as a sole proprietorship in January 2000. The company designed and sold beachwear in towns across Ontario, Canada. This exercise focuses on the preparation and interpretation of a cash flow statement.
Article Author(s): Stauffer, David Publication Date: 04/01/1998 Product Type: Harvard Management Update Article Product Description: Increasingly, the heroic model of leadership is being challenged by a movement toward shared responsibility. Post-heroic managers allow their employees to contribute to the process of managing and thereby produce better results and higher morale. As good as this sounds, the concept of post-heroic management is often met with strong resistance, particularly at upper levels. This article discusses 10 misunderstandings about post-heroic leadership and offers suggestions for getting past them. HBS Number: U9804A Geographic Setting:Industry Setting: Subjects: Employee morale; Leadership; Managers; Participatory management Academic Discipline: Organizational behavior & leadership
Finding Gold with Theory-Focused Planning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1572BC Subjects: Learning; Profitability; Strategic planning Academic Discipline: Competitive strategy Product Description: Planning is crucial for strategic experiments because it establishes the context for learning, but past chapters have explained why the conventional planning process is inappropriate. Theory-Focused Planning (TFP) is an entirely different approach to planning and is much better suited than conventional approaches to the dynamic and uncertain environments faced by strategic experiments. This chapter describes a solution to overcoming the barriers to learning described in chapters 7 and 8, offering six alterations executives should make to the planning process. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1573BC) The Ten Rules Explained.
Finding Gold with Theory-Focused Planning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1572BC Subjects: Learning; Profitability; Strategic planning Academic Discipline: Competitive strategy Product Description: Planning is crucial for strategic experiments because it establishes the context for learning, but past chapters have explained why the conventional planning process is inappropriate. Theory-Focused Planning (TFP) is an entirely different approach to planning and is much better suited than conventional approaches to the dynamic and uncertain environments faced by strategic experiments. This chapter describes a solution to overcoming the barriers to learning described in chapters 7 and 8, offering six alterations executives should make to the planning process. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1573BC) The Ten Rules Explained.
How Being Bold, Competitive, or Demanding Can Inhibit Learning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1569BC Subjects: Accountability; Learning; Outcomes; Performance Academic Discipline: Competitive strategy Product Description: Chapters 7 and 8 show how the inevitable pressures associated with strategic experiments lead to well-intentioned actions that disable the learning process by altering aspirations, expectations, and judgments about performance. Chapter 7 reviews the history of Hasbro Interactive, an ambitious initiative that targeted the video game market. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
How Being Bold, Competitive, or Demanding Can Inhibit Learning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1569BC Subjects: Accountability; Learning; Outcomes; Performance Academic Discipline: Competitive strategy Product Description: Chapters 7 and 8 show how the inevitable pressures associated with strategic experiments lead to well-intentioned actions that disable the learning process by altering aspirations, expectations, and judgments about performance. Chapter 7 reviews the history of Hasbro Interactive, an ambitious initiative that targeted the video game market. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1570BC Subjects: Accountability; Learning; Outcomes; Performance Academic Discipline: Competitive strategy Product Description: Chapters 7 and 8 show how the inevitable pressures associated with strategic experiments lead to well-intentioned actions that disable the learning process by altering aspirations, expectations, and judgments about performance. Chapter 8 analyzes the development of a new services business at Capston-White (not its real name), a large information technology company. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1570BC Subjects: Accountability; Learning; Outcomes; Performance Academic Discipline: Competitive strategy Product Description: Chapters 7 and 8 show how the inevitable pressures associated with strategic experiments lead to well-intentioned actions that disable the learning process by altering aspirations, expectations, and judgments about performance. Chapter 8 analyzes the development of a new services business at Capston-White (not its real name), a large information technology company. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Introduction to Strategic Innovation Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 2206BC Subjects: Experimentation; Innovation; Strategic management; Strategy & execution Academic Discipline: Competitive strategy Product Description: In today’s marketplace, characterized by rapid and nonlinear change, executing strategic innovation successfully has become imperative for generating sustained growth and extending the corporate life span. In this chapter, the authors describe and demystify strategic innovation. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Introduction to Strategic Innovation Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 2206BC Subjects: Experimentation; Innovation; Strategic management; Strategy & execution Academic Discipline: Competitive strategy Product Description: In today’s marketplace, characterized by rapid and nonlinear change, executing strategic innovation successfully has become imperative for generating sustained growth and extending the corporate life span. In this chapter, the authors describe and demystify strategic innovation. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Taming the Elephant: How to Overcome the Forgetting Challenge Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1564BC Subjects: Market entry; Organizational design; Organizational structure Academic Discipline: Competitive strategy Product Description: Continues the story of Corning Microarray Technologies (CMT), describes how Corning changed CMT’s organizational design, and explains how this reconstruction of a new and distinct organizational DNA accelerated progress. The authors then develop a framework that guides organizational choices to help a new company cope effectively with the forgetting challenge. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Taming the Elephant: How to Overcome the Forgetting Challenge Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1564BC Subjects: Market entry; Organizational design; Organizational structure Academic Discipline: Competitive strategy Product Description: Continues the story of Corning Microarray Technologies (CMT), describes how Corning changed CMT’s organizational design, and explains how this reconstruction of a new and distinct organizational DNA accelerated progress. The authors then develop a framework that guides organizational choices to help a new company cope effectively with the forgetting challenge. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
The Ten Rules Explained Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1573BC Subjects: Profitability; Strategic initiatives; Uncertainty Academic Discipline: Competitive strategy Product Description: Using the story of Analog Devices and its efforts to develop a new technology for automotive crash sensors, the authors summarize their advice as ten rules for strategic innovators. To commercialize the revolutionary crash sensors, the company’s leadership team succeeded in overcoming the three challenges of forgetting, borrowing, and learning, ultimately becoming a profitable business that still has tremendous growth potential. This is an ideal demonstration that leading a strategic experiment, using the ten rules, is well within reach. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning.
The Ten Rules Explained Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1573BC Subjects: Profitability; Strategic initiatives; Uncertainty Academic Discipline: Competitive strategy Product Description: Using the story of Analog Devices and its efforts to develop a new technology for automotive crash sensors, the authors summarize their advice as ten rules for strategic innovators. To commercialize the revolutionary crash sensors, the company’s leadership team succeeded in overcoming the three challenges of forgetting, borrowing, and learning, ultimately becoming a profitable business that still has tremendous growth potential. This is an ideal demonstration that leading a strategic experiment, using the ten rules, is well within reach. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning.
Turning Tension into a Productive Force Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1566BC Subjects: Conflicts of interest; Cooperative strategies; Organizational design Academic Discipline: Competitive strategy Product Description: New York Times Digital is profitable and continues to grow because its organizational design allows forgetting and borrowing simultaneously. This chapter suggests specific roles and responsibilities for a senior executive responsible for ensuring the effectiveness of six types of operational links between NewCo and CoreCo. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Turning Tension into a Productive Force Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1566BC Subjects: Conflicts of interest; Cooperative strategies; Organizational design Academic Discipline: Competitive strategy Product Description: New York Times Digital is profitable and continues to grow because its organizational design allows forgetting and borrowing simultaneously. This chapter suggests specific roles and responsibilities for a senior executive responsible for ensuring the effectiveness of six types of operational links between NewCo and CoreCo. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Learning from Experience Is an Unnatural Act Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1567BC Subjects: Accountability; Adaptability; Learning; Performance; Profitability Academic Discipline: Competitive strategy Product Description: Despite the unsettling reality that much more is unknown than known when it comes to strategic experiments, companies must occasionally take risks on strategic experiments if they hope to stay ahead of the competition. The winner is not necessarily the one that starts with the best plan, but rather, is often the one that learns and adapts the quickest. Describes the nature of the learning challenge and identifies four types of learning disabilities. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Learning from Experience Is an Unnatural Act Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1567BC Subjects: Accountability; Adaptability; Learning; Performance; Profitability Academic Discipline: Competitive strategy Product Description: Despite the unsettling reality that much more is unknown than known when it comes to strategic experiments, companies must occasionally take risks on strategic experiments if they hope to stay ahead of the competition. The winner is not necessarily the one that starts with the best plan, but rather, is often the one that learns and adapts the quickest. Describes the nature of the learning challenge and identifies four types of learning disabilities. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Organizations, Like Elephants, Never Forget Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1562BC Subjects: Competencies; Market entry; Organizational design Academic Discipline: Competitive strategy Product Description: In response to the explosive growth of the genomics field in 1998, Corning created a new division, Corning Microarray Technologies (CMT), to capitalize on this promising new market. This chapter focuses on the story of Corning Microarray Technologies and demonstrates how Corning’s initial choice to replicate its existing DNA for CMT made it difficult for CMT to overcome the forgetting challenge. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Organizations, Like Elephants, Never Forget Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1562BC Subjects: Competencies; Market entry; Organizational design Academic Discipline: Competitive strategy Product Description: In response to the explosive growth of the genomics field in 1998, Corning created a new division, Corning Microarray Technologies (CMT), to capitalize on this promising new market. This chapter focuses on the story of Corning Microarray Technologies and demonstrates how Corning’s initial choice to replicate its existing DNA for CMT made it difficult for CMT to overcome the forgetting challenge. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Strategic Innovators Need a Different Approach to Execution Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1561BC Subjects: Core competencies; Creativity; Growth strategy; Learning; Strategic initiatives Academic Discipline: Competitive strategy Product Description: Strategic innovators seeking long-term growth and competitive advantage for their organizations face three major challenges: forgetting, borrowing, and learning. Outlined in this introductory chapter, the main objective of the book in reviewing stories of 10 major U.S. companies is not only to tell what happened, but also to explain why it happened and how decisions about organizational DNA either accelerated or constrained progress on the three challenges. The authors analyze root causes that lead to problems, and offer frameworks and recommendations for overcoming them. May be used with: (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Strategic Innovators Need a Different Approach to Execution Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1561BC Subjects: Core competencies; Creativity; Growth strategy; Learning; Strategic initiatives Academic Discipline: Competitive strategy Product Description: Strategic innovators seeking long-term growth and competitive advantage for their organizations face three major challenges: forgetting, borrowing, and learning. Outlined in this introductory chapter, the main objective of the book in reviewing stories of 10 major U.S. companies is not only to tell what happened, but also to explain why it happened and how decisions about organizational DNA either accelerated or constrained progress on the three challenges. The authors analyze root causes that lead to problems, and offer frameworks and recommendations for overcoming them. May be used with: (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Tensions Rise When NewCo Borrows from CoreCo Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1565BC Subjects: Organizational transformations; Profitability Academic Discipline: Competitive strategy Product Description: Overcoming the forgetting challenge is necessary but not sufficient. To have the best possible chance at success, NewCo must also borrow CoreCo resources. This chapter looks at the development of New York Times Digital (the business unit of the New York Times Company that provides online news and information services in multimedia format), describing the stresses that arose as New York Times Digital discovered that it needed to assert its distinctiveness while continuing to benefit from access to the resources of the New York Times newspaper. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Tensions Rise When NewCo Borrows from CoreCo Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1565BC Subjects: Organizational transformations; Profitability Academic Discipline: Competitive strategy Product Description: Overcoming the forgetting challenge is necessary but not sufficient. To have the best possible chance at success, NewCo must also borrow CoreCo resources. This chapter looks at the development of New York Times Digital (the business unit of the New York Times Company that provides online news and information services in multimedia format), describing the stresses that arose as New York Times Digital discovered that it needed to assert its distinctiveness while continuing to benefit from access to the resources of the New York Times newspaper. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Case Author(s): Larcker, David F.; Tayan, Brian Publication Date: 11/09/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: CG10 Industry Setting: Arts, entertainment & sports Subjects: Board of directors; Corporate governance; Executive compensation; Financial management; Insider trading; Mortgages; Stock options Academic Discipline: Social enterprise & ethics Product Description: In 2006, David Zucker, chief executive officer of Midway Games, came under fire for selling a significant amount of Midway stock just weeks before a precipitous decline in the company’s share price. One year later, Angelo Mozilo, chairman and chief executive officer of Countrywide Financial, also increased the pace of his stock sales in the months before troubles in the U.S. mortgage lending market led to a similar drop off in Countrywide‘s share price. Both executives placed their trades through prearranged programs known as 10b5-1 plans. 10b5-1 plans, named after the Securities and Exchange Commission rule which led to their creation, provided a systematic method for corporate executives who were routinely in the possession of material nonpublic information to engage in the sale of company stock. When implemented appropriately, 10b5-1 plans provided a safe haven that shielded these individuals from liability under insider trading laws by demonstrating that certain safeguard conditions were in place at the time the trades were executed. However, the circumstances under which both executives carried out their programs led to an outcry from shareholders that the programs were being abused. Regulators and shareholders were left to decide whether the two men executed their 10b5-1 plans in good faith as required or whether their actions amounted to a sophisticated form of illegal insider trading.
Case Author(s): Larcker, David F.; Tayan, Brian Publication Date: 11/09/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: CG10 Industry Setting: Arts, entertainment & sports Subjects: Board of directors; Corporate governance; Executive compensation; Financial management; Insider trading; Mortgages; Stock options Academic Discipline: Social enterprise & ethics Product Description: In 2006, David Zucker, chief executive officer of Midway Games, came under fire for selling a significant amount of Midway stock just weeks before a precipitous decline in the company’s share price. One year later, Angelo Mozilo, chairman and chief executive officer of Countrywide Financial, also increased the pace of his stock sales in the months before troubles in the U.S. mortgage lending market led to a similar drop off in Countrywide‘s share price. Both executives placed their trades through prearranged programs known as 10b5-1 plans. 10b5-1 plans, named after the Securities and Exchange Commission rule which led to their creation, provided a systematic method for corporate executives who were routinely in the possession of material nonpublic information to engage in the sale of company stock. When implemented appropriately, 10b5-1 plans provided a safe haven that shielded these individuals from liability under insider trading laws by demonstrating that certain safeguard conditions were in place at the time the trades were executed. However, the circumstances under which both executives carried out their programs led to an outcry from shareholders that the programs were being abused. Regulators and shareholders were left to decide whether the two men executed their 10b5-1 plans in good faith as required or whether their actions amounted to a sophisticated form of illegal insider trading.
Case Author(s): Larcker, David F.; Tayan, Brian Publication Date: 11/09/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: CG10 Industry Setting: Arts, entertainment & sports Subjects: Board of directors; Corporate governance; Executive compensation; Financial management; Insider trading; Mortgages; Stock options Academic Discipline: Social enterprise & ethics Product Description: In 2006, David Zucker, chief executive officer of Midway Games, came under fire for selling a significant amount of Midway stock just weeks before a precipitous decline in the company’s share price. One year later, Angelo Mozilo, chairman and chief executive officer of Countrywide Financial, also increased the pace of his stock sales in the months before troubles in the U.S. mortgage lending market led to a similar drop off in Countrywide‘s share price. Both executives placed their trades through prearranged programs known as 10b5-1 plans. 10b5-1 plans, named after the Securities and Exchange Commission rule which led to their creation, provided a systematic method for corporate executives who were routinely in the possession of material nonpublic information to engage in the sale of company stock. When implemented appropriately, 10b5-1 plans provided a safe haven that shielded these individuals from liability under insider trading laws by demonstrating that certain safeguard conditions were in place at the time the trades were executed. However, the circumstances under which both executives carried out their programs led to an outcry from shareholders that the programs were being abused. Regulators and shareholders were left to decide whether the two men executed their 10b5-1 plans in good faith as required or whether their actions amounted to a sophisticated form of illegal insider trading.
Case (Field) Author(s): Robert J. Fisher; Karen Bong Ivey ID: 9B02A029 Publication Date: 2/6/2003 Product Type: Case (Field) Teaching Note: 8B02A29 Geographic Setting: Canada Industry Setting: Non-Profit Organizations Size: Small Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sports; Advertising Strategy; Advertising Effectiveness; Advertising Management Major Disciplines: Marketing Product Description: The Canada Summer Games is a national, premier amateur sports event held biannually. The 2001 Summer Games in London, Ontario faced a challenge in generating revenue by selling spectator tickets to various events. Early sales did not meet expectations and the marketing strategy was revised halfway through the advertising campaign. The marketing manager must determine the impact revising the marketing campaign had on sales and prepare a report with recommendations that could be used by future host cities.
Case Author(s): Di Tella, Rafael; Vogel, Ingrid Publication Date: 10/27/2003 Revision Date: 01/14/2004 Product Type: Case (Library) HBS Number: 9-704-004 Geographic Setting: Argentina Event Year Start: 1999 Event Year End: 2001 Subjects: Development banks; Economic conditions; International banking; Macroeconomics; Politics; South America Academic Discipline: Business & government Supplementary Materials: Supplement (Library), (9-704-021), 11p, by Rafael Di Tella, Ingrid Vogel; Teaching Note, (5-704-020), 26p, by Rafael Di Tella, Ingrid Vogel Product Description: At the end of 2001, Argentina’s economy and society both appeared on the verge of collapse. Furious about controls imposed on the convertibility of their bank deposits into cash (the “corralito”) and huge proposed government spending cuts amidst high unemployment and deteriorating social services, Argentines from all economic backgrounds took to the streets in protest. In violent rioting, stores were looted, buildings burned, and more than 22 people died. The entire government was forced to resign. A succession of increasingly ineffectual presidents shuffled through the presidential palace, each seemingly more powerless to confront the crisis than the last. Meanwhile, the country‘s economic situation continued to deteriorate, and Argentina soon defaulted on its $141 billion in foreign debt outstanding in the largest sovereign default in history. On January 2, 2002, Eduardo Duhalde was selected interim president by Argentina's Congress — and would serve as Argentina's fifth president in two weeks. At the helm of Argentina's flailing economy, he had a number of important decisions to make. Among these were what to do with Argentina's decade-long peg to the dollar under the Convertibility Plan. Teaching Purpose: (a) To study theories of banking, financial, and exchange rate crises, in p Source: Harvard
Case Author(s): Di Tella, Rafael; Vogel, Ingrid Publication Date: 10/27/2003 Revision Date: 01/07/2004 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-704-004) The 2001 Crisis in Argentina: An IMF-Sponsored Default? (A). HBS Number: 9-704-021 Subjects: Development banks; Economic conditions; International banking; Macroeconomics; Politics; South America Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-704-020), 26p, by Rafael Di Tella, Ingrid Vogel
Article Publication Date: 04/01/2001 Product Type: Harvard Business Review Article Product Description: Business is shaped by ideas. But how do you separate enduring ideas from passing fancies? In this, the first edition of the annual HBR List, our editors spotlight five breakthrough ideas that are truly shaping the future of business. Even a great business model is not enough. The rise and fall of dot-coms left markets reeling and CEOs scratching their heads. The most important lesson of the debacle: squishy thinking about “business models” is no substitute for a distinctive strategy. Change is changing. In recent years, pundits have urged executives to incite revolutions within their companies. But a growing group of experts now suggests that the best companies actually evolve through incremental change — change that builds on rather than subverts their heritage. Ego makes the leader. By looking deeply into executives’ psyches, we are beginning to unlock the enigma of leadership. While there will never be a single recipe for successful corporate stewardship, an understanding of the human ego can shed light on leadership‘s most fundamental components. Only connect. In business organizations, what's really important about people is not their individual skills but the relationships they form with one another. By investing in “social capital,” companies can often push their performance to a whole new level. The biology century dawns. In the twentieth century, product innovations tended to spring from physics. But in the new century, biology may be the central source of innovation. From genomics to biomimicry, the study of life promises to change what companies sell and even how they operate. HBS Number: R0104H Subjects: Biotechnology; Business models; Human relations; Leadership; Management of change Academic Discipline: General management
Article Publication Date: 03/01/2002 Product Type: Harvard Business Review Article HBS Number: R0203D Subjects: Behavioral sciences; Business history; Customer relations; Financial statements; Innovation; Internet; Leadership Academic Discipline: General management Product Description: In the last year, war broke out, the economy took a nosedive, and an alarming number of businesses went belly up. Thus, it is with some urgency that we bring you this year’s list of the seven best new business ideas to help you find your way through these complex times. History Returns. Many thought that the fall of the Berlin Wall marked the beginning of a new world order, one in which history didn‘t matter. But September 11, 2001, put an end to that theory. And it raised serious questions about globalization, security, and strategy. Enter the Everyday Leader — at Last. CEOs are used to getting all the glory, but leaders outside the limelight — middle managers and tempered radicals — are beginning to receive the attention they deserve. The Internet Is Not About You. The real value of the Internet may lie less in connecting individuals than in connecting databases, servers, and devices — a web not of people but of machines. Mind Your Behavior. Behavioral scientists are beginning to be able to predict accurately the ways individuals and crowds will respond to stimuli, and the implications for business are profound. Don't Delight Your Customers Away. Companies have wooed and coddled customers for too long. The truth is, people delight in being teased and are repelled by those who try too hard to befriend them. Games Are for Losers. Financial game playing and verbal politicking are seriously damaging businesses. Honesty is more than an admirable virtue; it's the foundation of every lasting enterprise. Three Cheers for Creativity (Sometimes). Creativity and best-practice replication are fundamentally different undertaki Source: Harvard
Article Publication Date: 04/01/2003 Product Type: Harvard Business Review Article Product Description: The events of this past year have prompted intense soul-searching in many quarters and led us, in this year’s list of the best business ideas, to reassess some of the most basic assumptions about strategy, organizations, and leadership. We began by reconsidering the role of the leader. Discussions of leadership focus almost exclusively on the CEO. But attention also needs to be paid to the other people who make organizations work: the followers—to their responsibilities, their power, and their obligation not to follow flawed leadership. And we considered the fate of soft issues, like emotional intelligence, in hard times. It‘s tempting to dismiss them when your employees will do anything just to keep their jobs. But hard times are good times to employ such tools on yourself. Despite valiant efforts to lead change and eliminate inefficiencies, organizations stay messy. Perhaps it's better to learn to live with messiness. There's growth potential, too, in considering the company as a portfolio of opportunities--but only if managers can sell off poorly performing business units as easily as they've been shedding ailing stocks of late. HBS Number: R0304G Subjects: Corporate governance; Divestiture; International business; Leadership; Organizational behavior; Strategy formulation Academic Discipline: General management
Case McNamara, P — University College Dublin (UCD) Grampp, C — University College Dublin (UCD) Murray, G — University College Dublin (UCD) Distributor: ecch (www.ecch.com) Reference: 303-001-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2003 Geo location: Ireland Industry: Sport Timing: 2002-2003 Topics: Olympics; Stakeholder management; Sponsorship; Cause related marketing; Social responsibility; Strategy; Organisational structure; Voluntary sector; Sport; Learning disability; Government-public-private partnership; Social legitimacy Abstract: It’s June 2002 - just one year before the world‘s largest sporting event of 2003 will be held in Ireland's capital city, Dublin. The 11th Special Olympics World Summer Games will bring together over 7,000 athletes with a learning disability from 166 international delegations. The sporting competition will take place over nine days, across more than 22 venues in Dublin, with the wider Games embracing the whole island of Ireland. The organisational task is immense. The challenge for Mary Davis, CEO of 2003 Special Olympics World Summer Games Limited, is to achieve this mission with a cash budget of ?34 million euros and a further ?23 million euros through in-kind product and service donations. The case is rich in quotes giving direct voice to the five main stakeholders: corporate sponsors (eg Bank of Ireland, Toyota, etc), government, 30,000 volunteers, 2003 Special Olympics World Summer Games Limited (the nodal firm) and athletes. Interviewees include a diverse group ranging from the sponsorship management of the Games Premier Sponsor, volunteers, the CEO and managers of the nodal firm, and An Taoiseach, Bertie Ahern (Prime Minister of Ireland). The primary teaching focus is on the strategic management of networks of stakeholders. Teaching experience Source: ecch
Case Author(s): Stafford, Erik; Perold, Andre F. Publication Date: 10/23/2006 Revision Date: 03/28/2008 Product Type: Case (Gen Exp) HBS Number: 207075 Industry Setting: Insurance industry Event Year Start: 2006 Event Year End: 2006 Subjects: Insurance; Investment management; Personal finance; Risk; Risk management Academic Discipline: Finance Supplementary Materials: Teaching Note, (208140), 7p, by Erik Stafford, Andre F. Perold Product Description: In May 2006, a resident of Key West, FL had to decide whether to renew his policy to insure against hurricane damage. The policy would cost $13,000 for one year, $5,000 more than what he paid in 2005. At the same time, a wealthy California resident was contemplating an opportunity to buy a “cat note” that offered a high yield, but with a chance of losing the full investment if severe hurricanes struck the coastline of the United States.
Case Author(s): Stafford, Erik; Perold, Andre F. Publication Date: 10/23/2006 Revision Date: 03/28/2008 Product Type: Case (Gen Exp) HBS Number: 207075 Industry Setting: Insurance industry Event Year Start: 2006 Event Year End: 2006 Subjects: Insurance; Investment management; Personal finance; Risk; Risk management Academic Discipline: Finance Supplementary Materials: Teaching Note, (208140), 7p, by Erik Stafford, Andre F. Perold Product Description: In May 2006, a resident of Key West, FL had to decide whether to renew his policy to insure against hurricane damage. The policy would cost $13,000 for one year, $5,000 more than what he paid in 2005. At the same time, a wealthy California resident was contemplating an opportunity to buy a “cat note” that offered a high yield, but with a chance of losing the full investment if severe hurricanes struck the coastline of the United States.
Case Author(s): Arrillaga, Laura K.; Spitzer, Joshua Publication Date: 03/30/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: SI85 Industry Setting: Nonprofit Subjects: Charities; Community development; Economic development; Financial management; Nonprofits; Philanthropy; Social enterprise; Social responsibility Academic Discipline: Social enterprise & ethics Product Description: In January 2006, the PRI Makers Network and Stanford Graduate School of Business’s Center for Social Innovation sponsored the first annual Program-Related Investments (PRI) Conference in Palo Alto, California. The conference brought together 150 professionals from foundations ranging in size, programmatic focus, geographic concentration, and familiarity with PRIs. Conference participants shared best practices, discussed emerging innovations, and built professional networks. The organizers and participants aimed to increase the prevalence and efficacy of PRI making. Presents key issues addressed in the conference and features several case studies that illustrate them.
Case Townsend, S Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 804-038-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2004 Geo location: South Africa Industry: Banking Size: Small Timing: 2004 Topics: Entrepreneurship; e-Business; On-line banking; Business strategy Abstract: When Saambou Bank collapsed on 9 February 2002, 20twenty, its newly formed on-line banking arm, had only been in operation for six months. During the six months however, 20twenty had managed to capture the hearts of 40,000 customers with its innovative approach and fanatical service ethic, so much so, that most of its customers did not leave when Saambou collapsed, but stayed faithful to 20twenty until a rescuer came along 18 months later. The rescuer was UK bank, Standard Chartered, which wanted to open up an operation in South Africa and liked 20twenty’s business model. Standard Chartered wanted 20twenty again to differentiate itself from its competitors by providing innovative banking services and fanatical dedication to its customers. However, this strategy might have worked two years previously, but would it still hold in 2004 when 20twenty re-launched? And if so, would it be sustainable in the long run?
Article Author(s): John F. McCarthy (University Of New Hampshire); David J. O’Connell (St. Ambrose University); Douglas T. Hall (Boston University); and Jan Eyvin Wang (United European Car Carriers) Publication Date: Spring 2007 TCJ ID: TCJ 030207 Geographic Setting: n.a. Industry Setting: Shipping/Logistics, General Management, Leadership Event Year Start: 1997 Event Year End: 2007 Courses: Leadership; General Management; Human Resource Management; Career Management Subjects: Leadership; General Management; Human Resource Management; Career Development; Executive Development; Work/Family Balance; Collaborative Learning; Experiential Learning; Case Study; Case Research Case Description: Management scholars and researchers have long been concerned about the impact and relevance of their work. Here we chronicle the teaching, research, management, and personal leadership development lessons that have arisen from a collaborative, decade-long relationship between three management faculty members and the senior management team of a major Norwegian-based global shipping and logistics company. This relationship grew from the creation of a teaching case in 1997 to many years of productive and meaningful work together, including the development and delivery of the all-conference Plenary Session at the 2006 Eastern Academy of Management Meeting, held concurrently with the annual CASE Association Conference. At the 2006 Plenary Session, each of the authors expressed powerful personal and professional development through their collaboration over the years, which is summarized in this article. Reflections, lessons and future research directions are provided.
Article Publication Date: 02/01/2001 Product Type: Harvard Management Communication Letter Article Product Description: The traditional job description has failed to keep pace with the fast-moving world of work. But there are ways to make these documents useful. One key: describe the results the company wants from the employee, rather than focusing on how he or she should spend his or her time. HBS Number: C0102E Subjects: Communication; Management communication; Recruitment Academic Discipline: Organizational behavior & leadership
Case Author(s): Wells, John R.; Raabe, Elizabeth A. Publication Date: 07/13/2005 Product Type: Case (Field) Product Description: In late December 2004, Mark S. Mastrov, CEO of 24 Hour Fitness, reflected on how far the company had come in 20 years. From its humble beginnings in San Leandro, California, in 1983, 24 Hour Fitness had grown to become the largest privately owned health club chain in the world. In 2003, the company operated 305 clubs in 16 of the U.S. states and 21 in overseas locations. It had three million members, 16,000 employees, and generated $1 billion in revenues. Going into 2005, Matrov faced many opportunities. Should the business focus on domestic market expansion or devote more resources to international expansion? If he decided to expand into the Northeast, how should the company enter against entrenched competition such as Bally Total Fitness? Would a major acquisition make sense or would it threaten the company’s culture? And how should he fund such an acquisition? May be used with: (9-705-445) The Health Club Industry in 2004; (9-705-451) Bally Total Fitness. HBS Number: 9-706-404 Geographic Setting: United States Number of Employees: 16,000 Gross Revenues: $1 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: CEO; Corporate strategy; Expansion; Industry analysis; Leadership; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy
Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7985BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: In this chapter, the authors describe how to overcome the barriers to agreement that your 3-D audit has identified by crafting a strategy that aligns the three dimensions of effective negotiation: setting up the right negotiation, designing value-creating deals, and stressing problem-solving tactics. May be used with: (7983BC) Negotiate in Three Dimensions; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation.
Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7985BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: In this chapter, the authors describe how to overcome the barriers to agreement that your 3-D audit has identified by crafting a strategy that aligns the three dimensions of effective negotiation: setting up the right negotiation, designing value-creating deals, and stressing problem-solving tactics. May be used with: (7983BC) Negotiate in Three Dimensions; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation.
Do a 3-D Audit of Barriers to Agreement Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8008BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Without an accurate barriers assessment, your strategy and tactics may address the wrong problem. What’s needed is a systematic assessment of the situation in terms of its setup, deal design, and tactics. This chapter shows you how to perform a 3-D assessment of barriers to agreement.
Do a 3-D Audit of Barriers to Agreement Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8008BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Without an accurate barriers assessment, your strategy and tactics may address the wrong problem. What’s needed is a systematic assessment of the situation in terms of its setup, deal design, and tactics. This chapter shows you how to perform a 3-D assessment of barriers to agreement.
Dovetail Differences: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7996BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: According to the authors, the most frequently overlooked sources of value in an agreement arise from differences or complementarities rather than common ground among interested parties. This chapter shows you how to develop an inventory of all the ways you differ from your negotiating counterparts, and to use those differences to produce joint gains. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Dovetail Differences: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7996BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: According to the authors, the most frequently overlooked sources of value in an agreement arise from differences or complementarities rather than common ground among interested parties. This chapter shows you how to develop an inventory of all the ways you differ from your negotiating counterparts, and to use those differences to produce joint gains. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Get All the Interests Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7987BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: An inability to clearly and accurately assess the full set of party interests will get in the way of a successful deal. This chapter reviews the key dos and don’ts of getting all the interests right. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Get All the Interests Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7987BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: An inability to clearly and accurately assess the full set of party interests will get in the way of a successful deal. This chapter reviews the key dos and don’ts of getting all the interests right. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Get All the Parties Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7986BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Starting preparations for a negotiation by thinking about the interested parties may seem self-evident. But there are many negotiations in which interested parties are far from obvious — and if you don’t identify them correctly, the negotiation may be doomed from the start. This chapter discusses how to exercise a disciplined imagination when considering the full set of involved and influential parties who should be brought to the table. May be used with: (7983BC) Negotiate in Three Dimensions; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation.
Get All the Parties Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7986BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Starting preparations for a negotiation by thinking about the interested parties may seem self-evident. But there are many negotiations in which interested parties are far from obvious — and if you don’t identify them correctly, the negotiation may be doomed from the start. This chapter discusses how to exercise a disciplined imagination when considering the full set of involved and influential parties who should be brought to the table. May be used with: (7983BC) Negotiate in Three Dimensions; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation.
Get the No-Deal Options Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7988BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: The perception and reality of no-deal options play a key role in most negotiations. This chapter provides five prescriptions for using the power of no-deal options to drive great deals. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals.
Get the No-Deal Options Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7988BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: The perception and reality of no-deal options play a key role in most negotiations. This chapter provides five prescriptions for using the power of no-deal options to drive great deals. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals.
Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7994BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter starts with how to establish the right sequencing of the negotiation — the right order of approach to the parties, and the most productive staging of the negotiation — and moves to how to make the right basic process choices — the right “rules of engagement” and expectations within which each party will negotiate. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7994BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter starts with how to establish the right sequencing of the negotiation — the right order of approach to the parties, and the most productive staging of the negotiation — and moves to how to make the right basic process choices — the right “rules of engagement” and expectations within which each party will negotiate. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Make Lasting Deals: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7997BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Ideally, negotiators will craft agreements to take advantage of the reality that change is bound to occur. This chapter discusses what you can do to make your deal stick, especially in the face of external and internal change. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Make Lasting Deals: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7997BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Ideally, negotiators will craft agreements to take advantage of the reality that change is bound to occur. This chapter discusses what you can do to make your deal stick, especially in the face of external and internal change. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8006BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter shows you how to align set-up, deal-design, and tactical moves to create a 3-D negotiation strategy that will help you realize the potential for agreement.
Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8006BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter shows you how to align set-up, deal-design, and tactical moves to create a 3-D negotiation strategy that will help you realize the potential for agreement.
Move "Northeast": Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7995BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Some of the most important work in negotiation takes place “on the drawing board,” with parties trying to create value, not only for themselves, but for other parties as well. This chapter examines the possibility that if north is the direction I want to go, and east is the direction you want to go, then moving northeast may represent the best possible deal. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Move "Northeast": Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7995BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Some of the most important work in negotiation takes place “on the drawing board,” with parties trying to create value, not only for themselves, but for other parties as well. This chapter examines the possibility that if north is the direction I want to go, and east is the direction you want to go, then moving northeast may represent the best possible deal. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Negotiate in Three Dimensions Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7983BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Most negotiators focus on a single dimension of the bargaining process: tactics. This chapter, in contrast, introduces a three-dimensional approach designed to teach you how to negotiate in ways that recognize, and take advantage of, the rich complexities of human interaction. The three dimensions of this approach — tactics, deal design, and setup — are described. May be used with: (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7996BC) Dovetail Differences: Designing Value-Creating Deals.
Negotiate in Three Dimensions Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7983BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Most negotiators focus on a single dimension of the bargaining process: tactics. This chapter, in contrast, introduces a three-dimensional approach designed to teach you how to negotiate in ways that recognize, and take advantage of, the rich complexities of human interaction. The three dimensions of this approach — tactics, deal design, and setup — are described. May be used with: (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7996BC) Dovetail Differences: Designing Value-Creating Deals.
Negotiate the Spirit of the Deal: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7998BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter explores the problems that arise when the social and economic contracts of a deal are at odds with each other and suggests ways to negotiate both so that they are independently strong, as well as mutually reinforcing. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Negotiate the Spirit of the Deal: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7998BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter explores the problems that arise when the social and economic contracts of a deal are at odds with each other and suggests ways to negotiate both so that they are independently strong, as well as mutually reinforcing. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8004BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Virtually all negotiations involve claiming value. This chapter focuses on at-the-table tactics for claiming value when a move in favor of one party entails a loss for the other. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8004BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Virtually all negotiations involve claiming value. This chapter focuses on at-the-table tactics for claiming value when a move in favor of one party entails a loss for the other. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8005BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter shows you how to align set-up, deal-design, and tactical moves to create a 3-D negotiation strategy that will help you realize the potential for agreement. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8005BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter shows you how to align set-up, deal-design, and tactical moves to create a 3-D negotiation strategy that will help you realize the potential for agreement. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Think Strategically, Act Opportunistically: 3-D Negotiation in Practice Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8007BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter presents three examples of negotiators who overcame daunting barriers by changing the game to their advantage through their moves in multiple dimensions, highlighting aspects of the 3-D strategy that can enhance your own effectiveness as a negotiator. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice.
Think Strategically, Act Opportunistically: 3-D Negotiation in Practice Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8007BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter presents three examples of negotiators who overcame daunting barriers by changing the game to their advantage through their moves in multiple dimensions, highlighting aspects of the 3-D strategy that can enhance your own effectiveness as a negotiator. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice.
Case Doraiswamy, M — T.A. Pai Management Institute Prabhu, S — T.A. Pai Management Institute Distributor: ecch (www.ecch.com) Reference: 407-023-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2007 Geo location: India Industry: Pharmaceuticals Topics: Medisystems Ltd; Ayurvedic Herbal Formulations; Pharma marketing; Quality assurance; Human resources; Performance appraisal system; Self-assessment; Potential evaluation; 360-degree appraisal system Abstract: This abstract is currently unavailable.
Article Author(s): Collins, Elizabeth Publication Date: 03/01/2008 Product Type: Harvard Management Update Article HBS Number: U0803B Subjects: Management development; Mentors; Organizational learning; Peer assist Academic Discipline: Organizational behavior & leadership Product Description: In today’s business culture, your ideal mentor is not necessarily several rungs up the corporate ladder. Instead, your mentor might actually be a network of five or six individuals from all levels in your organization. Think of it as the 360-degree model of mentoring. In this article, thought leaders and practitioners lay out specific steps to take to wring the most value from your mentoring relationships. Among their advice: Clarify learning goals and expectations upfront. Make every mentoring relationship reciprocal. Keep the commitment strong on both sides — and know how to end the relationship when it‘s run its course.
Article Author(s): Collins, Elizabeth Publication Date: 03/01/2008 Product Type: Harvard Management Update Article HBS Number: U0803B Subjects: Management development; Mentors; Organizational learning; Peer assist Academic Discipline: Organizational behavior & leadership Product Description: In today’s business culture, your ideal mentor is not necessarily several rungs up the corporate ladder. Instead, your mentor might actually be a network of five or six individuals from all levels in your organization. Think of it as the 360-degree model of mentoring. In this article, thought leaders and practitioners lay out specific steps to take to wring the most value from your mentoring relationships. Among their advice: Clarify learning goals and expectations upfront. Make every mentoring relationship reciprocal. Keep the commitment strong on both sides — and know how to end the relationship when it‘s run its course.
Case Author(s): Yemen, Gerry; Clawson, James G.; Clawson, James G. Darden ID: UVA-OB-0861 Published: 12/5/2005 Copyright Year: 2005 Subject Area: Organizational Behavior and Human Resources Keywords: Performance effectiveness, performance evaluation, performance management, performance measurement, coaching, career management, feedback, human resources, ?, personal change, personnel management, executive compensation. Abstract: In most organizations, the employee appraisal process causes more tension than any other aspect of personnel management. Despite the good intentions behind it, a 360? Feedback system does little to quell the fear that performance evaluation tends to instill. But is it possible to design a 360? Feedback system that is both comfortable and constructive for employees? This technical note discusses the challenges of and opportunities for creating a system that improves performance effectiveness and enhances career success.
Case Robin Habeger; Kay M. Palan 3DV Litigation Services (3DV-LS), a business unit of 3DV, specializes in developing animation and 3-D models for attorneys to use as displays or demonstrative evidence in litigation cases. Using a method of computer visualization that is very fast and that can be customized, 3DV-LS enjoys a market leadership position in the litigation industry. However, over the last four quarters, 3DV-LS has been steadily losing sales to competitors who create computer visualizations with technology inferior to that used by 3DV-LS. If sales continue to decline, the unit will be at risk for corporate downsizing. As 3DV-LS’s director is struggling to address the problem, a project manager suggests that 3DV-LS consider entering a new market where its method of creating computer visualizations may be a competitive advantage. The director evaluates whether or not this opportunity is attractive enough to merit market entry, or whether it is better to focus on current marketing efforts. Source: North American Case Research Association, Case Research Journal, Volume 22, Issue 1 Subjects: Strategic Marketing Management; Market Opportunity Analysis; Market Attractiveness
Article Publication Date: 01/01/2001 Product Type: Harvard Management Communication Letter Article Product Description: The latest wireless telephone technology may have enormous implications on the way people communicate. Donal O’Shea and Mary Crowe, two technology experts, offer insight on how this technology could change the way business will be done. HBS Number: C0101D Subjects: Communication; Management communication; Technology Academic Discipline: Organizational behavior & leadership
Case Author(s): Hardymon, Felda; Leamon, Ann Publication Date: 09/19/2006 Revision Date: 06/14/2007 Product Type: Case (Field) HBS Number: 9-807-006 Geographic Setting: United Kingdom Industry Setting: Private equity Number of Employees: 750 Gross Revenues: 830 million Pounds Sterling Event Year Start: 2004 Event Year End: 2006 Subjects: Financial strategy; Globalization; Growth strategy; Partnerships; Private equity; Scaling Academic Discipline: Finance Product Description: Since 2004, Philip Yea, the first outsider ever to lead 3i Group, one of Europe’s largest publicly listed private equity firms, has been trying to help the far flung organization become more of a streamlined partnership even as it functions around the globe. As he considers 3i‘s performance through the first quarter of 2006 (3i's fiscal year 2006), he must balance his satisfaction at the firm's results and progress in the recent buoyant market with the question of whether the firm's people, strategy, and goals are sufficiently aligned that it can survive and prosper in the coming market correction.
Case Muylle, S; Rangarajan, D; Dom, A Publisher: Vlerick Leuven Gent Management School Distributor: ecch (www.ecch.com) Reference: 508-009-1 Language: English Category: Marketing Data source: Field research Product Year: 2008 Geo location: Belgium Industry: Automotive Size: Fortune 500 Timing: 1998-2006 Topics: Marketing Abstract: This case highlights the various factors that affect how an organisation moves from a product focused approach to a solution-based approach. The case incorporates the process change involved in this transition, and in particular focuses on the changes in customer orientation, the corresponding value proposition, and the underlying value network. These objectives are accomplished by illustrating the 3M AAD (Automotive Aftermarket Division) situation over time, as structured in parts (A), (B) and (C). The teaching note provides discussion questions that follow each part and form a link to the following part.
Case Author(s): Terry H. Deutscher; Ramasastry Chandrasekhar Publication Date: 10/12/2006 Product Type: Case (Field) Ivey ID: 9B06A025 Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sales Strategy; Marketing Channels; Channel Conflict; Distribution Channels Major Disciplines: Marketing Product Description: Senior management at 3M Canada’s Industrial Business Division (IBD), which manufactures abrasive and adhesive products, faces a dilemma. In the light of a 2006 directive from corporate headquarters, which calls for top line growth, IBD has a goal of essentially tripling its annual rate of sales gain from its current level of three to four per cent to 10 per cent within two years. In IBD‘s markets, 3M as a product-driven company with strong research and development focus, has historically concentrated on original equipment manufacturers and specialty distributors, but a new channel to market has emerged. Several national distributors of items used in general repair and maintenance are growing at a rapid pace. If 3M Canada wants to participate in the growth, it must seriously reconsider how it goes to market, particularly in sales and logistics. Dealing with this situation demands analysis of the requirements of the new channel, and an assessment of fit with IBD's capabilities and strengths. Significant changes will be necessary for IBD if it is to gain and sustain business in the emergent segment.
Case Deutscher TH; Campbell DD Looking for a creative option to promote 3M products to medical professionals, a 3M Chile sales manager developed the idea of a first-aid kit or “botiquin” that could be used as a promotional gift. Managers at the company’s world headquarters hadnot previously focused on branded first-aid kits. It was the same all over the world, a plain white box with the red cross in front. “You just can‘t brand a first-aid kit!'' they replied. At the same time, the Chilean managers lacked the resources necessary for adequate market research. Should they go ahead with the botiquin concept anyway? If they did, questions such as channels, packaging, promotion, and pricing, would still have to be addressed. (A sequel to this case is available,titled 3M Chile - Health Care Products (B), case 9A99A005.) Ivey Number: 9A99A004 Publication Date: 5/5/1999 Geographic Setting: Chile/USA Industry Setting: Wholesale Trade - Durable Goods Company Size: Large organization Event Year Start: 1995 Subjects: Marketing Channels, International Marketing, Marketing Research, Management in a Global Environment Functional Area: Marketing
Case Author(s): Conley, James G.; Deutsch, Susan; Fields, James; Wong, Richard Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL288 Geographic Setting: Germany Industry Setting: Dental industry Subjects: Distribution; Intellectual property; Manufacturing; Marketing; Patents; Product management; Strategy; Technology Academic Discipline: Competitive strategy Product Description: ESPE, the market leader, is a medium-sized German manufacturer of precision dental impression materials competing in a shrinking market. To grow the business, ESPE invests substantial resources in innovative impression materials and associated distribution mechanisms. Squeezed by the shrinking market, the competition is increasingly using the proprietary channels (dispensing mechanisms) and brand equity (trademark) of ESPE to maintain their market share. There is a potential infringement. Explores how ESPE is organized to execute on the options imbedded in its IP rights.
Case Author(s): Bartlett, Christopher A.; Mohammed, Afroz Publication Date: 12/27/1994 Revision Date: 05/28/1999 Product Type: Case (Field) Product Description: Focuses on the decision faced by a middle-level division manager concerning whether he should support an investment request to support a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product—a computer privacy screen--after years of problems and continuing losses, and its absolute faith in the project. Also presents the division manager’s concerns about the need for discipline and control, setting up a tension that is focused on the launch decision. Teaching Purpose: Focusing on the role of the first line and middle-level general manager, the subject matter also allows an exploration of the challenge of creating and sustaining entrepreneurship in large organizations--in a company that has managed it with great success for decades. HBS Number: 9-395-017 Geographic Setting: United States Industry Setting: manufacturing Company Size: Fortune 500 Gross Revenues: $14 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Business policy; Corporate culture; Entrepreneurship; Implementation; Innovation; Middle management Academic Discipline: General management Supplementary Materials: Case Video, (9-395-513), 13 min, by Christopher A. Bartlett; Teaching Note, (5-398-094), 11p, by Christopher A. Bartlett
Teaching Note For use with 9-395-017 HBS Number: 5-398-094 Subjects: Business policy; Corporate culture; Entrepreneurship; Implementation; Innovation; Middle management
Case Wheeler, Michael A.; Dretler, Thomas D. Describes a proposed trade of air pollution emission credits between 3M (now Imation) and Procter and Gamble. Though such trading is encouraged under federal environmental laws, 3M had adopted a company-wide policy against such deals. Procter and Gamble needs the credits and is an important 3M customer. Local citizens and public officials are sharply divided on the proposed deal. Teaching Purpose: 1) To illustrate the kinds of negotiation stimulated by market-based regulatory regimes and 2) To expose the complex public and internal negotiations that ensue. May be used with: (9-897-136) 3M: Negotiating Air Pollution Credits (C). HBS Number: 9-897-134 Type: Case (Field) Publication Date: 2/12/1997 Revision Date: 5/28/1998 Geographic Setting: California Industry Setting: tape/film manufacturing Company Size: Fortune 500 Event Year Start: 1990 Event Year End: 1991 Subjects: Environmental protection; Facilities; Interest groups; Negotiations; Political risk; Public policy Supplementary Materials: Supplement (Field), (9-897-135), 2p, by Michael A. Wheeler, Thomas D. Dretler
Case Author(s): Wheeler, Michael A.; Dretler, Thomas D. Publication Date: 02/12/1997 Revision Date: 09/21/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-897-134) 3M: Negotiating Air Pollution Credits (A). HBS Number: 9-897-135 Subjects: Environmental protection; Facilities; Interest groups; Negotiations; Political risk; Public policy Academic Discipline: Negotiations
Case Wheeler, Michael A.; Dretler, Thomas D. Provides an epilogue to the (A) and (B) cases. Describes the final steps in implementing the agreement 3M made with Procter and Gamble and with local public officials and interest groups. Teaching Purpose: Invites analysis of the substantive and procedural criteria for effectiveness in negotiating complex disputes. May be used with: (9-897-134) 3M: Negotiating Air Pollution Credits (A). HBS Number: 9-897-136 Type: Case (Field) Publication Date: 2/12/1997 Revision Date: 10/27/1999 Geographic Setting: California Industry Setting: tape/film manufacturing Subjects: Environmental protection; Facilities; Interest groups; Negotiations; Political risk; Public policy
Case Author(s): Bartlett, Christopher A.; Mohammed, Afroz Publication Date: 01/03/1995 Product Type: Case (Field) Product Description: Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to nuture and develop continuous renewal. With the changing environment of the 1980s, however, a new generation of CEOs begin to adopt the policies and change the cultural norms that helped 3M grow. The trigger issue focuses on what other changes are required. Teaching Purpose: To show how culturally embedded organizational behavior can become a sustainable source of competitive advantage and to show how such strong cultures can and should be adjusted to new internal and external realities. HBS Number: 9-395-016 Geographic Setting: United States Industry Setting: high technology products Company Size: Fortune 500 Subjects: Business policy; Corporate culture; Corporate strategy; Innovation; Leadership; Management of change Academic Discipline: General management
Case Author(s): Hart, Myra; Dror, Judith Publication Date: 10/11/2000 Revision Date: 10/19/2000 Product Type: Case (Field) Product Description: A start-up team is faced with the challenge of building a senior management team with relevant industry experience. The marriage of e-commerce and the transportation logistics industry creates unusual problems in blending "old economy" employees and employee practices (compensation/equity) and company cultures. HBS Number: 9-801-152 Geographic Setting: Cambridge, MAIndustry Setting: e-commerce/transportationCompany Size: smallNumber of Employees: 10 Event Year Start: 1999Event Year End: 2000 Subjects: Compensation; Electronic commerce; Entrepreneurship; Human resources management; Transportation industry Academic Discipline: Entrepreneurship
Case Author(s): Pretorius, Frederik; Ho, Mary Publication Date: 10/29/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Discusses the operational strategy and financial performance of three property companies in Hong Kong. The companies differ in terms of asset mix, specialization, competitive structure, and financial policy. Set in the 1999 to 2002 period, when the operating environment for property companies in particular, but business in general, underwent a spectacular downturn following the financial instability in 1997, the Asian financial crisis, and its fallout. Teaching Purpose: To match the descriptions of the companies with their financial profiles and to consider the impact of the operating strategy and economic environment on the financial performance of the companies. Also, to comment on company prospects in a significantly changed economic environment. HBS Number: HKU234 Geographic Setting: Hong Kong Event Year Start: 1999 Event Year End: 2002 Subjects: Asia; Financial analysis; Financial ratios; Financial strategy; Real estate Academic Discipline: Finance Supplementary Materials: Teaching Note, (HKU235), 6p, by Frederik Pretorius, Mary Ho (Sales restricted to North America.)
Case Hallowell, Roger; Hansen, Abby A town, "Michigan’s little Bavaria," discusses word-of-mouth referral. Enables students to calculate the value of word-of-mouth and understand how to increase it. Teaching Purpose: To develop a better understanding of the power of word-of-mouth referral and ways to increase it and its effectiveness. HBS Number: 9-800-029 Type: Case (Field) Publication Date: 9/2/1999 Geographic Setting: Michigan Industry Setting: tourism Event Year Start: 1999 Event Year End: 1999 Subjects: Customer retention; Customer service; Marketing management; Service management; Tourism Supplementary Materials: Teaching Note, (5-800-144), 13p, by Roger Hallowell
Teaching Note For use with 9-800-029 HBS Number: 5-800-144 Subjects: Customer retention; Customer service; Marketing management; Service management; Tourism
Article Author(s): Hemp, Paul; Sharer, Kevin Publication Date: 07/01/2004 Product Type: Harvard Business Review Article Product Description: Fast growth is a nice problem to have — but a hard one to manage well. In this interview, Kevin Sharer, the CEO of biotech giant Amgen, talks about the special challenges leaders face when their companies are on a roll. Sharer, who was also head of marketing at pre-WorldCom MCI and a division head and a staff assistant to Jack Welch at GE, offers insights drawn from his own experience -- and from his own self-proclaimed blunders: “I learned the hard way that you need to become credible and enlist support inside the company before you start trying to be a change agent. If you think you’re going to make change happen simply by force of personality or position or intellect, you‘d better think again.” And change there was: Under Sharer's leadership, Amgen overhauled its management team, altered its culture, and launched a couple of blockbuster products. How do chief executives survive in that kind of dizzying environment? ‘’A CEO must always be switching between different altitudes -- tasks of different levels of abstraction and specificity,'' Sharer says. ``You might need to spend time working on a redesign of your organizational structure and then quickly switch to drafting a memo to all employees aimed at reinforcing one of the company's values.'' Having a supportive and capable top team is also key. HBS Number: R0407D Subjects: CEO; Corporate culture; Growth management; Leadership; Management of change; Management teams; Organizational structure Academic Discipline: Organizational behavior & leadership
Article Fadiman, Jeffrey A. When abroad, managers often don’t know what to do about "requests" for funds or gifts. Walking out on the deal could ruin business relations. Paying up may mean violating the Foreign Corrupt Practices Act as well as personal moral standards. Understanding the importance of gifts in some societies may help U.S. executives find ways to satisfy both the foreign request and U.S. standards. They can, for example, make an equivalent, public donation to a social project in the requester‘s country; offer services to local causes in lieu of private payments; offer to create local jobs. HBS Number: 86401 Type: Harvard Business Review Article Publication Date: 5/1/1986 Subjects: Cross cultural relations; Developing countries; Ethics; International business; International trade
40. Toys “R” Us Author(s): Eisner, Alan B.; Townsend, Keeley Description: The future of the once dominant Toys “R” Us was in question and CEO John Eyler was searching for solutions. Wal-Mart was still the dominant toy seller and Target was moving into the number two spot. While Toys “R” Us has a better sense of what toys kids will want, Wal-Mart has a better chance of having the toys in stock for parents to buy. Because the environment in which toys are sold is changing, this case works as an assessment of both the internal and external environment of the firm. Toys “R” Us resonates with almost every student because almost everyone knows about the store or has shopped there. Publication Date: 2005 Revision Date: N/A Event Year Start: 1995 Event Year End: 2005 Geographic Setting: U.S. Industry Setting: Toys/Retail Courses: Business/Management and Organization/Strategic Management Course Sequence: Corporate-level Strategy; Business-level Strategy; Internal Analysis; External Environment; Digital Business Strategy; Strategy Concept Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Digital Business; Consumer Product Goods Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3040
40. Toys “R” Us Author(s): Eisner, Alan B.; Townsend, Keeley Description: The future of the once dominant Toys “R” Us was in question and CEO John Eyler was searching for solutions. Wal-Mart was still the dominant toy seller and Target was moving into the number two spot. While Toys “R” Us has a better sense of what toys kids will want, Wal-Mart has a better chance of having the toys in stock for parents to buy. Because the environment in which toys are sold is changing, this case works as an assessment of both the internal and external environment of the firm. Toys “R” Us resonates with almost every student because almost everyone knows about the store or has shopped there. Publication Date: 2005 Revision Date: N/A Event Year Start: 1995 Event Year End: 2005 Geographic Setting: U.S. Industry Setting: Toys/Retail Courses: Business/Management and Organization/Strategic Management Course Sequence: Corporate-level Strategy; Business-level Strategy; Internal Analysis; External Environment; Digital Business Strategy; Strategy Concept Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Digital Business; Consumer Product Goods Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3040
Case Shayan, E — Swinburne University of Technology Kayaligil, S — Swinburne University of Technology Narayanan, K — Swinburne University of Technology Distributor: ecch (www.ecch.com) Reference: 605-014-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2005 Geo location: Asia Pacific Industry: Furniture Size: Less than 25 employees Timing: 2002-2003 Topics: Plant layout; Cellular manufacturing; Material flow analysis Abstract: A leading and competitive benchtop manufacturing and postforming company faces problems owing to an increase in demand for its products and a broadening customer base. Its management is challenged to counter typical issues of extended lead times, high levels of work in progress, and gross imbalances in daily operator loads. As T Aus seeks to relocate to a new site, management asks a consultant to develop means to improve both the workflow and the layout. Based on the initial observations, several symptoms are identified which include uneven and congested flow resulting from a multitude of routings, long and unpredictable lead times caused by lack of uniformity and, limited standardisation. The current layout is arranged in 18 processing stations fed by material and parts brought in on hand carts and on isolated conveyors running between the workstations. Twenty skilled operators are employed in total. The existing layout, product routings, the previous year?s orders, the equipment dimensions and the operator skills are the supplied data. Quantitative levels of congestion by workstation, and workload imbalances by operator are included for further analysis.
Case Leenders, M — London South Bank University (LSBU) Fisher, L D — London South Bank University (LSBU) Distributor: ecch (www.ecch.com) Reference: 508-019-1 Language: English Category: Marketing Data source: Field research Product Year: 2008 Version Date: 18 July 2007 Geo location: London, UK Industry: Funeral services Size: Small to medium-sized enterprise (SME) Timing: 2007 Topics: Marketing environment; Cultural environment; Foreign market entry; Strategic alternatives Abstract: This case concerns a partnership of family members and illustrates the impact of changing marketing environmental conditions on their business. The increasing freedom of movement of people continues to bring about changing demographics within the suburbs of most major cities and is clearly observable in East London. The provision of funeral services connects directly to consumers’ religious customs and is therefore, immediately affected by cultural change within a given market. T Cribb & Sons were quick to recognise the change within their local market and to respond by providing services tailored for several different cultural groups. In consequence, the firm had survived and prospered where many competitors failed. However, as the pace of change was increasing T Cribb & Sons were forced to identify and exploit opportunities nationally and even internationally.
Case Kaufmann, L; Michel, A; Feicht, P; Petersen, I; Rummler, S; Wehling, H Publisher: WHU Otto Beisheim School of Management Distributor: ecch (www.ecch.com) Reference: 805-027-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2005 Geo location: North America Industry: Manufacturing, sports Size: 30 employees Timing: 2003 Topics: Negotiations; Skate; t-Blade; Start-up; Innovation; BATNA; 3D-negotiations; Sebenius; Graf Canada; Deal design; Tactics; Backward mapping; Sourcing; Purchasing; Procurement Abstract: This case study is situated in the global ice-skating industry. It presents the story of a German start-up trying to establish its revolutionary innovative technology for ice-skate blades in the global market. Readers accompany Dr Mathias Kunz, Chief Executive Officer of the start-up ?t-blade GmbH?, on his way from his vision of a global presence for his company and product, to his entry in the North American market, through difficulties, tough business negotiations and changes in strategy. The story focuses on the negotiation theme and is centered in particular on the aspects of a two-party negotiation.
Case Dunbar C; Foerster SR; Arif A Canada’s largest privately owned department store, the T. Eaton Company Ltd., founded in 1869, had recently emerged from bankruptcy protection and was now planning to raise $175 million through an initial public offering (IPO). Investment bankersmust determine the appropriate share price and consider the appropriateness of the timing for the issue. The case describes North American retail industry trends and the bankruptcy protection process and provides a detailed discussion of the IPOprocess and valuation considerations. Detailed “comparables” are provided for such firms as Federated, Nordstrom‘s and Dillard. The case provides an opportunity to apply a number of valuation techniques, including discounted cash flow,price-to-earnings multiples and enterprise value-to-EBITDA multiples. Ivey Number: 9A99N016 Publication Date: 25/08/1999 Geographic Setting: Canada/USA Industry Setting: General Merchandise Stores Company Size: Medium organization Event Year Start: 1998 Subjects: Initial Public Offerings, Valuation, Investment Analysis, Retailing Functional Area: Finance
Case Author(s): Dunbar C; Foerster SR; Arif A Publication Date: 1/29/1999 Revision Date: 10/31/2005 Product Type: Case Ivey ID: 9A98N024 Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Medium organization Year of Event: 1998 Level of Difficulty: Undergraduate/MBA Subjects: Initial Public Offerings; Valuation; Investment Analysis; Retailing Functional Area: Finance Product Description: Canada’s largest privately owned department store, The T. Eaton Company Limited, founded in 1869, had recently emerged from bankruptcy protection and was now planning to raise $175 million through an initial public offering (IPO). Investment bankersmust determine the appropriate share price and consider the appropriateness of the timing for the issue. The case describes North American retail industry trends and the bankruptcy protection process, and provides a detailed discussion of the IPOprocess and valuation considerations. Detailed "comparables" are provided for such firms as Federated, Nordstrom‘s and Dillard. The case provides an opportunity to apply a number of valuation techniques including discounted cash flow,price-to-earnings multiples and enterprise value-to-EBITDA multiples.
Case Author(s): Frey, Sherwood C. Jr.; Case, Edward R. Darden ID: UVA-QA-0295 Published: 4/5/1991 Revised: 2/1/1994 Copyright Year: 1983 Subject Area: Quantitative Analysis Keywords: capital budgeting; Internal rate of return; Investment analysis; Net present value Teaching Note: UVA-QA-0295TN Abstract: Peter Gordon, manager of a $1.6 billion investment in municipal securities at Price, has just received phone calls from the sales representatives of two investment banks, each offering attractive opportunities for the reinvestment of $50 million that will shortly become available. He may choose either but not both of the offers. The case can be used to review the contents of a “tombstone,” to reinforce NPV and IRR concepts, to witness the inappropriateness of using IRR as a selection criterion among mutually exclusive projects, and to emphasize the reinvestment assumption of IRR.
Case Author(s): Frey, Sherwood C. Jr.; Case, Edward R. Darden ID: UVA-QA-0295 Published: 4/5/1991 Revised: 2/1/1994 Copyright Year: 1983 Subject Area: Quantitative Analysis Keywords: capital budgeting; Internal rate of return; Investment analysis; Net present value Teaching Note: UVA-QA-0295TN Abstract: Peter Gordon, manager of a $1.6 billion investment in municipal securities at Price, has just received phone calls from the sales representatives of two investment banks, each offering attractive opportunities for the reinvestment of $50 million that will shortly become available. He may choose either but not both of the offers. The case can be used to review the contents of a “tombstone,” to reinforce NPV and IRR concepts, to witness the inappropriateness of using IRR as a selection criterion among mutually exclusive projects, and to emphasize the reinvestment assumption of IRR.
Case Goldberg, Ray A.; Bigman, Alan A farm is privatized in Russia. Case discusses how to develop new relationships between the farm and the local food economy. Teaching Purpose: To examine the difficult nature of privatizing farms in Russia. HBS Number: 9-595-088 Type: Case (Field) Publication Date: 2/15/1995 Revision Date: 4/11/1995 Geographic Setting: Russia Industry Setting: agribusiness Event Year Start: 1995 Event Year End: 1995 Subjects: Agribusiness; Privatization; Russia
Case Author(s): El-Hage, Nabil N.; Pierson, Leslie S.; Parks, Stephen Publication Date: 09/18/2007 Revision Date: 10/04/2007 Product Type: Case (Field) HBS Number: 9-208-042 Geographic Setting: United States Industry Setting: Telecommunications industry; Wireless carriers Gross Revenues: $600 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Due diligence; Growth strategy; Investments; Private equity; Wireless technologies Academic Discipline: Finance Supplementary Materials: Supplement, (9-208-058), 2p, by Nabil N. El-Hage, Leslie S. Pierson, Stephen Parks Product Description: Hythem El-Nazer, a young investment professional at TA Associates, believes he has found an attractive investment opportunity for the firm, MetroPCS, a wireless telecomm service provider. However, two months earlier, TA had invested considerable resources on this company, before the company decided it could not raise equity capital, due, in part, to some accounting problems. Should El-Nazer bring this deal opportunity to the attention of TA’s CEO, or should he do precisely what the CEO had told him two months earlier, “stop wasting his time on this company”?
Case Author(s): Kerr, William ; Kerr, William ; Isenberg, Daniel J.; Isenberg, Daniel J.; Bozkaya, Ant Publication Date: 06/28/2007 Revision Date: 07/26/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807175 Geographic Setting: Turkey Number of Employees: 3 Event Year Start: 1998 Event Year End: 1998 Subjects: Contracts; Deregulation; Energy; Entrepreneurship; Partnerships Academic Discipline: Entrepreneurship Supplementary Materials: Case Teaching Note, (807091), 17p, by William Kerr, Ant Bozkaya; Case Teaching Note, (809131), 16p, by William Kerr Product Description: To maximize their effectiveness, color cases should be printed in color. Stimulates discussion of entrepreneurship in emerging economies, especially for entrepreneurs returning to their home countries to start businesses with global technologies and partners. Focuses on the partnership tensions between global firms and local family-dominated conglomerates. Addresses new venture financing in an asset-intensive business through the assembly of strategic contrasts. More broadly, highlights the opportunities and challenges for returnee entrepreneurs.
Case Author(s): Kerr, William; Isenberg, Daniel; Bozkaya, Ant Publication Date: 06/28/2007 Revision Date: 07/26/2009 Product Type: Color Case HBS Number: 9-807-175 Geographic Setting: Turkey Industry Setting: Energy Number of Employees: 3 Event Year Start: 1998 Event Year End: 1998 Subjects: Contracts; Deregulation; Energy; Entrepreneurship; Partnerships Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-809-131), 16p, by William Kerr Product Description: Stimulates discussion of entrepreneurship in emerging economies, especially for entrepreneurs returning to their home countries to start businesses with global technologies and partners. Focuses on the partnership tensions between global firms and local family-dominated conglomerates. Addresses new venture financing in an asset-intensive business through the assembly of strategic contrasts. More broadly, highlights the opportunities and challenges for returnee entrepreneurs.
Case BAMM Ltd, 0 — British Association of Medical Managers Distributor: ecch (www.ecch.com) Reference: 497-005-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 1997 Geo location: UK Industry: National Health Service Size: u70 million Timing: 1994-1995 Topics: Clinical management; Strategic management; Decision making; Communications; Organisational behaviour; Organisational; Culture; Management decisions; Decision support systems Abstract: The case highlights a current problem faced by a NHS Trust, with the National Health Service in the UK, that is allocating resources into a limited amount of space. The management committee is faced with tackling this issue. The decision is imminent and the responsibility for coming up with the optimum solution falls on the shoulders of the Corporate Planning Director. The case study addresses a number of issues including: (1) relationships between the management committee; (2) internal communication; and (3) decision making processes and implementation.
Article Author(s): Teichert, Thorsten; Wartburg, Iwan, von; Braterman, Russell Publication Date: 11/15/2006 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University HBS Number: BH213 Subjects: Customer relations; Marketing; Mental models; Metaphors; Product development; R&D Academic Discipline: Marketing Product Description: Explores the role of metaphor in product development processes and market making. Based on a sociocognitive perspective of innovation dynamics and required learning by market actors, the potential of metaphors for mental model development during new product development (NPD) processes is investigated. Three roles for metaphors as cognitive focusing devices for the co-evolution of producers’ and consumers‘ mental models are inferred: mental model communication, mental model matching, and mental model creation. These roles are illustrated by examples that reinforce the need for creativity in applying metaphors as cognitive focusing devices in NPD and market making.
Case Author(s): Schlesinger, Leonard A.; Votroubek, Dena Publication Date: 05/02/1994 Revision Date: 07/13/1995 Product Type: Case (Field) HBS Number: 694076 Geographic Setting: United States Industry Setting: Fast food industry Company Size: large Number of Employees: 120,000 Gross Revenues: $4 billion revenues Event Year Start: 1991 Event Year End: 1994 Subjects: Expansion; Market definition; Organizational change; Service management Academic Discipline: Service management Supplementary Materials: Teaching Note, (196073), 12p, by Lynda M. Applegate, Sara B. Gant Product Description: Taco Bell CEO, John Martin, boldly proclaims a growth goal of 200,000 points of access by the year 2000 (the company had approximately 3,600 in 1991). To realize such growth, Martin embraces a philosophy of continual change. The implications for Taco Bell are dramatic changes in organizational structure, culture, human resources, technology, and communications. In redefining its market and “thinking outside the box” in all aspects of its business, Taco Bell hopes to become a “super brand” — transcending not only categories but industries as well.
Case Author(s): Schlesinger, Leonard A.; Hallowell, Roger Publication Date: 11/19/1991 Revision Date: 04/20/1994 Product Type: Case (Field) Product Description: John Martin, Taco Bell CEO, brings the company into line with its competitors through incremental change during the 1980s. In the early 1990s, he adopts breakthrough approaches to improve service levels while reducing prices, providing a distinct competitive advantage. Illustrates the power of breakthrough thinking in a service industry and demonstrates the importance of a coordinated, holistic approach to implementation. HBS Number: 9-692-058 Geographic Setting: United States Industry Setting: fast food Company Size: large Gross Revenues: $2.4 billion revenues Event Year Start: 1983 Event Year End: 1991 Subjects: Executive compensation; Fast food industry; Management of change; Middle management; Restaurants; Service management; Strategy implementation Academic Discipline: Service management Supplementary Materials: Teaching Note, (5-692-091), 20p, by Leonard A. Schlesinger, Roger Hallowell; Teaching Note, (5-196-073), 12p, by Lynda M. Applegate, Sara B. Gant
Teaching Note For use with 9-692-058 HBS Number: 5-196-073 Subjects: Executive compensation; Fast food industry; Management of change; Middle management; Restaurants; Service management; Strategy implementation
Case Heskett, James L. Taco Bell’s management has developed plans to establish 100,000 points of service for its fast food business. Clearly, this will require significantly different approaches to management and organization. HBS Number: 9-395-010 Type: Case (Field) Publication Date: 8/24/1994 Revision Date: 1/20/1999 Geographic Setting: United States Industry Setting: restaurant Number of Employees: 40,000 Gross Revenues: $3 billion revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Executive compensation; Fast food industry; Management of change; Middle management; Restaurants; Service management; Strategy implementation
Case Roger Hallowell, Leonard A. SchlesingerThis case illustrates the power of breakthrough thinking in a service industry and demonstrates the importance of a coordinated, holistic approach to implementation. Source: Harvard Business School. Copyright 1991, Revised March 2, 1992. Courses: Hotel/Restaurant Management; Service Management Topics:
Case Schlesinger, Leonard A.; Votroubek, Dena Taco Bell CEO, John Martin, boldly proclaims a growth goal of 200,000 points of access by the year 2000 (the company had approximately 3,600 in 1991). To realize such growth, Martin embraces a philosophy of continual change. The implications for Taco Bell are dramatic changes in organizational structure, culture, human resources, technology, and communications. In redefining its market and "thinking outside the box" in all aspects of its business, Taco Bell hopes to become a "super brand"—transcending not only categories but industries as well. HBS Number: 9-694-076 Type: Case (Field) Publication Date: 5/2/1994 Revision Date: 7/13/1995 Geographic Setting: United States Industry Setting: fast foods Company Size: large Number of Employees: 120,000 Gross Revenues: $4 billion revenues Event Year Start: 1991 Event Year End: 1994 Subjects: Expansion; Fast food industry; Market definition; MIS; Organizational change; Service management Supplementary Materials: Teaching Note, (5-196-073), 12p, by Lynda M. Applegate, Sara B. Gant
Case Author(s): Applegate, Lynda M.; Schlesinger, Leonard A.; Delong, David Publication Date: 05/02/1998 Revision Date: 10/24/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 398129 Geographic Setting: United States Gross Revenue: $3.9 billion revenues Event Year Start: 1983 Event Year End: 1994 Subjects: Organizational design; Information & technology; Service management; Information age; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (307083), 10p, by Stacey Childress, Tonika Cheek Clayton, Leonard A. Schlesinger; Case Teaching Note, (399096), 13p, by Lynda M. Applegate Product Description: Details the actions of John Martin, newly named CEO, as he leads Taco Bell through a decade of incremental and radical changes. By the end of the case, total system sales within Taco Bell, a Mexican style fast-food restaurant chain and a division of PepsiCo, have grown from $700 million in 1983 to $3.9 billion in 1994, and the company is managing over 10,000 eat-in restaurants and a wide variety of other retail sites around the world.
Case Author(s): Applegate, Lynda M.; Schlesinger, Leonard Publication Date: 05/02/1998 Revision Date: 10/24/2001 Product Type: Case (Field) Product Description: Details the actions of John Martin, newly-named CEO, as he leads Taco Bell through a decade of incremental and radical changes. By the end of the case, total system sales within Taco Bell, a Mexican style fast-food restaurant chain and a division of PepsiCo, have grown from $700 million in 1983 to $3.9 billion in 1994, and the company is managing over 10,000 eat-in restaurants and a wide variety of other retail sites around the world. Teaching Purpose: To illustrate the process of organization and industry transformation. To discuss the characteristics of the high-performance, information-age organization. HBS Number: 9-398-129 Geographic Setting: United States Industry Setting: fast food Company Size: large Gross Revenues: $3.9 billion revenues Event Year Start: 1983 Event Year End: 1994 Subjects: Fast food industry; Information age; Information technology; Organizational design; Restaurants; Service management; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-399-096), 13p, by Lynda M. Applegate
Teaching Note For use with 9-398-129 HBS Number: 5-399-096 Subjects: Fast food industry; Information age; Information technology; Organizational design; Restaurants; Service management; Strategy implementation
Teaching Note For use with 9-694-076 HBS Number: 5-196-073 Subjects: Expansion; Fast food industry; Market definition; Organizational change; Service management
Case Crossan MM; Lane HW; Paul-Chowdhury K This case allows students to experience a day as Sanjiv Yajnik, a new market manager, as he manages a continuous flow of decisions within the context of operating and strategy objectives and severe time constraints. The case series illustrates theday-to-day reality of strategy implementation. The (A) case is Sanjiv’s schedule for the day; the (B) and (C) cases, 9A95M004 and 9A95M005, are collections of e-mail messages and phone calls requiring his attention. (A 19-minute video can bepurchased with the case, video 7A95M003.) Ivey Number: 9A95M003 Publication Date: 21/08/1995 Revision Date: 20/12/2001 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Large organization Event Year Start: 1993 Subjects: General Management, Managing Implementation, Services Functional Area: General Management
Case Crossan MM; Lane HW; Paul-Chowdhury K A new market manager must make numerous decisions within the context of operating and strategy objectives. The manager must deal with a number of e-mail and telephone messages. This case supplements the Taco Bell: A Day in the Life (A) case9A95M003. Ivey Number: 9A95M004 Publication Date: 21/08/1995 Revision Date: 7/2/2002 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Large organization Event Year Start: 1993 Subjects: General Management, Managing Implementation, Services Functional Area: General Management
Case Crossan MM; Lane HW; Paul-Chowdhury K A new market manager must make numerous decisions within the context of operating and strategy objectives. The manager must deal with a number of e-mail and telephone messages. This case supplements the Taco Bell: A Day in the Life (A) case9A95M003. Ivey Number: 9A95M005 Publication Date: 21/08/1995 Revision Date: 7/2/2002 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Large organization Event Year Start: 1993 Subjects: General Management, Managing Implementation, Services Functional Area: General Management
Case Crossan MM; Lane HW; Paul-Chowdhury K The Taco Bell case series establishes the link between strategic analysis and personal action, and illustrates the incremental, emergent nature of strategy formation and implementation. The series describes recent dramatic changes in the fast foodrestaurant industry, the emergence of Taco Bell as a major company and the situation Sanjiv Yajnik faces as a new market manager. This note may be discussed explicitly in class, or simply used to introduce students to the situation presented in TacoBell: A Day in the Life (A) 9A95M003, (B) 9A95M004 and (C) 9A95M005. Ivey Number: 9A95M002 Publication Date: 21/08/1995 Revision Date: 12/2/2002 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Large organization Event Year Start: 1993 Subjects: General Management, Managing Implementation, Services Functional Area: General Management
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-0940 Published: 3/29/1991 Copyright Year: 1991 Subject Area: Finance Keywords: financial policy; liability management Abstract: This note introduces the student to the FRICTO framework for evaluating alternative financial tactics. Elements of the framework are flexibility, risk, income, control, timing, and other. A simple instruction is provided.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-0940 Published: 3/29/1991 Copyright Year: 1991 Subject Area: Finance Keywords: financial policy; liability management Abstract: This note introduces the student to the FRICTO framework for evaluating alternative financial tactics. Elements of the framework are flexibility, risk, income, control, timing, and other. A simple instruction is provided.
Article Author(s): Johnson, Lauren Keller Publication Date: 11/01/2005 Product Type: Supply Chain Strategy Article Product Description: As Howard Gardner, author of Changing Minds, explains, we find it increasingly difficult to open ourselves to new ideas as we age. Our world views ossify, preventing us from imagining something radically different. Resistance stiffens further if we experience unpleasantness after embracing an idea. For these reasons, leaders aiming to win support for their ideas can’t rely on a single method of persuasion; instead, they must draw on a well-planned blend of tactics tailored to influence disparate groups of tough-minded people. HBS Number: P0511C Subjects: Communication; Communication in organizations; Competitive advantage; Ideas; Influence; Leadership; Management communication; Persuasion; Psychology; Resistance Academic Discipline: Organizational behavior & leadership
Case Author(s): Hardymon, G. Felda; Lerner, Josh; Leamon, Ann Publication Date: 02/08/2006 Revision Date: 09/11/2006 Product Type: Case (Gen Exp) HBS Number: 806078 Geographic Setting: United States Industry Setting: Private equity Number of Employees: 500 Event Year Start: 2005 Event Year End: 2005 Subjects: Careers & career planning; Finance; Negotiations; Private equity Academic Discipline: Finance Supplementary Materials: Teaching Note, (806206), 13p, by G. Felda Hardymon, Ann Leamon Product Description: Tad O’Malley, a new associate at Empire Investment Group, a top-tier leveraged buyout firm, must evaluate three different deals and recommend which should receive additional resources for further investigation. He must consider the specifics of each company and each deal as well as the resources or restrictions of the firm‘s offices that would handle the project.
Case Author(s): Hardymon, Felda; Lerner, Josh; Leamon, Ann Publication Date: 02/08/2006 Revision Date: 09/11/2006 Product Type: Case (Gen Exp) HBS Number: 9-806-078 Geographic Setting: United States Industry Setting: Private equity Number of Employees: 500 Event Year Start: 2005 Event Year End: 2005 Subjects: Careers & career planning; Finance; Negotiations; Private equity Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-806-206), 13p, by Felda Hardymon, Ann Leamon Product Description: Tad O’Malley, a new associate at Empire Investment Group, a top-tier leveraged buyout firm, must evaluate three different deals and recommend which should receive additional resources for further investigation. He must consider the specifics of each company and each deal as well as the resources or restrictions of the firm‘s offices that would handle the project.
Case Author(s): Hardymon, Felda; Leamon, Ann; Lerner, Josh Publication Date: 02/07/2008 Revision Date: 05/13/2008 Product Type: Case (Gen Exp) HBS Number: 9-808-125 Number of Employees: 500 Event Year Start: 2005 Event Year End: 2005 Subjects: Careers & career planning; Investments; Private equity Academic Discipline: Finance Product Description: Tad O’Malley has just started as an associate with Empire Investment Group. He must evaluate three investment opportunities facing the big leveraged buyout firm. All are global, but each pertains to different offices and each deal has different strengths and weaknesses. Which should he recommend to the partners for additional resources and what does a recommendation mean for his career?
Case Author(s): Hardymon, Felda; Leamon, Ann; Lerner, Josh Publication Date: 02/07/2008 Revision Date: 05/13/2008 Product Type: Case (Gen Exp) HBS Number: 9-808-125 Number of Employees: 500 Event Year Start: 2005 Event Year End: 2005 Subjects: Careers & career planning; Investments; Private equity Academic Discipline: Finance Product Description: Tad O’Malley has just started as an associate with Empire Investment Group. He must evaluate three investment opportunities facing the big leveraged buyout firm. All are global, but each pertains to different offices and each deal has different strengths and weaknesses. Which should he recommend to the partners for additional resources and what does a recommendation mean for his career?
Case Author(s): George, Bill; McLean, Andrew N. Publication Date: 10/05/2005 Product Type: Case (Field) HBS Number: 9-406-033 Geographic Setting: United States Industry Setting: Financial services Number of Employees: 3,027 Gross Revenues: $797 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Corporate image; Crisis management; Employee morale; Families & family life; Investment banking; Leadership Academic Discipline: Organizational behavior & leadership Product Description: In 2005, Tad Piper reflects on the successful spin-off from US Bancorp of Piper Jaffray, the investment bank founded by his grandfather. Profiles the development of Piper Jaffray from a Midwestern brokerage house to a national, diversified financial services firm. In 1994, a crisis in its mutual fund unit nearly destroyed the firm. Provides information about the protagonist’s youth, career, family life, aspirations, and motivations. Raises questions about leadership in times of crisis, openness with stakeholders, and the value of showing vulnerability as an authentic leader.
Case DiStefano JJ; Gleave T The general manager faces a difficult decision whether to sell the family business to a publicly listed company with the needed resources and experience to bring the firm to the next level of success. Complicated by complex family relations,including the death of his uncle who ran an Indonesian subsidiary and his father’s departure to attend to the large losses from this business, he wonders what the best course of action is. Not the least of his concerns is the increased importance ofmainland China business to his Hong Kong company and the problematic nature of some of these activities. In addition, he has a personal ambition to practice law, after suspending these interests for several years to serve the family‘s needs. (Asupplement to this case under the same name, case 9A98F003, addresses a number of social and emotional complexities.) Ivey Number: 9A98F002 Publication Date: 4/3/1998 Revision Date: 22/02/1999 Geographic Setting: Hong Kong Industry Setting: Wholesale Trade - Non-Durable Goods Company Size: Medium organization Event Year Start: 1996 Subjects: Family-Work Interaction, Value Analysis, Decision Analysis, Growth Functional Area: Human Resource Management
Case DiStefano JJ; Gleave T Having decided it was time to sell the family business, the general manager developed a set of criteria for selecting a potential buyer and had applied them to eliminate all but a large, publicly traded firm active in many fields connected to foodprocessing and sales. Now he was having second thoughts. Should he proceed with the deal, renegotiate the terms, or cancel the deal and keep the business in the family after all? Financial, personal and family issues combined to make it a hardchoice. (This case acts as a sequel to Tai Po Fruit Traders Ltd. - Sell the Family Business? (A), case 9A98F002.) Ivey Number: 9A98F003 Publication Date: 4/3/1998 Revision Date: 21/01/1999 Geographic Setting: Hong Kong Industry Setting: Wholesale Trade - Non-Durable Goods Company Size: Medium organization Event Year Start: 1997 Subjects: Family-Work Interaction, Value Analysis, Decision Analysis, Growth Functional Area: Human Resource Management
Article Bolt, James F. Senior executives are playing a more directive role in shaping management training and development programs. Gone are the days of month-long retreats to the woods. These new programs are specifically geared toward results, basics, and the bottom line, rather than toward cultivating managers’ administrative potential. The evidence that these programs work is drawn from four major U.S. companies: Motorola, Xerox, General Foods, and Federated Department Stores. HBS Number: 85602 Type: Harvard Business Review Article Publication Date: 11/1/1985 Subjects: Executives; Management development
Article Salter, Malcolm S. Performance compensation for policy-level executives is interdependent with company policy. Survey data show that most companies use cash bonuses and some additional compensation while few companies rely on stock options alone. The character of the bonus system is interrelated to the company’s growth. The range of possible payoffs and the variability of bonuses increase, and bonuses become more directly related to performance as a company expands. HBS Number: 73211 Type: Harvard Business Review Article Publication Date: 3/1/1973 Subjects: Executive compensation; Executives; Incentives; Performance appraisal
Article Fuller, Joseph B.; O’Conor, James; Rawlinson, Richard Logistics have the potential to become the next governing element of strategy. Customer needs vary, and companies can tailor their logistics systems to serve them better and more profitably. The goal of logistics strategy is building distinct approaches to distinct groups of customers. The first step is organizing a cross-functional team to proceed through the following steps: segmenting customers according to purchase criteria, establishing different standards of service for different customer segments, tailoring logistics pipelines to support each segment, and creating economies of scale to determine which assets can be shared among various pipelines. HBS Number: 93305 Type: Harvard Business Review Article Publication Date: 5/1/1993 Subjects: Cross functional management; Distribution channels; Distribution planning; Logistics; Operations management
Article Choate, Pat; Linger, Juyne U.S. trade policy is mired in obsolete assumptions about the practices and principles of global economics. It is stuck in a time when the United States could assume sole responsibility for the world trading order. Business and government leaders must acknowledge that there are five different economic systems operating in the world today—centrally planned, mixed, developing, plan-driven, and rule-driven--only one of which corresponds to the traditional U.S. model. The United States needs to embrace "tailored trade"--negotiating with different countries differently, according to their economic systems. The result would be a more practical and flexible approach to trade--one that would not only serve U.S. interests but also correspond to the world as it really is. HBS Number: 88103 Type: Harvard Business Review Article Publication Date: 1/1/1988 Subjects: Foreign policy; Government policy; International business; International trade; Regulation
Article Campbell, Andrew In today’s competitive markets, every company has an action plan. Yet for most managers, the processes used to create these plans don‘t work. The root of the problem, suggests Campbell, may be that too many companies benchmark their pr HBS Number: 99202 Type: Harvard Business Review Article Publication Date: 3/1/99 Subjects: Benchmarks; Long term planning; Planning; Planning systems; Strategic planning
Case Author(s): Kirby, William; Shih-Ta Chen, Michael; Wong, Keith Publication Date: 01/30/2008 Revision Date: 02/04/2008 Product Type: Case HBS Number: 9-308-057 Geographic Setting: China Event Year Start: 2007 Event Year End: 2007 Subjects: Cross cultural relations; Foreign investment; Globalization; Government policy Academic Discipline: General management Product Description: After fifty-five years in the semiconductor industry, Morris Chang, founder and Chairman of Taiwan Semiconductor Manufacturing Company (TSMC) was seeing a change. After four decades of regular double-digit growth the industry was still growing — but now at a much slower pace. In 2004, TSMC entered the China market, the world’s second largest for semiconductors, by building a fabrication plant in Shanghai. Was China the market opportunity in which TSMC could be ton for expansion, or should its strategy be to focus on new product development and innovation?
Case Author(s): Shih-Ta Chen, Michael; Kirby, William C.; Wong, Keith Publication Date: 01/30/2008 Revision Date: 06/08/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 308057 Geographic Setting: China Event Year Start: 2007 Subjects: Cross cultural relations; Foreign investment; Globalization; Government policy Academic Discipline: General management Product Description: After fifty-five years in the semiconductor industry, Morris Chang, founder and Chairman of Taiwan Semiconductor Manufacturing Company (TSMC) was seeing a change. After four decades of regular double-digit growth the industry was still growing — but now at a much slower pace. In 2004, TSMC entered the China market, the world’s second largest for semiconductors, by building a fabrication plant in Shanghai. Was China the market opportunity in which TSMC could bet on for expansion, or should its strategy be to focus on new product development and innovation?
Case Frost TS; Tsai T; Cheng B; Zhou C Taiwan’s United Microelectronics Corporation (UMC), one of the world‘s leading semiconductor foundries, has grown dramatically in 16 years. UMC pursued a strategy of vertical disintegration as part of the chairman's vision of turning UMC into a“pure-play” foundry. This case discusses the major technological and competitive forces affecting the industry and looks at UMC's restructuring through the eyes of the chairman. The case provides enough detail to engage the class in a discussion of the merits of UMC's vertical disintegration strategy and the possible pitfalls of this approach going forward. Ivey Number: 9A98M017 Publication Date: 9/4/1999 Revision Date: 3/2/2000 Geographic Setting: Taiwan Industry Setting: Electric & Electronic Equipment Supplies Company Size: Large organization Event Year Start: 1996 Subjects: Vertical Integration, Joint Ventures, Competitiveness Functional Area: General Management
Case Mathews, J — MGSM-Macquarie Graduate School of Management Distributor: ecch (www.ecch.com) Reference: 802-013-1 Language: English Category: Entrepreneurship Data source: Published sources Product Year: 2002 Abstract: Acer is the world’s largest and most successful Chinese high-technology company - and it is not yet 25 years old. Established in Taiwan in 1976 by entrepreneur Stan Shih, Acer has grown to become a diversified IT group and a world leader in the personal computer industry. It is the world‘s third largest PC producer (of both branded and original equipment production) and is one of the top ten branded PC producers. It offers a range of IT products including high-end servers, multimedia PCs, notebooks, computer peripherals, components and semiconductors - as well as cellular telephones, Internet service providers and a range of web-based services. The Acer group encompasses over 120 offices, spanning 37 countries and employing more than 32,000 people. The group operates 17 manufacturing sites and 26 assembly plants in 21 countries. Acer group revenues were $6.7 billion in 1998, rising to $8.7 billion in 1999, but plateauing in the difficult year 2000. These are the bare statistics of success, for which Acer has become Taiwan's most famous company and its founder, Stan Shih, the country's most decorated entrepreneur. But behind this data lies a fascinating story. Acer is a completely new kind of multinational enterprise. It has devised novel organisational and management solutions to the problems of achieving global scale, and in organising a global scale of operation once it is achieved. In this case, the story of Acer is told, based on extensive interviews with Mr Stan Shih, the founder and chairman of the group, and senior management in Taiwan, USA, Singapore, Hong Kong and Japan. Acer is situated as one of the 'Dragon Multinationals' which have emerged from the Asia-Pacific periphe Source: ecch
Case Author(s): Scott, Bruce R.; Matthews, Jamie L. Publication Date: 09/27/1999 Revision Date: 05/19/2005 Product Type: Case (Library) Product Description: Taiwan has enjoyed remarkable growth since 1950. This case presents differing views of the role and contribution of the state in this process. Then it explores recent industrial policy in semiconductors. HBS Number: 9-700-039 Geographic Setting: Taiwan Industry Setting: semiconductors Subjects: Business government relations; Economic development; Industrial policy; Semiconductors; Southeast Asia Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-701-146), 8p, by Bruce R. Scott
Teaching Note For use with 9-700-039 HBS Number: 5-701-146 Subjects: Business government relations; Economic development; Industrial policy; Semiconductors; Southeast Asia
Case Author(s): David J. Sharp; Shijun Cheng Ivey ID: 9A99B014 Publication Date: 2/27/2001 Revision Date: 1/13/2010 Product Type: Case Teaching Note: 8A99B14 Geographic Setting: China Industry Setting: Construction other than Building Size: Medium Year of Event: 1998 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Relevant costs; Cash budgeting; Construction; Capital budgeting Major Disciplines: Accounting; Entrepreneurship; International Product Description: The Taiyuan Project involved the construction of a pipeline to supply water from the Yellow River to Taiyuan, the capital city of Shanxi Province, China. The main contractor for the project intended to appoint Taiyang Company, a six partner joint venture, as the supplier of the 82 kilometres of prestressed concrete cylinder pipe (PCCP) needed for the project. The general manager for Taiyang Company had to decide what the company’s involvement should be. The company was the only supplier of PCCP in China, however, due to a slow start, it had no cash. A new factory and new equipment would be required to meet the requirements of this project. He would have to work out a capital budget for a cash-constrained situation while considering whether to find a joint venture partner and what the most advantageous way to structure the company would be from a tax perspective.
Case Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineet Publication Date: 07/23/2002 Revision Date: 10/15/2002 Product Type: Case (Field) Product Description: R.K. Krishna Kumar, managing director and head of Taj Hotel Group, has to decide whether to reexamine a promotion decision. In an attempt to deliver a level of service quality that met global standards at the Indian hotel chain, Kumar had introduced new personnel management systems at the company. As a result, a committee was now responsible to decide which managers should be promoted to senior positions at the company. Taj’s COO, one of the more respected executives at the company, requested that a committee decision be overturned. Kumar must respect the committee‘s choice or indulge his popular manager's request to reexamine it. Teaching Purpose: Shows the challenges of performance management practices and changing cultures. HBS Number: 9-403-004 Geographic Setting: IndiaIndustry Setting: hotelNumber of Employees: 13,000 Event Year Start: 1997Event Year End: 1997 Subjects: Hotels & motels; Human resources management; India; Leadership; Organizational behavior; Personnel; Personnel management Academic Discipline: Organizational behavior & leadership
Case Dana, L P — University of Canterbury Distributor: ecch (www.ecch.com) Reference: 398-124-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1998 Geo location: Tajikistan, Central Asia Industry: Food and beverage Size: Medium Timing: 1996 Topics: Joint-venture; Post-communist; Central Asia; Infrastructure; War; Political risk; Opportunity; Challenges; Franchising; Constraints Abstract: It was 1996 and Mr Rick Tomath, the representative of the Central Asian American Enterprise Support Fund, was announcing the fund’s first investment project in the Republic of Tajikistan: $480,000 US was being allocated to launch a Pepsi-Cola production line. The equipment for the plant would be purchased in Germany, and once set up, the Tajik-American joint venture would have a production capacity of 6,000 bottles per hour.
Case Author(s): Morse E; Inch J Publication Date: 10/13/2004 Industry: Business Services Abstract: Takahiko Naraki is a young entrepreneur in Japan who is trying to make his Internet-based business model work in the challenging Tokyo business world, and must make a key decision: whether and how to expand his business. In addition to discussingthe work-life balance of entrepreneurs in general, and this one Japanese entrepreneur in particular, the case also introduces aspects of the Japanese entrepreneurial environment including the importance of networking, the business laws regulatingentrepreneurial activity, social perceptions of entrepreneurship, and the capital market for small companies in Japan. Ivey Number: 9B04M054 Geographic Location: Japan Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Entrepreneurial Business Growth; Networks; Work-life Balance; Internet Marketing
Case Author(s): Lal, Rajiv ; Egawa, Masako ; Toyama, Chisato Publication Date: 06/16/2006 Revision Date: 10/26/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 506054 Geographic Setting: Japan Number of Employees: 11,146 Gross Revenue: $10 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Restructuring; Merchandising; Sales strategy Academic Discipline: Marketing Product Description: Takashimaya, the largest department store in Japan, was suffering from declining sales. CEO Koji Suzuki had succeeded in instituting changes to cut costs. However, Suzuki needed to come up with a strategy to increase sales, particularly in apparel, which comprised the largest segment. Describes in detail the company’s endeavors to develop its private brand in apparel.
Case Author(s): Lal, Rajiv; Egawa, Masako; Toyama, Chisato Publication Date: 06/16/2006 Revision Date: 10/26/2007 Product Type: Case (Field) HBS Number: 9-506-054 Geographic Setting: Japan Industry Setting: Apparel industry Number of Employees: 11,146 Gross Revenues: $10 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Merchandising; Restructuring; Sales strategy Academic Discipline: Marketing Product Description: Takashimaya, the largest department store in Japan, was suffering from declining sales. CEO Koji Suzuki had succeeded in instituting changes to cut costs. However, Suzuki needed to come up with a strategy to increase sales, particularly in apparel, which comprised the largest segment. Describes in detail the company’s endeavors to develop its private brand in apparel.
Case Author(s): Lal, Rajiv; Egawa, Masako; Toyama, Chisato Publication Date: 06/16/2006 Revision Date: 10/26/2007 Product Type: Case (Field) HBS Number: 9-506-054 Geographic Setting: Japan Industry Setting: Apparel industry Number of Employees: 11,146 Gross Revenues: $10 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Merchandising; Restructuring; Sales strategy Academic Discipline: Marketing Product Description: Takashimaya, the largest department store in Japan, was suffering from declining sales. CEO Koji Suzuki had succeeded in instituting changes to cut costs. However, Suzuki needed to come up with a strategy to increase sales, particularly in apparel, which comprised the largest segment. Describes in detail the company’s endeavors to develop its private brand in apparel.
Article Author(s): Bielaszka-Duvernay, Christina Publication Date: 07/01/2008 Product Type: Harvard Management Update Article HBS Number: U0807A Subjects: Personal strategy & style; Persuasion; Strategy Academic Discipline: Organizational behavior & leadership Product Description: Got a great idea? Whether it’s a new vision for your marketing team or a better way to handle shipping delays, your idea is only as good as your ability to get others to buy into it and execute it. Effective persuasion, say Mario Moussa and G. Richard Shell, authors of The Art of Woo: Using Strategic Persuasion to Sell Your Ideas, is about “pull,” not “push.” Instead of concentrating on the value you see in your idea, you need to frame it in terms of how it will meet the other party‘s interests and needs. This article, which focuses on two of the four steps Moussa and Shell have developed to help executives and managers handle complex negotiations and win buy-in on new ideas, explains how you can turn potential barriers — the other side's beliefs, values, and interests; your own level of credibility — into bridges that connect you with others and, ultimately, bring them over to your side.
Article Author(s): Bielaszka-Duvernay, Christina Publication Date: 07/01/2008 Product Type: Harvard Management Update Article HBS Number: U0807A Subjects: Personal strategy & style; Persuasion; Strategy Academic Discipline: Organizational behavior & leadership Product Description: Got a great idea? Whether it’s a new vision for your marketing team or a better way to handle shipping delays, your idea is only as good as your ability to get others to buy into it and execute it. Effective persuasion, say Mario Moussa and G. Richard Shell, authors of The Art of Woo: Using Strategic Persuasion to Sell Your Ideas, is about “pull,” not “push.” Instead of concentrating on the value you see in your idea, you need to frame it in terms of how it will meet the other party‘s interests and needs. This article, which focuses on two of the four steps Moussa and Shell have developed to help executives and managers handle complex negotiations and win buy-in on new ideas, explains how you can turn potential barriers — the other side's beliefs, values, and interests; your own level of credibility — into bridges that connect you with others and, ultimately, bring them over to your side.
Case Author(s): Kerr, William; Isenberg, Daniel Publication Date: 08/15/2007 Revision Date: 07/02/2008 Product Type: Note HBS Number: 808029 Subjects: Cross cultural relations; Entrepreneurs; Global business; International management; Networking; Organizational behavior Academic Discipline: Entrepreneurship Product Description: Diaspora networks (DNs) are an important resource for global entrepreneurs. Discusses several features of DNs, combining both academic and practitioner perspectives. Describes the history and prevalence of DNs in many ethnicities, documents the broad resources DNs can provide to founders, and specifies potential pitfalls or traps from working through DNs. Closes with some practical advice for entrepreneurs accessing and utilizing their DNs
Case Author(s): Kerr, William; Isenberg, Daniel Publication Date: 08/15/2007 Revision Date: 07/02/2008 Product Type: Note HBS Number: 808029 Subjects: Cross cultural relations; Entrepreneurs; Global business; International management; Networking; Organizational behavior Academic Discipline: Entrepreneurship Product Description: Diaspora networks (DNs) are an important resource for global entrepreneurs. Discusses several features of DNs, combining both academic and practitioner perspectives. Describes the history and prevalence of DNs in many ethnicities, documents the broad resources DNs can provide to founders, and specifies potential pitfalls or traps from working through DNs. Closes with some practical advice for entrepreneurs accessing and utilizing their DNs
Case Author(s): Kerr, William; Isenberg, Daniel Publication Date: 08/15/2007 Product Type: Note HBS Number: 9-808-029 Subjects: Cross cultural relations; Entrepreneurs; Global business; International management; Networking; Organizational behavior Academic Discipline: Entrepreneurship Product Description: Diaspora networks (DNs) are an important resource for global entrepreneurs. Discusses several features of DNs, combining both academic and practitioner perspectives. Describes the history and prevalence of DNs in many ethnicities, documents the broad resources DNs can provide to founders, and specifies potential pitfalls or traps from working through DNs. Closes with some practical advice for entrepreneurs accessing and utilizing their DNs
Article Author(s): LaCasse, Peter Publication Date: 01/01/2008 Product Type: Balanced Scorecard Report Article Publisher: Harvard Business School Publishing HBS Number: B0801C Subjects: Organizational development; Strategy focused organization; Management by objectives; Execution; Process improvement Academic Discipline: Organizational Behavior & leadership Product Description: Realizing the value from initiative investments-the very activities designed to advance strategic change-is a major concern of senior managers. Failed initiatives not only waste resources, but they can also undermine performance-and the organization’s competitiveness. But how can you tell whether your initiative problems lie with the initiatives themselves or with your initiative management process? Conduct an initiative management assessment.
Article Author(s): LaCasse, Peter Publication Date: 01/01/2008 Product Type: Balanced Scorecard Report Article Publisher: Harvard Business School Publishing HBS Number: B0801C Subjects: Organizational development; Strategy focused organization; Management by objectives; Execution; Process improvement Academic Discipline: Organizational Behavior & leadership Product Description: Realizing the value from initiative investments-the very activities designed to advance strategic change-is a major concern of senior managers. Failed initiatives not only waste resources, but they can also undermine performance-and the organization’s competitiveness. But how can you tell whether your initiative problems lie with the initiatives themselves or with your initiative management process? Conduct an initiative management assessment.
Article Author(s): LaCasse, Peter Publication Date: 01/01/2008 Product Type: Balanced Scorecard Report Article Publisher: Harvard Business School Publishing HBS Number: B0801C Subjects: Organizational development; Strategy focused organization; Management by objectives; Execution; Process improvement Academic Discipline: Organizational Behavior & leadership Product Description: Realizing the value from initiative investments-the very activities designed to advance strategic change-is a major concern of senior managers. Failed initiatives not only waste resources, but they can also undermine performance-and the organization’s competitiveness. But how can you tell whether your initiative problems lie with the initiatives themselves or with your initiative management process? Conduct an initiative management assessment.
Article Author(s): Sandberg, Kirsten D. Publication Date: 07/01/2001 Product Type: Harvard Management Communication Letter Article Product Description: Few corporate documents are written with the clarity of Julius Caesar’s bold statement "Veni, Vidi, Vici"—"I came, I saw, I conquered." Instead, most business writing takes the passive voice, thereby boring and confusing the reader. This practical piece shows you how to watch for overuse of passive verbs, using before-and-after examples from the annual reports of well-known companies. Includes a sidebar called "Find the Hidden Verb," a list of common noun phrases and the appropriate active verbs to replace them. HBS Number: C0107B Subjects: Writing Academic Discipline: Organizational behavior & leadership
Case Marilyn J. Okleshen, Minnesota State University, Mankato Patti Kramlinger, Minnesota State University, Mankato The post-acquisition reorganization of Dermis Medical Company, an international supplier of personal healthcare products, plus increased competition for price decreases from large medical buying groups strained the profits of the company. Robert Brown, the CEO, outlined a cost saving strategy for the upcoming year through continuous improvement in manufacturing, and streamlining product lines. In Dermis’ skin care division Odor-Off, a type of air freshener, was selected as the first product line to streamline or downsize from twenty-two stock keeping units into a smaller, more manageable number. The director of medical marketing benchmarked the competition and recommended a price decrease which was not attainable if Odor-Off was to maintain a minimum product contribution margin of eighty percent as specified in company policy. A cross functional team of diversified personnel was assembled and led by the director of commercial development to phase out the old Odor-Off and to launch the new Odor-Off. Using target costing within a framework of a variable cost accounting system, Odor-Off‘s variable manufacturing costs were examined and reduced. A new and improved Odor-Off product line was to be launched with fewer stockkeeping units and competitively priced in the medical marketplace for air fresheners. This case illustrates how the CEO's designated strategy was implemented by the lower level managers of Dermis Medical Company. Source: The Society for Case Research, Annual Advances 1998,Publication Date: 2000
Article Author(s): Herrin, Angelia Publication Date: 04/01/2008 Product Type: Harvard Management Update Article HBS Number: U0804D Subjects: Career advancement; Job satisfaction; Managing superiors; Performance appraisals Academic Discipline: Organizational behavior & leadership Product Description: To turn your next review into an opportunity to get more of what you want from your job, this article proposes a three-step approach developed by Beverly Kaye, coauthor of the book Love It or Leave It: 26 Ways to Get What You Want at Work. The first step is to ask yourself what you really want — and be specific. Second, formulate your proposal, including some alternatives for your boss to choose from. Finally, close the deal by explaining how what you’re asking for will benefit your boss, your team, and your company — and be ready to offer solutions to any barriers your boss might see between you and your goal.
Article Author(s): Herrin, Angelia Publication Date: 04/01/2008 Product Type: Harvard Management Update Article HBS Number: U0804D Subjects: Career advancement; Job satisfaction; Managing superiors; Performance appraisals Academic Discipline: Organizational behavior & leadership Product Description: To turn your next review into an opportunity to get more of what you want from your job, this article proposes a three-step approach developed by Beverly Kaye, coauthor of the book Love It or Leave It: 26 Ways to Get What You Want at Work. The first step is to ask yourself what you really want — and be specific. Second, formulate your proposal, including some alternatives for your boss to choose from. Finally, close the deal by explaining how what you’re asking for will benefit your boss, your team, and your company — and be ready to offer solutions to any barriers your boss might see between you and your goal.
Article Author(s): Wade-Benzoni, Kimberly A. Publication Date: 04/01/2006 Product Type: Negotiation Article Product Description: In negotiation, a temporal delay often exists between our decisions and their consequences — a situation that grows complicated when others down the road will be affected by our decisions; a strong asymmetry exists between present organizational actors and future generations. Thousands of companies have promised millions of employees generous medical benefits upon retirement, yet few organizations keep track of these ever-spiraling costs, and the consequences of failing to take the long view have been painful. This article presents four factors to help ensure that negotiations between you and your employees create lasting value. HBS Number: N0604D Subjects: Communication; Employee benefits; Labor negotiations; Long term planning; Negotiations; Planning; Tradeoff analysis Academic Discipline: Negotiations
Article Author(s): Mullins, John W. Publication Date: 11/01/2004 Product Type: Harvard Business Review Article HBS Number: R0411A Subjects: Brief case; Ethics; HBR Case Discussions; Negotiations; Petroleum industry; Venture capital Academic Discipline: Finance Product Description: Petrolink’s business plan looks like a winner. At present, the only available pipeline for operators in the Baltic Sea‘s newly developed Helmark gas field is owned and operated by the Russian oil and gas company Gazprom. Petrolink's founders believe that the company that opens a new pipeline should find ready customers among the field's numerous independent producers. The Petrolink team has been talking with two potential investors. After six weeks of due diligence, London Development Partners — a large, well-established venture capital firm with no experience in the gas business — offers a relatively small early round of investment without any tangible commitments to future rounds, far from what the team had hoped for. Polish venture capital firm BRX Capital has been in business fewer than five years, but it has already made investments in the Eastern European oil and gas industry. BRX agrees to the capital structure that Petrolink proposes, and to invest both the first- and second-round equity amounts. One of the start-up's main objectives has been to ensure that no one investor has too much clout, so the BRX arrangement suits them. But now that a four million eurodollar check is on the table, there's been an apparent breach of trust by the Polish VC. Petrolink's founders discover that an agreed-upon provision covering ownership dilution has been changed. Should they take BRX's money or go elsewhere? George Brenkert of Georgetown University; Sonia Lo of Chalsys Partners; William Sahlman of Harvard Business School; and Charalambos Vlachoutsicos, adviser to 7L Capital Partners Emerging Europe, comment on this fictional c Source: Harvard
Case Study Author(s): Mullins, John W. Publication Date: 11/01/2004 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0411Z. The complete case study and commentary is reprint R0411A. On the face of it, Petrolink’s business plan looks like a winner. At present, the only available pipeline for operators in the Baltic Sea‘s newly developed Helmark gas field is owned and operated by the Russian oil and gas company Gazprom. But this gives Gazprom access to information about the productivity of individual leases and, therefore, an advantage in negotiating new ones. Petrolink's founders believe that the company that opens a new pipeline should find ready customers among the field's numerous independent producers. The Petrolink team has been talking with two potential investors. After six weeks of due diligence, London Development Partners — a large, well-established venture capital firm with no experience in the gas business -- offers a relatively small early round of investment without any tangible commitments to future rounds. The package is far from what the team had hoped for. Polish venture capital firm BRX Capital has been in business fewer than five years, but it has already made investments in the Eastern European oil and gas industry. BRX not only agrees to the capital structure that Petrolink proposes, it also agrees to invest both the first- and second-round equity amounts. One of the start-up's main objectives has been to ensure that no one investor has too much clout, so the arrangement proposed by BRX suits them. But now that a four million eurodollar check is on the table, there's been an apparent breach of trust by the Polish VC. Petrolink's founders discover that an agreed-upon provision covering ownership dilution has been changed. Should they take BRX's money or go elsewhere? Commenting on this fi Source: Harvard
Case Stonham, P — ESCP-EAP European School of Management, UK Distributor: ecch (www.ecch.com) Reference: 398-017-1 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 1998 Geo location: United States and UK Industry: Telecommunications Size: Market caps US$21 billion and US$28 billion 1997 Timing: 1994-1997 Topics: Mergers and acquisitions; Industry competition; Corporate valuation; All-share, all-cash takeover bids; Telecommunications industry; Regulation of competition; Corporate strategy; Takeovers and transfer of value Abstract: This is the first of a two-case series (398-017-1 and 398-018-1). On 1 October 1997, WorldCom Inc proposed the highest value corporate bid in US history for fellow-telecommunications company, MCI Communications. Later, the bid was raised still further. But WorldCom was not the only bidder; for nearly a year BT had been involved in merger discussions with MCI which had reached an advanced stage. In November 1997 GTE Corporation put in a competitive bid. Part 1 of this case study looks at the background of domestic US, UK and international competition in telecoms, and the regulatory, technological and strategic features of the industry which underlay it. MCI’s strategy as a major telecoms provider in the US is examined, together with the competitive strategies adopted by the suitors for its hand, WorldCom, BT and GTE. The strategic advantages and disadvantages of each of the proposed combinations with MCI are weighed up. Part 2 of the case study focuses on the several quite complex and competitive bids for MCI Communications made by BT, WorldCom and GTE. Interest centres on the nature of the bids, eg. BT‘s first bid in 1994 which was nearly all-share but contained 'poison pills', and WorldCom's first bid in October 1997 which was all-share accompanied by a 'cap and collar', a Source: ecch
Case Stonham, P — ESCP-EAP European School of Management, UK Distributor: ecch (www.ecch.com) Reference: 398-018-1 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 1998 Geo location: United States and UK Industry: Telecommunications Size: Market caps US$21 billion and US$28 billion 1997 Timing: 1994-1997 Topics: Mergers and acquisitions; Industry competition; Corporate valuation; All-share, all-cash takeover bids; Telecommunications industry; Regulation of competition; Corporate strategy; Takeovers and transfer of value Abstract: This is the second of a two-case series (398-017-1 and 398-018-1). On 1 October 1997, WorldCom Inc proposed the highest value corporate bid in US history for fellow-telecommunications company, MCI Communications. Later, the bid was raised still further. But WorldCom was not the only bidder; for nearly a year BT had been involved in merger discussions with MCI which had reached an advanced stage. In November 1997 GTE Corporation put in a competitive bid. Part 1 of this case study looks at the background of domestic US, UK and international competition in telecoms, and the regulatory, technological and strategic features of the industry which underlay it. MCI’s strategy as a major telecoms provider in the US is examined, together with the competitive strategies adopted by the suitors for its hand, WorldCom, BT and GTE. The strategic advantages and disadvantages of each of the proposed combinations with MCI are weighed up. Part 2 of the case study focuses on the several quite complex and competitive bids for MCI Communications made by BT, WorldCom and GTE. Interest centres on the nature of the bids, eg. BT‘s first bid in 1994 which was nearly all-share but contained 'poison pills', and WorldCom's first bid in October 1997 which was all-share accompanied by a 'cap and collar', Source: ecch
Case A Claire J. Anderson, Caroline M. FisherThis multi-part case follows Popeye’s Famous Fried Chicken from its proposed takeover of the ailing Church‘s Fried Chicken (Case A), the difficulties engendered from the debt load incurred in the takeover (Case B), and the challenges faced by the new owner in the reorganization a year later. The case demonstrates issues of organizational growth and the difficulties encountered in acquisition. Complicating issues include a maturing industry and the marriage of two different firms under hostile takeover conditions. Source: Submitted by author and selected for use by Pinnacle II Editorial Board. Copyright 1993. Courses: Entrepreneurship; Organizational Behavior Topics:
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1170 Published: 3/3/1997 Revised: 2/24/1999 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; diversity, management of; mergers; negotiation; securities; valuation; diverse protagonist; gender (female protagonist) Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1170 Abstract: The A case is the first in a series of cases that simulate a hostile-takeover attempt involving four companies in January 1997 (see also the B [UVA-F-1171], C [UVA-F-1172], and D [UVA-F-1173] cases). The target company is an underperforming conglomerate with two principal business segments: consumer foods and specialty chemicals. The exercise organizes students into teams representing the four companies, and each team must negotiate an outcome that is most advantageous to its firm. The parties are motivated to act because the expiration of the raider’s tender offer will occur soon, and if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider will tender its control. All parties know that the target company‘s board of directors is meeting in a few hours to settle on a course of action. This exercise is ideally suited to (1) hone students' valuation and negotiation skills, (2) train students in the unusual dynamics of hostile takeovers, and (3) develop an understanding of some fundamental points of corporate governance, including the responsibilities of a board of directors and the agency problems that can arise when managers' jobs are threatened.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1170 Published: 3/3/1997 Revised: 2/24/1999 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; diversity, management of; mergers; negotiation; securities; valuation; diverse protagonist; gender (female protagonist) Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1170 Abstract: The A case is the first in a series of cases that simulate a hostile-takeover attempt involving four companies in January 1997 (see also the B [UVA-F-1171], C [UVA-F-1172], and D [UVA-F-1173] cases). The target company is an underperforming conglomerate with two principal business segments: consumer foods and specialty chemicals. The exercise organizes students into teams representing the four companies, and each team must negotiate an outcome that is most advantageous to its firm. The parties are motivated to act because the expiration of the raider’s tender offer will occur soon, and if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider will tender its control. All parties know that the target company‘s board of directors is meeting in a few hours to settle on a course of action. This exercise is ideally suited to (1) hone students' valuation and negotiation skills, (2) train students in the unusual dynamics of hostile takeovers, and (3) develop an understanding of some fundamental points of corporate governance, including the responsibilities of a board of directors and the agency problems that can arise when managers' jobs are threatened.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1171 Published: 3/3/1997 Revised: 2/24/1999 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; diversity; Management of; mergers; negotiation; securities; valuation Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1171 Abstract: The B case, part of a series of cases that simulate a hostile-takeover attempt involving four companies in January 1997 (see also the A [F-1170], C [F-1172], and D [F-1173] cases), focuses on the raider company, which has a history of hostile action, usually profiting from greenmail or the bust-up liquidation of the unfortunate target. The exercise organizes students into teams representing the four companies, and each team must negotiate an outcome that is most advantageous to its firm. The parties are motivated to act because the expiration of the raider’s tender offer will occur soon, and if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider will tender its control. All parties know that the target company‘s board of directors is meeting in a few hours to settle on a course of action. This exercise is ideally suited to (1) hone students' valuation and negotiation skills, (2) train students in the unusual dynamics of hostile takeovers, and (3) develop an understanding of some fundamental points of corporate governance, including the responsibilities of a board of directors and the agency problems that can arise when managers' jobs are threatened.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1171 Published: 3/3/1997 Revised: 2/24/1999 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; diversity; Management of; mergers; negotiation; securities; valuation Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1171 Abstract: The B case, part of a series of cases that simulate a hostile-takeover attempt involving four companies in January 1997 (see also the A [F-1170], C [F-1172], and D [F-1173] cases), focuses on the raider company, which has a history of hostile action, usually profiting from greenmail or the bust-up liquidation of the unfortunate target. The exercise organizes students into teams representing the four companies, and each team must negotiate an outcome that is most advantageous to its firm. The parties are motivated to act because the expiration of the raider’s tender offer will occur soon, and if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider will tender its control. All parties know that the target company‘s board of directors is meeting in a few hours to settle on a course of action. This exercise is ideally suited to (1) hone students' valuation and negotiation skills, (2) train students in the unusual dynamics of hostile takeovers, and (3) develop an understanding of some fundamental points of corporate governance, including the responsibilities of a board of directors and the agency problems that can arise when managers' jobs are threatened.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1172 Published: 3/3/1997 Revised: 2/24/1999 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; diversity, management of; mergers; negotiation; securities; valuation; diverse protagonist; gender female Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1172 Abstract: The C case, part of a series of cases that simulate a hostile-takeover attempt involving four companies in January 1997 (see also the A [UVA-F-1170], B [UVA-F-1171], and D [UVA-F-1173] cases), focuses on the LBO firm, which has ample equity and lines of credit with which to finance a buyout. The exercise organizes students into teams representing the four companies, and each team must negotiate an outcome that is most advantageous to its firm. The parties are motivated to act because the expiration of the raider’s tender offer will occur soon, and if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider will tender its control. All parties know that the target company‘s board of directors is meeting in a few hours to settle on a course of action. This exercise is ideally suited to (1) hone students' valuation and negotiation skills, (2) train students in the unusual dynamics of hostile takeovers, and (3) develop an understanding of some fundamental points of corporate governance, including the responsibilities of a board of directors and the agency problems that can arise when managers' jobs are threatened.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1172 Published: 3/3/1997 Revised: 2/24/1999 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; diversity, management of; mergers; negotiation; securities; valuation; diverse protagonist; gender female Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1172 Abstract: The C case, part of a series of cases that simulate a hostile-takeover attempt involving four companies in January 1997 (see also the A [UVA-F-1170], B [UVA-F-1171], and D [UVA-F-1173] cases), focuses on the LBO firm, which has ample equity and lines of credit with which to finance a buyout. The exercise organizes students into teams representing the four companies, and each team must negotiate an outcome that is most advantageous to its firm. The parties are motivated to act because the expiration of the raider’s tender offer will occur soon, and if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider will tender its control. All parties know that the target company‘s board of directors is meeting in a few hours to settle on a course of action. This exercise is ideally suited to (1) hone students' valuation and negotiation skills, (2) train students in the unusual dynamics of hostile takeovers, and (3) develop an understanding of some fundamental points of corporate governance, including the responsibilities of a board of directors and the agency problems that can arise when managers' jobs are threatened.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1173 Published: 3/3/1997 Revised: 2/24/1999 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; diversity; Management of; mergers; negotiation; securities; diverse protagonist; gender (female protagonist) Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1173 Abstract: The D case, part of a series of cases that simulate a hostile-takeover attempt involving four companies in January 1997 (see also the A [F-1170], B [F-1171], and C [F-1172] cases), focuses on the white-knight firm, which has had amicable relations with the target company in the past and is considering making a friendly bid for it. The exercise organizes students into teams representing the four companies, and each team must negotiate an outcome that is most advantageous to its firm. The parties are motivated to act because the expiration of the raider’s tender offer will occur soon, and if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider will tender its control. All parties know that the target company‘s board of directors is meeting in a few hours to settle on a course of action. This exercise is ideally suited to (1) hone students' valuation and negotiation skills, (2) train students in the unusual dynamics of hostile takeovers, and (3) develop an understanding of some fundamental points of corporate governance, including the responsibilities of a board of directors and the agency problems that can arise when managers' jobs are threatened.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1173 Published: 3/3/1997 Revised: 2/24/1999 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; diversity; Management of; mergers; negotiation; securities; diverse protagonist; gender (female protagonist) Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1173 Abstract: The D case, part of a series of cases that simulate a hostile-takeover attempt involving four companies in January 1997 (see also the A [F-1170], B [F-1171], and C [F-1172] cases), focuses on the white-knight firm, which has had amicable relations with the target company in the past and is considering making a friendly bid for it. The exercise organizes students into teams representing the four companies, and each team must negotiate an outcome that is most advantageous to its firm. The parties are motivated to act because the expiration of the raider’s tender offer will occur soon, and if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider will tender its control. All parties know that the target company‘s board of directors is meeting in a few hours to settle on a course of action. This exercise is ideally suited to (1) hone students' valuation and negotiation skills, (2) train students in the unusual dynamics of hostile takeovers, and (3) develop an understanding of some fundamental points of corporate governance, including the responsibilities of a board of directors and the agency problems that can arise when managers' jobs are threatened.
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1250 Published: 2/24/1999 Copyright Year: 1999 Subject Area: Finance Keywords: mergers and acquisitions; financing; corporate lending; banking; financial analysis; hostile takeovers; bargaining & negotiating; valuation; corporate governance Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1250 Abstract: This case extends the Takeover! 1997 simulation exercise (UVA-F-1170 through 1173) to include a role for a bank. As with the other roles in the exercise, students form teams to play their assigned roles in the drama of the hostile takeover. The exercise follows the schedule of briefings, negotiations/simulations, and debriefings. In this case (and its sibling, UVA-F-1251), students represent a lender/investment banker, from whom bidders must obtain financing. This exercise simulates a hostile takeover attempt in January 1997. The target is an underperforming conglomerate with two principal business segments: consumer foods and specialty chemicals. The raider company has a history of hostile action, usually profiting from greenmail or the bust-up liquidation of the unfortunate target. Two other bidding parties are present: a white-knight firm that has had amicable relations with the target in the past and considers making a friendly bid for the target, and an LBO firm that has ample equity and lines of credit to finance a buyout. Finally, the instructor has the option of including two banks that can impose some restraint on possible “deal frenzy.” The exercise organizes students into teams representing the four companies, who must negotiate an outcome that is most advantageous to their own firms. The parties are motivated to take action because the expiration of the raider’s tender offer will occur soon, at which time, if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider w Source: Darden
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1250 Published: 2/24/1999 Copyright Year: 1999 Subject Area: Finance Keywords: mergers and acquisitions; financing; corporate lending; banking; financial analysis; hostile takeovers; bargaining & negotiating; valuation; corporate governance Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1250 Abstract: This case extends the Takeover! 1997 simulation exercise (UVA-F-1170 through 1173) to include a role for a bank. As with the other roles in the exercise, students form teams to play their assigned roles in the drama of the hostile takeover. The exercise follows the schedule of briefings, negotiations/simulations, and debriefings. In this case (and its sibling, UVA-F-1251), students represent a lender/investment banker, from whom bidders must obtain financing. This exercise simulates a hostile takeover attempt in January 1997. The target is an underperforming conglomerate with two principal business segments: consumer foods and specialty chemicals. The raider company has a history of hostile action, usually profiting from greenmail or the bust-up liquidation of the unfortunate target. Two other bidding parties are present: a white-knight firm that has had amicable relations with the target in the past and considers making a friendly bid for the target, and an LBO firm that has ample equity and lines of credit to finance a buyout. Finally, the instructor has the option of including two banks that can impose some restraint on possible “deal frenzy.” The exercise organizes students into teams representing the four companies, who must negotiate an outcome that is most advantageous to their own firms. The parties are motivated to take action because the expiration of the raider’s tender offer will occur soon, at which time, if there is no higher offer outstanding, the arbitrageurs will tender their shares and the raider w Source: Darden
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1251 Published: 2/24/1999 Copyright Year: 1999 Subject Area: Finance Keywords: mergers and acquisitions; financing; corporate lending; banking; financial analysis; hostile takeovers; bargaining & negotiating; valuation; corporate governance negotiate bargain tactics tactic Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1251 Abstract: This case extends the Takeover! 1997 simulation exercise (UVA-F-1170 through 1173) to include a role for a bank. As with the other roles in the exercise, students form teams to play their assigned roles in the drama of the hostile takeover. The exercise follows the schedule of briefings, negotiations/simulations, and debriefings. In this case (and its sibling, UVA-F-1250), students represent a lender/investment banker, from whom bidders must obtain financing. This exercise simulates a hostile takeover attempt in January 1997. The target is an underperforming conglomerate with two principal business segments: consumer foods and specialty chemicals. The raider company has a history of hostile action, usually profiting from greenmail or the bust-up liquidation of the unfortunate target. Two other bidding parties are present: a white-knight firm that has had amicable relations with the target in the past and considers making a friendly bid for the target, and an LBO firm that has ample equity and lines of credit to finance a buyout. Finally, the instructor has the option of including two banks that can impose some restraint on possible “deal frenzy.” The exercise organizes students into teams representing the four companies, who must negotiate an outcome that is most advantageous to their own firms. The parties are motivated to take action because the expiration of the raider’s tender offer will occur soon, at which time, if there is no higher offer outstanding, the arbitrageurs w Source: Darden
Case Author(s): Bruner, Robert F. Darden ID: UVA-F-1251 Published: 2/24/1999 Copyright Year: 1999 Subject Area: Finance Keywords: mergers and acquisitions; financing; corporate lending; banking; financial analysis; hostile takeovers; bargaining & negotiating; valuation; corporate governance negotiate bargain tactics tactic Teaching Note: UVA-F-1170TN Student Spreadsheet: UVA-S-F-1251 Abstract: This case extends the Takeover! 1997 simulation exercise (UVA-F-1170 through 1173) to include a role for a bank. As with the other roles in the exercise, students form teams to play their assigned roles in the drama of the hostile takeover. The exercise follows the schedule of briefings, negotiations/simulations, and debriefings. In this case (and its sibling, UVA-F-1250), students represent a lender/investment banker, from whom bidders must obtain financing. This exercise simulates a hostile takeover attempt in January 1997. The target is an underperforming conglomerate with two principal business segments: consumer foods and specialty chemicals. The raider company has a history of hostile action, usually profiting from greenmail or the bust-up liquidation of the unfortunate target. Two other bidding parties are present: a white-knight firm that has had amicable relations with the target in the past and considers making a friendly bid for the target, and an LBO firm that has ample equity and lines of credit to finance a buyout. Finally, the instructor has the option of including two banks that can impose some restraint on possible “deal frenzy.” The exercise organizes students into teams representing the four companies, who must negotiate an outcome that is most advantageous to their own firms. The parties are motivated to take action because the expiration of the raider’s tender offer will occur soon, at which time, if there is no higher offer outstanding, the arbitrageurs w Source: Darden
Article Jensen, Michael C. Shareholders, who are the most important constituency of the modern corporation because they bear its residual risk, benefit most directly from acquisitions because of the increase in the value of target company shares. Many current criticisms directed at takeover activity are wrong or based on faulty logic. Takeovers protect shareholders from mismanagement of a corporation as they allow alternative management teams to compete for the right to manage the corporation’s assets. The takeover market provides a unique, powerful, and impersonal mechanism to accomplish the major restructuring and redeployment of assets continually required by changes in technology and consumer preferences. HBS Number: 84609 Type: Harvard Business Review Article Publication Date: 11/1/1984 Subjects: Acquisitions; Restructuring; Stockholders
Case Author(s): Suzanne Wilhelm, Reed McKnight, Roy A. Cook Source: Annual Advances — 2005 Subjects: Hospitality; Tourism law; Recreation law Description: After years of dreaming and planning, the long awaited trip to the Caribbean was finally happening. Roger and Julie headed off with Sheena and Harrison for two weeks of fun in the sun. But from the moment they arrived at their highly touted resort destination, Julie was ill and it was obvious that she would not be able to dive. “No problem,” thought Roger; he would just amend their dive package as he had been told he could. However, Roger’s attempts to make changes to their package turned out to be seemingly impossible. No one would give him a straight answer and everyone at the resort pointed to someone else as the ultimate decision-maker. To make matters worse, their room was burglarized. Resort personnel and the travel agency shunned any responsibility and committed one service blunder after another. The final insult occurred when they returned their prepaid rental car to the rental agency and were forced to pay for it a second time. After the trip, Roger continued to stew about the problems and run-arounds they had encountered. While on hold with their travel agent, Roger and Harrison discussed their options. They were determined to get some satisfaction, whether through restitution or legal recourse.
Article Author(s): Baveja, Sarabjit Singh; Ellis, Steve; Rigb Publication Date: 09/01/2002 Product Type: Harvard Management Update Article Product Description: Call it a trial by fire, but a recession may in fact be good for your company. Bain consultants Sarabjit Singh Baveja, Steve Ellis, and Darrell K. Rigby explain how your company should use this recession to boost its reputation and standing in the marketplace. HBS Number: U0209E Subjects: Business failures; Business growth; Corporate strategy; Recessions; Strategic planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy
Case Mitchell, C; Heil, D Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 808-014-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2008 Geo location: Johannesburg, South Africa Industry: Banking Size: Small Timing: 2003-2006 Topics: Entrepreneurship; Microfinance; Banking; Strategy Abstract: This is the first of a three-case series (808-014-1 to 808-016-1). It was a warm, Johannesburg summer’s day in January 2003 and Brian Richardson was deep in thought. He and his partner, Charles Rowlinson, were contemplating an entrepreneurial venture with the broad aim of taking banking to the unbanked and underbanked people in South Africa - who constituted 49% of the adult population - and doing so on a profitable basis.
Case Mitchell, C; Heil, D Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 808-015-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2008 Geo location: Johannesburg, South Africa Industry: Banking Size: Small Timing: 2003-2006 Topics: Entrepreneurship; Microfinance; Banking; Strategy Abstract: This is the second of a three-case series (808-014-1 to 808-016-1). It was April 2005, six months after Rowlinson and Richardson had launched their virtual bank, Wizzit, into the South African market. It was the first virtual bank of its kind in the country based on the use of cell phone technology and complemented by a debit card. Wizzit’s primary target market was the unbanked and underbanked population of South Africa. Richardson was pleased with the growth that Wizzit had shown since its launch, but was concerned about the low volume of transactions among account holders, particularly as it was proving very expensive for the business to maintain such a large number of dormant accounts. A further challenge was to increase brand awareness and the credibility of a virtual bank within the mass market without using mass media, for which Wizzit did not have the budget.
Case Mitchell, C; Heil, D Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 808-016-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2008 Geo location: Johannesburg, South Africa Industry: Banking Size: Small Timing: 2003-2006 Topics: Entrepreneurship; Microfinance; Banking; Strategy Abstract: This is the third of a three-case series (808-014-1 to 808-016-1). By June 2006, the South African cell phone banking market had changed dramatically. Both First National Bank (FNB) and Absa had relaunched cell phone banking the previous year, offering it as an additive channel to existing customers. Network operator MTN had formed a joint venture with Standard Bank, creating a new entity called MTN Banking, which entered the market as a division of Standard Bank in August 2005. Standard Bank had also upgraded its cell phone banking in late 2005 / early 2006, while Nedbank had relaunched its cell phone banking in April 2006.
Case Author(s): Khurana, Rakesh; Carioggia, Gina M.; Johns Publication Date: 11/30/2001 Revision Date: 04/02/2002 Product Type: Case (Field) Product Description: Describes 37-year-old Ferit Sahenk’s challenges in taking over his father‘s traditionally managed $14 billion Turkish conglomerate in a period of economic instability. Leading the large holding company into the 21st century will require the establishment of a more institutionalized structure as opposed to the highly personal style of Ferit's father as he grew the company over the past 50 years. Addresses issues of how to establish credibility as the company's new leader, how to motivate his board members to participate more in the company decisions, how to manage in a period of increasing international competition and Turkey's political and financial instability, and the complexities of succession in family-owned businesses. HBS Number: 9-402-009 Geographic Setting: Turkey Industry Setting: conglomerate Number of Employees: 20,000 Gross Revenues: $5.7 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Family owned businesses; Leadership; Management of change; Organizational behavior; Succession planning Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-402-046), 1p, by Rakesh Khurana, Gina M. Carioggia
Article Author(s): McNulty, Eric Publication Date: 10/01/2008 Product Type: Harvard Management Update Article HBS Number: U0810C Subjects: Career changes; Leadership; Leadership development; Networking Academic Discipline: Organizational behavior & leadership Product Description: The average executive takes on a new role every two to three years. And it can take up to six months for the executive to go from being a net consumer of corporate value to a net producer. Fortunately, there are strategies new leaders can use to shrink their time-to-value — and set the stage for their success. This article outlines four key strategies for successful transitions: (1) Craft a learning plan well before your first day on the job that includes markets, products, systems, and structures, as well as culture and politics; (2) Promote and protect yourself by letting go of your old job; (3) Beware of sacred cows — the unwritten rules and powerful informal networks that can be minefields to the uninitiated; and (4) Build the support team you need to succeed.
Article Author(s): McNulty, Eric Publication Date: 10/01/2008 Product Type: Harvard Management Update Article HBS Number: U0810C Subjects: Career changes; Leadership; Leadership development; Networking Academic Discipline: Organizational behavior & leadership Product Description: The average executive takes on a new role every two to three years. And it can take up to six months for the executive to go from being a net consumer of corporate value to a net producer. Fortunately, there are strategies new leaders can use to shrink their time-to-value — and set the stage for their success. This article outlines four key strategies for successful transitions: (1) Craft a learning plan well before your first day on the job that includes markets, products, systems, and structures, as well as culture and politics; (2) Promote and protect yourself by letting go of your old job; (3) Beware of sacred cows — the unwritten rules and powerful informal networks that can be minefields to the uninitiated; and (4) Build the support team you need to succeed.
Article Author(s): McNulty, Eric Publication Date: 11/01/2003 Product Type: Harvard Management Update Article HBS Number: U0311B Subjects: Career advancement; Careers & career planning; Communication in organizations; Communication strategy; Management performance; Management training; Managers; Strategy formulation; Success Academic Discipline: General management Product Description: It is disruptive, expensive, and preventable — yet most executives don’t even think about it. It is the mishandled management transition. Learn tactics for building and accelerating momentum in a new job right from the start.
Case Schaefer, U — ESMT European School of Management & Technology GmbH Burger, C — ESMT European School of Management & Technology GmbH Distributor: ecch (www.ecch.com) Reference: ESMT-408-0088-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 2008 Version Date: 2 September 2008 Geo location: Germany Industry: Sports Timing: 2004-2006 Topics: Leadership; Change; Leadership archetypes; Situational leadership; Leading change; Transformational change; Change curve Abstract: On 29 July 2004 the German Football Association announced that Jurgen Klinsmann had been chosen to prepare the national soccer team for the World Cup, to be held in Germany in the summer of 2006. The public responded to this announcement with a great deal of surprise and scepticism; two years later - on 11 July 2006 - it would respond to Klinsmann’s announcement that he would not renew his contract with even greater regret. During the two years in which Klinsmann led the team, Germany experienced a soccer revolution. True, the team and Klinsmann‘s staff had not realised Klinsmann's goal of winning the World Cup; the Germans came third. But in this period Klinsmann would succeed, despite considerable resistance, in introducing major reforms. He would steer a team that had hit rock-bottom both psychologically and technically back to a world-class level. The soccer team's appearance on and off the field galvanised ordinary Germans and contributed significantly to the World Cup's huge success: (1) all its games were sold out; (2) the mood was euphoric in the stadiums, in the public viewing areas set up in many cities, and in the streets; (3) hundreds of thousands of Germans and foreign fans celebrated together; and (4) images of a friendly, open Germany circulated around the world, correcting the clich Source: ecch
Article Author(s): Anthony, Scott D.; Christensen, Clayton M. Publication Date: 09/15/2004 Product Type: Strategy & Innovation Article HBS Number: S0409B Subjects: Banks; Business models; Disruptive technologies; Financial services; Innovation; Product lines; Strategy implementation Academic Discipline: Competitive strategy Product Description: At first glance, the financial services industry doesn’t appear to be the appropriate arena for low-end disruption, because most people believe they need expert advice about asset allocation and comprehensive financial planning. It would seem, then, that the high-value-added business models of the full-service banks that dominate the industry aren‘t about to be challenged any time soon. These beliefs are being tested, however, by ING Direct, a straight-to-consumer banking service with a highly focused product line. With a significantly lower cost structure than traditional retail banks — the operation doesn't have physical branches, relying instead on the Internet and call centers for its customer transactions — ING Direct is able to offer depositors higher interest rates on its savings accounts, dispense with fees and service charges, and still make money by reinvesting depositors' funds in longer term assets. Read about ING's business model — one that proves conventional thinking wrong.
