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 Jabbar, Z — (NIMS) NUST Institute of Management Sciences Distributor: ecch (www.ecch.com) Reference: 506-119-1 Language: English Category: Marketing Data source: Published sources Product Year: 2006 Geo location: Pakistan Industry: Pakistan International Airlines Corporation (PIA), airline industry Size: Approx 20,000 employees, 48 aircraft Timing: 2004-2005 Topics: Brand management; Strategic marketing; Consumer behaviour Abstract: The case discusses the competitive scenario in the Pakistani airline industry and how the national flag carrier Pakistan International Airlines Corporation (PIA) is devising its strategies to counter its resourceful competitors. The case, while discussing the consumer behaviour of an average Pakistani flyer, also profiles the major competition. The case focuses on the influence of brand elements in the consumer decision-making process and highlights the different strategic marketing issues that the major players face when executing their strategies. The case also analyses the actions PIA has taken to revamp itself and asks: as a state-owned organisation, has it been successful in competing with private airlines and what steps has PIA taken to gain back its market share?
Case Author(s): Jones, Geoffrey G.; Decker, Stephanie Publication Date: 08/31/2007 Revision Date: 12/19/2007 Product Type: Case (Library) HBS Number: 9-808-025 Geographic Setting: Africa; India; United Kingdom; United States Industry Setting: Consumer products Number of Employees: 350,000 Gross Revenues: $17,470,000,000 Revenues (1977) Event Year Start: 1945 Event Year End: 1979 Subjects: Business history; Compliance; Consumer goods; Corporate reorganization; Foreign subsidiaries; Globalization; International management; Laws & regulations; Strategic management Academic Discipline: Competitive strategy Product Description: Explores the opportunities and threats to Unilever’s global business in 1978 based on the commercial and political challenges faced by three of its subsidiaries, Lever Brothers in the United States, Hindustan Lever in India, and United Africa Company in West Africa. Management faced several problems: criticism of multinational companies, anti-trust legislation, expropriations, and rising competition from international and local rivals. Focuses on developing a new global strategy for a company that placed a premium on a consensual management style and local autonomy.
Case Author(s): Jones, Geoffrey G.; Decker, Stephanie Publication Date: 08/31/2007 Revision Date: 12/19/2007 Product Type: Case (Library) HBS Number: 9-808-025 Geographic Setting: Africa; India; United Kingdom; United States Industry Setting: Consumer products Number of Employees: 350,000 Gross Revenues: $17,470,000,000 Revenues (1977) Event Year Start: 1945 Event Year End: 1979 Subjects: Business history; Compliance; Consumer goods; Corporate reorganization; Foreign subsidiaries; Globalization; International management; Laws & regulations; Strategic management Academic Discipline: Competitive strategy Product Description: Explores the opportunities and threats to Unilever’s global business in 1978 based on the commercial and political challenges faced by three of its subsidiaries, Lever Brothers in the United States, Hindustan Lever in India, and United Africa Company in West Africa. Management faced several problems: criticism of multinational companies, anti-trust legislation, expropriations, and rising competition from international and local rivals. Focuses on developing a new global strategy for a company that placed a premium on a consensual management style and local autonomy.
10. United Way of America Author(s): Assenza, Pauline; Eisner, Alan B.; Barrera, Luz Case Number: DLE5010 Publication Date: 2007 Revision Date: N/A Event Year Start: 2002 Event Year End: 2007 Geographic Setting: U.S. Industry Setting: Non-profit Courses: Business; Management and Organization; Strategic Management Course Sequence: Internal Analysis; Business-level Strategy; External Environment; Strategy Concept; Organizational Design; Intellectual Assets; Strategic Control & Governance; Strategic Leadership Subjects: Business Policy; Competitive Strategy; Asset Analysis; Governance; Corporate Culture; Industry Analysis Supplements: Teaching Note; PowerPoint Notes; Online Web Links; Excel Description: Brian Gallagher, United Way of America CEO, established new membership standards for United Way affiliates’ operations, re-branded United Way as doing “what matters” in the communities it served and addressing the long-term needs of communities. Gallagher‘s needed to convince the United Way affiliates buy into the change effort without having much leverage over them.
37. UPS/FedEx Package Wars Author(s): Assenza, Pauline; Eisner, Alan B. Description: Global competition, just-in-time inventory control, mass customization manufacturing, increasing technology and information needs, expanded trade opportunities, and increased customer expectations had all exerted pressure on the small package industry, causing organizations such as UPS, FedEx and DHL to make significant adjustments to their business and corporate strategies, so much so that it was difficult to categorize the industry. Other players such as TNT, CNF and Exel were emerging all over the world from previously separate niches to compete in the arena of transportation services, which included not only the expedited delivery of mail-type documents and small parcels, but air and ground medium and large package freight, less-than-full truckload (LTL) consolidation, freight forwarding and customs brokerage services, logistics and supply chain management, warehousing and distribution and even contracted repair services. Small niche-focused companies like Ensenda were emerging to handle specialized customer needs such as last mile delivery solutions. In order to compete, major players had to consider many factors before making strategic decisions. Firms that had been successful seemed to have considered the opportunities available outside their traditional strategic groups. In an increasingly accelerated consolidation and acquisition environment, innovation along the industry value chain appeared to be critical. Where would the industry end up, and who would survive and prosper? In 2005, UPS CEO Mike Eskew pondered these issues as he underscored the need to transform to compete in an increasingly heated global economy. This case has a wealth of information for industry external environmental analysis and therefore makes for a great in-class discussion or written assignment case. Publication Date: 2005 Revision Date: N/A Event Year Start: 2001 Event Year End Source: Dess-Lumpkin-Eisner
37. UPS/FedEx Package Wars Author(s): Assenza, Pauline; Eisner, Alan B. Description: Global competition, just-in-time inventory control, mass customization manufacturing, increasing technology and information needs, expanded trade opportunities, and increased customer expectations had all exerted pressure on the small package industry, causing organizations such as UPS, FedEx and DHL to make significant adjustments to their business and corporate strategies, so much so that it was difficult to categorize the industry. Other players such as TNT, CNF and Exel were emerging all over the world from previously separate niches to compete in the arena of transportation services, which included not only the expedited delivery of mail-type documents and small parcels, but air and ground medium and large package freight, less-than-full truckload (LTL) consolidation, freight forwarding and customs brokerage services, logistics and supply chain management, warehousing and distribution and even contracted repair services. Small niche-focused companies like Ensenda were emerging to handle specialized customer needs such as last mile delivery solutions. In order to compete, major players had to consider many factors before making strategic decisions. Firms that had been successful seemed to have considered the opportunities available outside their traditional strategic groups. In an increasingly accelerated consolidation and acquisition environment, innovation along the industry value chain appeared to be critical. Where would the industry end up, and who would survive and prosper? In 2005, UPS CEO Mike Eskew pondered these issues as he underscored the need to transform to compete in an increasingly heated global economy. This case has a wealth of information for industry external environmental analysis and therefore makes for a great in-class discussion or written assignment case. Publication Date: 2005 Revision Date: N/A Event Year Start: 2001 Event Year End Source: Dess-Lumpkin-Eisner
Case Don M. Parks, Ivar H. NoerThis case describes the current situation on an industry-wide basis by addressing five major issues: regulatory environment, competitors and markets, industry characteristics, recent developments in the industry, and opportunities in foreign markets. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994. Courses: Business Policy/Strategy Topics:
Case A: 1978-1988 Nancy Donahue, Pankaj GhemawatDescribes the evolution of the airline industry in the first decade after deregulation (1978-1988). Looks at the primary areas of operation in which managers can effect change. The basic teaching objective is to cover industry structure with emphasis on competitive advantage, commitment, and sustainability. May be used with U.S. Airline Industry — 1978-1988 (B). Source: Harvard Business School. Copyright 1989. Revised June 28,1990. Courses: Business and Society; Business Policy/Strategy Topics:
Case B: 1978-1988 Nancy Donahue, Pankaj GhemawatExamines the airline industry’s primary competitors (Texas Air, United, American, Delta, Northwest, TWA, USAir, and Pan Am) and traces their strategic moves in the areas of planes, people, routes, and marketing. Provides a follow-up to U.S. Airline Industry—1978-88 (A). Source: Harvard Business School. Copyright 1989, Revised June 28, 1990. Courses: Business and Society; Business Policy/Strategy
Case Ghemawat, Pankaj; Donohue, Nancy Describes the evolution of the airline industry in the first decade after deregulation (1978-88). Looks at the primary areas of operation in which managers can effect change (planes, people, routes, marketing). The basic teaching objective is to cover industry structure with emphasis on competitive advantage, commitment, and sustainability. May be used with U.S. Airline Industry—1978-88 (B). HBS Number: 9-390-025 Type: Case (Library) Publication Date: 8/31/1989 Revision Date: 12/18/1997 Geographic Setting: United States Industry Setting: airline industry Event Year Start: 1978 Event Year End: 1988 Subjects: Airlines; Competitive decision making; Corporate strategy; Decision analysis; Deregulation; Government & business Supplementary Materials: Teaching Note, (5-390-169), 15p, by Pankaj Ghemawat
Case Ghemawat, Pankaj; Donohue, Nancy Examines the airline industry’s primary competitors (Texas Air, United, American, Delta, Northwest, TWA, USAir, and Pan Am) and traces their strategic moves in the areas of planes, people, routes, and marketing. Teaching/learning emphasis is on finding out who wins, who loses, and why. Provides a follow-up to U.S. Airline Industry—1978-88 (A). HBS Number: 9-390-026 Type: Case (Library) Publication Date: 8/31/1989 Revision Date: 12/11/1997 Geographic Setting: United States Industry Setting: airline industry Event Year Start: 1978 Event Year End: 1988 Subjects: Airlines; Competitive decision making; Corporate strategy; Decision analysis; Deregulation; Government & business Supplementary Materials: Teaching Note, (5-390-169), 15p, by Pankaj Ghemawat
Case Author(s): McGahan, Anita; Kou, Julia Publication Date: 03/15/1995 Revision Date: 10/17/1995 Product Type: Case (Library) Product Description: Describes the economic logic leading to the deregulation of the American airline industry in 1978, and subsequent competitive developments. The roles of computerized reservation systems, airport hubs, route strategies, and fleet management are raised as unanticipated tactical responses. The decision focus of the case emphasizes the prospect of regulation. Teaching Purpose: Taught early in an advanced course in strategy, this case is designed to illustrate the connections between industry evolution and the opportunities available to firms as they seek to develop competitive advantage. A rewritten version of an earlier case. HBS Number: 9-795-113 Geographic Setting: United States Industry Setting: airlines Event Year Start: 1995 Event Year End: 1995 Subjects: Airlines; Capacity analysis; Competition; Game theory; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-799-023), 29p, by Anita McGahan
Teaching Note For use with 9-795-113 HBS Number: 5-799-023 Subjects: Airlines; Capacity analysis; Competition; Game theory; Industry analysis; Strategy formulation
Case Lodge, George C.; Reavis, Cate Describes the dilemma Martin Kamarck faced as president of the Export-Import Bank in whether to provide U.S. companies financing for China’s Three Gorges Dam project. HBS Number: 9-900-017 Type: Case (Library) Publication Date: 5/9/2000 Revision Date: 7/21/2000 Geographic Setting: United States/China Industry Setting: banking Event Year Start: 1996 Event Year End: 1996 Subjects: Banking; Business government relations; China; Government agencies; Government policy; Infrastructure; Politics; Project finance Supplementary Materials: Supplement (Library), (9-900-018), 2p, by George C. Lodge, Cate Reavis
Teaching Note For use with 9-900-018 HBS Number: 5-901-053 Subjects: Banking; Business government relations; China; Economic infrastructure; Government agencies; Government policy; Politics; Project finance
Case Author(s): Mason, Scott P. Publication Date: 06/20/1985 Revision Date: 08/02/1994 Product Type: Note Product Description: Concerns U.S. Government Debt Market and various conventions used to depict the structure of interest rates. HBS Number: 9-285-186 Subjects: Bonds; Federal government; Interest rates Academic Discipline: Finance
Case Author(s): Pill, Huw Publication Date: 05/01/2001 Revision Date: 02/25/2002 Product Type: Case (Pub Mat) Product Description: Presents four views of U.S. macroeconomic developments in the late 1990s—those of an HBS professor, the Federal Reserve, the Clinton administration, and President George Bush. Develops the implications of the new economy--technological and organizational change--for business and discusses the important issues for the conduct of macroeconomic policy that these phenomena raise. Teaching Purpose: Highlights the uncertainties facing macroeconomic policies in a changing business environment, the difficulty in formulating policies in these circumstances, and the possibility of policy errors, with implications for business decisions. HBS Number: 9-701-113 Geographic Setting: United States Industry Setting: government Event Year Start: 2001 Event Year End: 2001 Subjects: Fiscal policy; Macroeconomics; Monetary policy; New economy; Productivity Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-702-066), 16p, by Huw Pill
Case Cool, Karel; Paranikas, Petros This (A) case of the U.S. Publishing Industry in 2001 series provides an extensive overview of the publishing industry in the U.S. at the beginning of 2001, including a look at the industry value chain and a review of major publishing companies. The industry had just come through a period of massive consolidation and now the Internet is opening up a host of new publishing opportunities. This is essential background for the (B) case and contains ample material for a full class-period industry and competitive analysis. Publication Date: 2004 Geographic Setting: U.S. Industry Setting: Publishing Event Year Start: 2001 Event Year End: 2001 Courses: Business Policy Course Sequence: Business Strategy Subjects: Business Policy; Industry Analysis Supplementary Material: Teaching Note
Case Cool, Karel; Paranikas, Petros The (B) case describes the e-initiatives and strategies of established publishers and new entrants to the publishing industry. The Internet had opened up many opportunities for publishers, authors, printers, wholesalers, retailers and publishers — all announcing their intentions to participate in electronic publishing in some manner. What kind of e-publishing strategy would seem to make the most sense? Publication Date: 2004 Geographic Setting: U.S. Industry Setting: Publishing Event Year Start: 2001 Event Year End: 2001 Courses: Business Policy Course Sequence: Business Strategy; e-Commerce Subjects: Business Policy; Electronic Commerce Supplementary Material: Teaching Note
Article Author(s): Wagner, Stephen; Dittmar, Lee Publication Date: 04/01/2006 Product Type: Harvard Business Review Article HBS Number: R0604J Industry Setting: Beverage industry; Consumer products; Employment agencies; Information services; Investment banking; Online information services; Petroleum industry Subjects: Auditing; CFO; Codes of ethics; Complexity; Corporate culture; Corporate governance; Corporate responsibility; Financial reporting; Internal controls; Legal aspects of business; Mergers & Acquisitions; Processes; Sarbanes-Oxley Act; Standardization; Value creation Academic Discipline: General management Product Description: In the wake of a series of gross corporate abuses around the turn of the century, Congress passed Sarbanes-Oxley, which was intended to make corporate governance more rigorous, financial practices more transparent, and management criminally liable for lapses. The first year of implementation was costly and onerous, far more so than companies had been led to expect. In the view of a few open-minded firms, however, the second year of compliance turned out to be not only less costly and less onerous (as doing something for the second time usually turns out to be), but a source of valuable insights into operations, which management has translated into improved efficiencies and cost savings. The areas of improvement go well beyond technical statutory compliance. They include a strengthened control environment; more reliable documentation; increased audit committee involvement; better, less burdensome compliance with other statutory regimes; more standardized processes for IT and other functions; reduced complexity of organizational processes; better internal controls within partner companies; and more effective use of both automated and manual controls. The result is not only shareholder protection, the official purpose of the act, but also enhanced shareholder value. Source: Harvard
Case Claire J. Anderson, Caroline H. FisherThe 50-year-old New Orleans Symphony Orchestra had a history of financial shortfalls, often reacting by shortening the season and appealing to the community for support. This time, the crisis came much earlier in the season. The board met to decide the future of the city’s major orchestra. Source: North American Case Research Association, Case Research Journal, Fall 1992, Vol. 12, Issue 3. Copyright 1992. Courses: Business Policy/Strategy; Management; Not-for-Profit Topics:
Case DeLong, Thomas J. On November 3, 1986, after a three-hour board of directors meeting, Union Carbide decided to accept First Boston’s proposal to embark on a $2.5 billion recapitalization program. Jameson and his associates‘ efforts had paid off. Jameson had reason to be excited: He had changed a weak relationship between First Boston and Union Carbide into one that would generate tens of millions of dollars in revenues for his firm. In the highly competitive world of investment banking, it was a particularly sweet victory, since First Boston had won the business from Union Carbide's traditional banker, Morgan Stanley. Teaching Purpose: Emphasizes the key variables in creating and maintaining long-term relationships in professional service firms. A rewritten version of an earlier case for courses in service management. HBS Number: 9-897-201 Type: Case (Field) Publication Date: 6/12/1997 Revision Date: 3/26/1999 Geographic Setting: New York, NY Industry Setting: investment banking Event Year Start: 1986 Event Year End: 1986 Subjects: Capital structure; Financial strategy; Investment banking; Organizational behavior; Restructuring; Service management
Case Palepu, Krishna G.; Hutton, Amy P. In August 1995, the Upjohn Co. and Pharmacia AB announced that they were forming a "merger of equals." This case provides background information on the industry, the position of Upjohn, and Upjohn’s rationale for the proposed merger. Students are asked to use information in the merger prospectus and Upjohn‘s annual report to evaluate the strategic merits of the merger, its financial terms, and its accounting consequences. Teaching Purpose: Meant to be used as an application of financial statement analysis skills to mergers and acquisitions. HBS Number: 9-197-034 Type: Case (Library) Publication Date: 10/21/1996 Revision Date: 2/28/1997 Geographic Setting: United States/Sweden Industry Setting: pharmaceuticals Gross Revenues: $7 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Acquisitions; Financial analysis; Mergers; Pharmaceuticals; Scandinavia; Valuation
Case Ghemawat, Pankaj; Garell, Scott B. This two-part case series describes how the option of launching USA Today was defined and evaluated by the Gannett Corp. This case supports a broad discussion of whether the concept of a national, general interest daily fits with the changing external environment and Gannett’s internal resources and capabilities; it also allows specific analysis of the economics of the proposed venture. HBS Number: 9-792-030 Type: Case (Library) Publication Date: 9/20/1991 Revision Date: 12/11/1991 Geographic Setting: United States Industry Setting: newspaper publishing Company Size: Fortune 500 Gross Revenues: $1.2 billion revenues Event Year Start: 1980 Event Year End: 1981 Subjects: Newspapers; Product development; Product introduction; Securities analysis; Strategy formulation Supplementary Materials: Supplement (Library), (9-792-031), 2p, by Pankaj Ghemawat, Scott B. Garell; Case Video, (9-792-516), 13 min, by Pankaj Ghemawat
Case Author(s): Gavetti, Giovanni; Rivkin, Jan W. Publication Date: 02/04/2003 Revision Date: 02/28/2006 Product Type: Note Product Description: Examines how managers use, and sometimes misuse, analogical reasoning as they formulate their strategies. Suggests a process that managers can employ to use analogies productivity. HBS Number: 9-703-429 Subjects: Entrepreneurship; Management communication; Strategy formulation Academic Discipline: Competitive strategy
Article Publication Date: 03/01/2006 Product Type: Harvard Management Update Article Product Description: How much faith should you put in statistics? Not much, unless you know how to make effective use of the facts. Making the calculations is not the hard part — 95% of a manager’s work with statistics is spent on determining which calculations to make and interpreting the results. Here are five incisive guidelines to help ensure that you can rely on the numbers. HBS Number: U0603C Subjects: Decision analysis; Statistical analysis; Statistical methods Academic Discipline: General management
Article Publication Date: 05/01/2000 Product Type: Harvard Management Update Article Product Description: How good are those numbers you’re looking at, anyway? Don‘t rely on statistical analysis unless you know the pitfalls. This article offers guidelines for the effective use of statistics, derived in part from Frances Frei, an assistant professor at Harvard Business School who teaches two-day statistics seminars to corporate managers. HBS Number: U0005C Subjects: Statistical analysis; Statistical methods Academic Discipline: General management
Case Dyck, Alexander For decades after the revolution of 1917, Communist Party leaders claimed that the socialist economic system was superior to the capitalist system on both moral and economic grounds. By 1985, when Mikhail Gorbachev became general secre HBS Number: 9-795-060 Type: Case (Library) Publication Date: 12/20/1994 Revision Date: 7/1/1996 Geographic Setting: USSR Event Year Start: 1917 Event Year End: 1988 Subjects: Centralization; MIS; USSR Supplementary Materials: Teaching Note, (5-796-037), 18p, by Alexander Dyck
Case Author(s): Eaker, Mark R.; Rubenstein, Faith Darden ID: UVA-BP-0379 Published: 4/4/1997 Copyright Year: 1997 Subject Area: Operations Management Keywords: trade policy, economic political economy, international diversity alternative business issue setting, cross-cultural culture Teaching Note: UVA-BP-0379TN Abstract: This case is a vehicle for examining trade restrictions and U.S. economic policy. It specifically deals with the Helms-Burton Act, which extended U.S. sanctions against Cuba. The connection between trade policy and domestic politics is highlighted, fostering a discussion of trade-offs versus economic efficiency.
Case Author(s): Eaker, Mark R.; Rubenstein, Faith Darden ID: UVA-BP-0379 Published: 4/4/1997 Copyright Year: 1997 Subject Area: Operations Management Keywords: trade policy, economic political economy, international diversity alternative business issue setting, cross-cultural culture Teaching Note: UVA-BP-0379TN Abstract: This case is a vehicle for examining trade restrictions and U.S. economic policy. It specifically deals with the Helms-Burton Act, which extended U.S. sanctions against Cuba. The connection between trade policy and domestic politics is highlighted, fostering a discussion of trade-offs versus economic efficiency.
Case Author(s): Rangan, V. Kasturi; Sinha, Jay Publication Date: 03/02/1999 Revision Date: 06/17/2004 Product Type: Case (Library) Product Description: Raises the issue of customer definition in economic development. Because of the multiple stakeholders and their varying interests, understanding where and how value is created is critical to understanding the customer. Teaching Purpose: The role of marketing in economic development. HBS Number: 9-599-090 Geographic Setting: United States and Africa Industry Setting: environmental protection Event Year Start: 1997 Event Year End: 1997 Subjects: Africa; Economic development; Environmental protection; Market definition; Nonprofit marketing Academic Discipline: Business & government
Teaching Note For use with 9-390-025 HBS Number: 5-390-169 Subjects: Airlines; Business government relations; Competitive decision making; Corporate strategy; Decision analysis; Deregulation
Teaching Note For use with 9-390-026 HBS Number: 5-390-169 Subjects: Airlines; Business government relations; Competitive decision making; Corporate strategy; Decision analysis; Deregulation
Case Author(s): Eaker, Mark; Rubenstein, Faith J. Publication Date: 04/04/1997 Product Type: Case (Field) HBS Number: UV0957 Geographic Setting: Cuba; United States Event Year Start: 1996 Event Year End: 1996 Subjects: Cross cultural relations; Diversity; Economic policy; Economies; Trade policy Academic Discipline: Business & government Supplementary Materials: Teaching Note, (UV0958), 4p, by Mark Eaker Product Description: This case is a vehicle for examining trade restrictions and U.S. economic policy. It specifically deals with the Helms-Burton Act, which extended U.S. sanctions against Cuba. The connection between trade policy and domestic politics is highlighted, fostering a discussion of trade-offs versus economic efficiency.
Case Author(s): Pozen, Robert C.; Hirsch, Jordan Publication Date: 08/04/2008 Revision Date: 05/28/2009 Product Type: Note HBS Number: 309021 Geographic Setting: United States Event Year Start: 2008 Event Year End: 2008 Subjects: EU; Government & business; Laws & regulations; Trademarks Academic Discipline: General management Product Description: Rules governing trademark protection in the U.S. and the EU differ substantially. This note describes the primary differences and their implications.
Case Author(s): Pozen, Robert C.; Hirsch, Jordan Publication Date: 08/04/2008 Revision Date: 05/28/2009 Product Type: Note HBS Number: 309021 Geographic Setting: United States Event Year Start: 2008 Event Year End: 2008 Subjects: EU; Government & business; Laws & regulations; Trademarks Academic Discipline: General management Product Description: Rules governing trademark protection in the U.S. and the EU differ substantially. This note describes the primary differences and their implications.
Case Author(s): Lal, Rajiv; Coleman, Laura Publication Date: 05/05/2004 Revision Date: 04/14/2005 Product Type: Color Case HBS Number: 504038 Geographic Setting: District of Columbia Industry Setting: Military Event Year Start: 2000 Event Year End: 2000 Subjects: Advertising; Communication; Marketing mixes; Recruitment Academic Discipline: Marketing Product Description: After three months of close collaboration, the Leo Burnett USA/Worldwide agency and partner Cartel and Images advertising/creative team were poised to unveil to senior Army officials at the Pentagon their replacement to the “Be All You Can Be” campaign to help increase lagging recruitment.
Case Author(s): Lal, Rajiv; Coleman, Laura Publication Date: 05/05/2004 Revision Date: 04/14/2005 Product Type: Color Case Product Description: After three months of close collaboration, the Leo Burnett USA/Worldwide agency and partners Cartel and Images advertising/creative team were poised to unveil to senior Army officials at the Pentagon their replacement to the “Be All You Can Be” campaign to help increase lagging recruitment. Teaching Purpose: To dig deep into the decision-making process and identify the appropriate market mix element to influence the process. HBS Number: 9-504-038 Geographic Setting: Washington, D.C.Industry Setting: military Event Year Start: 2000Event Year End: 2000 Subjects: Advertising; Communication; Marketing mixes; Recruitment Academic Discipline: Marketing
Case Salter, Malcolm S.; Kokuryo, Jiro Asks students to prepare a capacity utilization scenario for the U.S. auto industry in 1992 and to propose proper courses of action for Ford and General Motors in the face of globalizing competition. The subject is "corporate strategy in an overcapacitized world." Rewritten version of earlier case. HBS Number: 9-391-001 Type: Case (Library) Publication Date: 7/6/90 Revision Date: 8/3/94 Geographic Setting: United States Industry Setting: auto industry Event Year Start: 1990 Event Year End: 1990 Subjects: Automobiles; Corporate strategy; Industry analysis Supplementary Materials: Supplement (Library), (9-391-002), 10p, by Malcolm S. Salter, Jiro Kokuryo
Case Author(s): Al-Najjar, Nabil; Pardasani, Neil Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL200 Geographic Setting: United States Industry Setting: Automotive industry Subjects: Consolidations; Economics; Economies of scale; Strategy Academic Discipline: Competitive strategy Product Description: Demand in some markets displays a strong taste for variety. This means that the markets consist of small niches, each with a strong preference for a distinct version of the basic product. Examples include markets with strong local character (local video stores, dry cleaning, etc.), products appealing to specialized tastes (microbrewed beer, specialty restaurants, etc.), and markets for entertainment content. Car retailing falls into this category because demand is fundamentally local in nature. A key strategy in such an industry is consolidation. Studies attempts at consolidating automobile retailing, emphasizing their pitfalls, and showing that they were based on overly optimistic assessments of the potential economies of scale and creation of customer value. Must be used with: (KEL201) U.S. Automotive Retailing: 1995-2002 (B); (KEL202) U.S. Automotive Retailing: 1995-2002 (C).
Case Author(s): Al-Najjar, Nabil; Pardasani, Neil Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL201 Geographic Setting: United States Industry Setting: Automotive industry Subjects: Consolidations; Economics; Economies of scale; Strategy Academic Discipline: Competitive strategy Product Description: Demand in some markets displays a strong taste for variety. This means that the markets consist of small niches, each with a strong preference for a distinct version of the basic product. Examples include markets with strong local character (local video stores, dry cleaning, etc.), products appealing to specialized tastes (microbrewed beer, specialty restaurants, etc.), and markets for entertainment content. Car retailing falls into this category because demand is fundamentally local in nature. A key strategy in such an industry is consolidation. Studies attempts at consolidating automobile retailing, emphasizing their pitfalls, and showing that they were based on overly optimistic assessments of the potential economies of scale and creation of customer value. Must be used with: (KEL200) U.S. Automotive Retailing: 1995-2002 (A); (KEL202) U.S. Automotive Retailing: 1995-2002 (C).
Case Author(s): Al-Najjar, Nabil; Pardasani, Neil Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL202 Geographic Setting: United States Industry Setting: Automotive industry Subjects: Consolidations; Economics; Economies of scale; Strategy Academic Discipline: Competitive strategy Product Description: Demand in some markets displays a strong taste for variety. This means that the markets consist of small niches, each with a strong preference for a distinct version of the basic product. Examples include markets with strong local character (local video stores, dry cleaning, etc.), products appealing to specialized tastes (microbrewed beer, specialty restaurants, etc.), and markets for entertainment content. Car retailing falls into this category because demand is fundamentally local in nature. A key strategy in such an industry is consolidation. Studies attempts at consolidating automobile retailing, emphasizing their pitfalls, and showing that they were based on overly optimistic assessments of the potential economies of scale and creation of customer value. Must be used with: (KEL200) U.S. Automotive Retailing: 1995-2002 (A); (KEL201) U.S. Automotive Retailing: 1995-2002 (B).
Case Mason, Scott P.; Lawrence, Elizabeth R. A vice president of the U.S. Bank of Washington, a subsidiary of U.S. Bancorp, is asked to review a $6.5 million loan request from the Redhook Ale Brewery, a Seattle-based microbrewery. The case provides an understanding of the U.S. commercial banking industry and the role of a loan officer, and asks the student to assess a proposed loan. Provides an opportunity for financial statement and cash flow analysis. HBS Number: 9-292-057 Type: Case (Library) Publication Date: 12/13/1991 Revision Date: 11/22/1993 Geographic Setting: Seattle, WA Industry Setting: banking Event Year Start: 1990 Event Year End: 1990 Subjects: Cash flow; Commercial banking; Financing; Loan evaluation Supplementary Materials: Teaching Note, (5-298-021), 13p, by W. Carl Kester
Case Author(s): Rotemberg, Julio J.; Ciminero, Sabina Publication Date: 01/11/1999 Revision Date: 01/23/2008 Product Type: Case (Library) HBS Number: 9-799-077 Geographic Setting: United States Industry Setting: Banking industry Event Year Start: 1850 Event Year End: 1933 Subjects: Banking; Business government relations; Business history; Insurance; Legislation Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-701-005), 17p, by Julio J. Rotemberg Product Description: After highlighting some key developments in the banking history of the United States, the case illustrates the Banking Panic of 1933 and the way in which Franklin D. Roosevelt dealt with it at the beginning of his presidency. Describes the main components of banking reform bills that members of Congress proposed in April 1933. Deposit insurance figured prominently in these bills, and the case summarizes the contemporary debate surrounding this proposed insurance.
Case Author(s): Rotemberg, Julio J.; Ciminero, Sabina Publication Date: 01/11/1999 Revision Date: 01/23/2008 Product Type: Case (Library) HBS Number: 9-799-077 Geographic Setting: United States Industry Setting: Banking industry Event Year Start: 1850 Event Year End: 1933 Subjects: Banking; Business government relations; Business history; Insurance; Legislation Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-701-005), 17p, by Julio J. Rotemberg Product Description: After highlighting some key developments in the banking history of the United States, the case illustrates the Banking Panic of 1933 and the way in which Franklin D. Roosevelt dealt with it at the beginning of his presidency. Describes the main components of banking reform bills that members of Congress proposed in April 1933. Deposit insurance figured prominently in these bills, and the case summarizes the contemporary debate surrounding this proposed insurance.
Case Author(s): Rotemberg, Julio J.; Ciminero, Sabina Publication Date: 01/11/1999 Revision Date: 01/23/2008 Product Type: Case (Library) HBS Number: 9-799-077 Geographic Setting: United States Industry Setting: Banking industry Event Year Start: 1850 Event Year End: 1933 Subjects: Banking; Business government relations; Business history; Insurance; Legislation Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-701-005), 17p, by Julio J. Rotemberg Product Description: After highlighting some key developments in the banking history of the United States, the case illustrates the Banking Panic of 1933 and the way in which Franklin D. Roosevelt dealt with it at the beginning of his presidency. Describes the main components of banking reform bills that members of Congress proposed in April 1933. Deposit insurance figured prominently in these bills, and the case summarizes the contemporary debate surrounding this proposed insurance.
Note Author(s): Douglas N. Ross, Towson University, David L. Entin, Entremed, Inc., and Douglas M. Sanford, Jr., Towson University Description: Introduces the management challenges involved in the biotech industry, one of the fastest-growing, most research-intensive industries in the U.S. The case describes the strategies that various firms use, the history and nature of biotech technology, the cost and challenge of obtaining government approval for new drugs, the role of capital markets in financing, intellectual property, and ethical issues. Publication Date: 2006 Geographic Setting: U.S. Industry Setting: Biotech Event Year Start: 2000 Event Year End: 2004 Courses: Business policy Subjects: Corporate strategy in turbulent environments, Intellectual property strategy
Case Author(s): Cross, Tom Darden ID: UVA-OM-1212 Published: 11/17/2005 Copyright Year: 2005 Subject Area: Operations Management Keywords: federal programs, nuclear energy programs, U.S. Congressional appropriations Abstract: This note provides a guide to the U.S. Congress budget and appropriations process from the perspective of the nuclear energy industry.
Case Author(s): Cross, Tom Darden ID: UVA-OM-1213 Published: 11/17/2005 Copyright Year: 2005 Subject Area: Operations Management Keywords: U.S. Congressional committees for , nuclear power plants Abstract: This note provides a road map to U.S. Congressional committees that are of most interest to nuclear power plant operators. The names of the 2005 committee members are given, along with notes on their postions on nuclear energy.
Case Author(s): Al-Najjar, Nabil I.; Malik, Ali Publication Date: 01/01/2005 Product Type: Case (Field) HBS Number: KEL152 Geographic Setting: United States Industry Setting: Credit card Subjects: Competitive advantage; Economics; Selection bias; Strategy Academic Discipline: Competitive strategy Product Description: Studies the U.S. credit card industry in the late 1990s and early 2000s. After an industry background review, a discussion of generic strategies follows in which strategies, like product proliferation and cost improvements, are achieved through superior IT. These strategies are exemplified using the leading players in the industry. On the other hand, these strategies are easily imitable, the basic product is standardized, and the industry is highly fragmented. What accounts then for the exceptional level of profitability enjoyed by this industry?
Case Author(s): Alfaro, Laura; Di Tella, Rafael; Vogel, Ingrid Publication Date: 07/06/2005 Revision Date: 11/27/2007 Product Type: Case (Library) HBS Number: 9-706-002 Geographic Setting: United States Event Year Start: 2005 Event Year End: 2005 Subjects: Balance of payments; International business; Macroeconomics; World economy Academic Discipline: Business & government Supplementary Materials: Supplement (Spreadsheet), (9-706-701), 0p, by Laura Alfaro, Rafael Di Tella, Ingrid Vogel; Teaching Note, (5-706-008), 30p, by Laura Alfaro, Rafael Di Tella, Ingrid Vogel Product Description: Investors and policymakers throughout the world were confronted with the risk of painful economic consequences arising from the large and growing U.S. current account deficit. In 2005, the U.S. current account deficit was almost $800 billion, equivalent to 6.3% of GDP, and showed no signs of abating. The implications of the widening deficit were debated with intensity. At one extreme, it was argued that large deficits would eventually resolve themselves smoothly, even if they persisted for many more years. Former Federal Reserve Chairman Alan Greenspan was among those expecting a “benign resolution to the U.S. current account imbalance.” Other analysts, such as economists at the World Bank, believed the large deficits raised the risk of a sharp and disorderly fall of the dollar and that necessary macroeconomic adjustment that could be painful, for the United States as well as for the rest of the world. Despite the ongoing deficits, the gap between foreign holdings of U.S. assets and U.S. holdings of foreign assets was actually slightly improving. After widening to unprecedented levels — from 5% of GDP in 1997 to 23% of GDP in 2001 — net liabilities fell to 20% of GDP in 2005. The improvement was explained by dollar devaluation and the appreciation of U.S.-owned Source: Harvard
Case Author(s): Alfaro, Laura; Di Tella, Rafael; Vogel, Ingrid Publication Date: 07/06/2005 Revision Date: 11/27/2007 Product Type: Case (Library) HBS Number: 9-706-002 Geographic Setting: United States Event Year Start: 2005 Event Year End: 2005 Subjects: Balance of payments; International business; Macroeconomics; World economy Academic Discipline: Business & government Supplementary Materials: Supplement (Spreadsheet), (9-706-701), 0p, by Laura Alfaro, Rafael Di Tella, Ingrid Vogel; Teaching Note, (5-706-008), 30p, by Laura Alfaro, Rafael Di Tella, Ingrid Vogel Product Description: Investors and policymakers throughout the world were confronted with the risk of painful economic consequences arising from the large and growing U.S. current account deficit. In 2005, the U.S. current account deficit was almost $800 billion, equivalent to 6.3% of GDP, and showed no signs of abating. The implications of the widening deficit were debated with intensity. At one extreme, it was argued that large deficits would eventually resolve themselves smoothly, even if they persisted for many more years. Former Federal Reserve Chairman Alan Greenspan was among those expecting a “benign resolution to the U.S. current account imbalance.” Other analysts, such as economists at the World Bank, believed the large deficits raised the risk of a sharp and disorderly fall of the dollar and that necessary macroeconomic adjustment that could be painful, for the United States as well as for the rest of the world. Despite the ongoing deficits, the gap between foreign holdings of U.S. assets and U.S. holdings of foreign assets was actually slightly improving. After widening to unprecedented levels — from 5% of GDP in 1997 to 23% of GDP in 2001 — net liabilities fell to 20% of GDP in 2005. The improvement was explained by dollar devaluation and the appreciation of U.S.-owned Source: Harvard
Case Author(s): Alfaro, Laura; Di Tella, Rafael; Vogel, Ingrid Publication Date: 07/06/2005 Revision Date: 11/27/2007 Product Type: Case (Library) HBS Number: 9-706-002 Geographic Setting: United States Event Year Start: 2005 Event Year End: 2005 Subjects: Balance of payments; International business; Macroeconomics; World economy Academic Discipline: Business & government Supplementary Materials: Supplement (Spreadsheet), (9-706-701), 0p, by Laura Alfaro, Rafael Di Tella, Ingrid Vogel; Teaching Note, (5-706-008), 30p, by Laura Alfaro, Rafael Di Tella, Ingrid Vogel Product Description: Investors and policymakers throughout the world were confronted with the risk of painful economic consequences arising from the large and growing U.S. current account deficit. In 2005, the U.S. current account deficit was almost $800 billion, equivalent to 6.3% of GDP, and showed no signs of abating. The implications of the widening deficit were debated with intensity. At one extreme, it was argued that large deficits would eventually resolve themselves smoothly, even if they persisted for many more years. Former Federal Reserve Chairman Alan Greenspan was among those expecting a “benign resolution to the U.S. current account imbalance.” Other analysts, such as economists at the World Bank, believed the large deficits raised the risk of a sharp and disorderly fall of the dollar and that necessary macroeconomic adjustment that could be painful, for the United States as well as for the rest of the world. Despite the ongoing deficits, the gap between foreign holdings of U.S. assets and U.S. holdings of foreign assets was actually slightly improving. After widening to unprecedented levels — from 5% of GDP in 1997 to 23% of GDP in 2001 — net liabilities fell to 20% of GDP in 2005. The improvement was explained by dollar devaluation and the appreciation of U.S.-owned Source: Harvard
Case Author(s): Barrett, Diana; McCarthy, Sheila Publication Date: 05/10/2002 Revision Date: 07/16/2002 Product Type: Note Product Description: Explores the area of education and ways in which corporations have played a role in its improvement. Not intended to cover all examples of corporate involvement but, instead, to provide a sense of the range of ways that corporations have become involved, either philanthropically or as a business endeavor, with the educational sector. Describes the U.S. educational system and focuses on some of the key reforms that have been implemented over the course of the past several decades. These reforms have ranged from establishing standards to increasing testing and accountability to experimenting with school structure to improving teaching quality to enhancing the curriculum to introducing technology and e-learning. Pays special attention to the role of corporations and the business community in these reform efforts. HBS Number: 9-302-087 Subjects: Business & society; Education; Nonprofit organizations; Public sector; Social enterprise; Social issues Academic Discipline: Social enterprise & ethics
Teaching Note For use with 9-900-017 HBS Number: 5-901-053 Subjects: Banking; Business government relations; China; Economic infrastructure; Government agencies; Government policy; Politics; Project finance
Case Author(s): Feddersen, Timothy; Torgerson, Senoe Publication Date: 01/01/2007 Product Type: Case (Field) HBS Number: KEL342 Subjects: Economics; Global business; Government; Nonprofits; Values Academic Discipline: Business & government Product Description: In October 2005 the Bush administration was considering a dramatic change to the U.S. Food Aid program that would take 25 percent of the budget that would otherwise be used to buy food domestically and instead send direct cash transfers that could be used to buy food in or close to the countries in desperate need. The U.S. Food Aid program traditionally enjoyed support in Congress because it provided support to American farmers, agribusiness, and U.S. shipping interests in addition to nongovernmental organizations such as Catholic Relief Services and CARE. The case considers the proposal from the perspective of four different stakeholders: Cargill, USAid, Catholic Relief Services, and Oxfam. Each must come up with a response to the proposal.
Case Davis, John; Hart, Myra; Peyus, Sharon I. Presents a career dilemma for a husband/wife owner-manager team. Nanci and Len Mackenzie have received an offer for their highly successful entrepreneurial business, U.S. Gas Transportation, Inc. Helps students identify factors that should be considered in a decision about whether to sell one’s company. Nanci and Len are concerned about what the sale might do to their company‘s culture, the careers of their loyal employees, and their own lifestyle. Teaching Purpose: To help students analyze the sale of owner-managed companies and to determine the proper timing of such a sale. HBS Number: 9-800-049 Type: Case (Field) Publication Date: 3/2/2000 Revision Date: 5/15/2000 Geographic Setting: Texas Industry Setting: oil & gas Number of Employees: 20 Gross Revenues: $500 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Family owned businesses; Mergers & acquisitions; Natural gas; Petroleum industry Supplementary Materials: Teaching Note, (5-801-049), 5p, by John Davis, Sharon I. Peyus
Article Phillips, Kevin P. No matter how sharp the disagreements of the 1992 presidential election campaign nor who wins the election, one outcome is certain: in the next administration, the United States will have an industrial policy. Unfortunately, this national industrial policy will be vague, confusing, highly politicized—and frequently ineffective. It will be government intervention driven by special interests rather than by strategic intent. Managers may be better off learning how to live with a haphazard industrial policy in the end--minimizing the negative impacts of such a policy on their own companies and industries. HBS Number: 92409 Type: Harvard Business Review Article Publication Date: 7/1/1992 Subjects: Government policy; Interest groups; Politics; Regulated industries Year New: 1992
Case Author(s): Roberts, Michael J.; Higgins, Robert F. Publication Date: 02/04/2002 Revision Date: 05/10/2004 Product Type: Case (Field) Product Description: Describes the evolution of a start-up venture in the pathology lab segment of the clinical lab business. U.S. Labs goes through a series of business models before running out of cash. The company is in dire need of financing, as its venture capital backers are refusing to put up more capital and its bank is calling its loan. Yet, the CEO is willing to put up his own funding and believes in the company’s future. Teaching Purpose: To understand the evolution of business models, financing services, and economic performance. HBS Number: 9-802-163 Geographic Setting: California Industry Setting: medical Company Size: start-up Number of Employees: 200 Gross Revenues: $5 million revenues Event Year Start: 1998 Event Year End: 2000 Subjects: Business models; Entrepreneurship; Negotiations; Venture capital Academic Discipline: Entrepreneurship
Case Author(s): Rangan, U. Srinivasa; Roche, Jonathan Publication Date: 11/13/2003 Product Type: Case (Field) Publisher: Babson College Product Description: Describes the structure and evolution of the United States home appliance industry between 1986 and 2002. May be used with: (BAB048) Whirlpool Corp., 2002; (BAB047) Maytag Corp. — 2002; (BAB046) General Electric Appliances, 2002. HBS Number: BAB049 Industry Setting: appliances Event Year Start: 1986 Event Year End: 2002 Subjects: Appliances; Competition; Future; Globalization; Growth strategy; Industry analysis; Industry structure; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (BAB546), 21p, by U. Srinivasa Rangan
Teaching Note For use with BAB049 HBS Number: BAB546 Subjects: Appliances; Competition; Future; Globalization; Growth strategy; Industry analysis; Industry structure; Strategy formulation; Strategy implementation
Case Takeuchi, Hirotaka Focuses on the problem of the means by which a manufacturer controls its channel of distribution. U.S. Pioneer’s retail outlets have turned "dissident" and management has to decide what tactics to employ to stop further erosion (short-run) and what long-run distribution channel to pursue. Software for this case is available (9-588-546). HBS Number: 9-579-079 Type: Case (Field) Publication Date: 10/01/1978 Revision Date: 07/15/1991 Geographic Setting: Unspecified Industry Setting: electronics Event Year Start: 1977 Event Year End: 1977 Subjects: Advertising strategy; Control systems; Distribution channels; Electronics; Home entertainment equipment; Retailing; Vertical integration Supplementary Materials: Teaching Note, (5-585-113), 13p, by Robert J. Dolan
Teaching Note For use with 9-579-079 HBS Number: 5-585-113 Subjects: Advertising strategy; Control systems; Distribution channels; Electronics; Home entertainment equipment; Retailing; Vertical integration
Case Author(s): Anderson, Terry; Grewell, J. Bishop Publication Date: 02/01/2001 Revision Date: 10/02/2001 Product Type: Case (Field) Publisher: Stanford University Product Description: Mark Alsentzer never saw himself as an environmentalist. He was a businessman. Alsentzer began investing in the company Earth Care in 1996 because he thought highly of its concept for turning tossed-away plastic into a beneficial product, plastic lumber. The business was in financial trouble at the end of 1996, so Alsentzer took over. Investing in research to speed up the manufacturing process and acquiring other plastic lumber companies helped expand output while increasing product recognition helped improve consumer demand for plastic lumber. Alsentzer counted on this two-pronged strategy to secure the company’s future. Teaching Purpose: To show how to identify and manage problems of production and consumer demand. In addition, it shows how business success and environmental success can go hand in hand when the business opportunity itself and environmental improvement are linked. HBS Number: SM81 Geographic Setting: FloridaIndustry Setting: lumberNumber of Employees: 1,300Gross Revenues: $138 million revenues Event Year Start: 1996Event Year End: 2000 Subjects: Environmental protection; Forest products; Management of change; Market share; Marketing strategy; Organizational development; Strategy implementation Academic Discipline: Operations management
Case Yip, George S.; Williams, Jeffrey R. Set in mid-1978, this case covers all aspects of the U.S. retail coffee market both cross-sectionally and historically. The market is recovering from dramatic price rises and volume drops. The overall issue is the forecast of future market evolution and the implications for the marketing strategy of each major producer. Students have to make explicit 5- and 10-year sales and market share forecasts and draw up BCG-type portfolio matrices. Case is part of a two-day series, beginning with an aggregate view of the entire market and its evolution and narrowing to a view of market strategy for a single brand. May be used with: (9-582-088) U.S. Retail Coffee Market (B); (9-582-089) Brim (A); (9-582-090) Brim (B). HBS Number: 9-582-087 Type: Case (Field) Publication Date: 02/10/1982 Revision Date: 08/01/1985 Geographic Setting: United States Industry Setting: coffee Gross Revenues: $5 billion revenues Event Year Start: 1978 Event Year End: 1981 Subjects: Beverages; Competition; Demographics; Forecasting; Market segmentation; Market structure; Product portfolio management Supplementary Materials: Supplement (Note), (9-583-003), 8p, by George S. Yip; Supplement (Field), (9-583-001), 1p, by George S. Yip, Jeffrey R. Williams; Teaching Note, (5-585-108), 41p, by Robert J. Dolan
Case Author(s): Yip, George S.; Williams, Jeffrey R. Publication Date: 02/10/1982 Revision Date: 06/28/1985 Product Type: Case (Field) Product Description: Describes the corporate portfolio of General Foods, Procter & Gamble, and Nestle, thereby placing in context their coffee activities in the United States. The objective of this case is to allow students to evaluate each competitor’s commitment to the U.S. retail coffee market and the strategic implications of those commitments. May be used with: (9-582-087) U.S. Retail Coffee Market (A); (9-582-089) Brim (A); (9-582-090) Brim (B). HBS Number: 9-582-088 Geographic Setting: United States Industry Setting: coffee Gross Revenues: $5 billion revenues Event Year Start: 1978 Event Year End: 1981 Subjects: Beverages; Competition; Demographics; Forecasting; Market segmentation; Market structure; Product portfolio management Academic Discipline: Marketing Supplementary Materials: Supplement (Note), (9-583-004), 1p, by George S. Yip; Teaching Note, (5-585-108), 41p, by Robert J. Dolan
Case Author(s): Yip, George S.; Williams, Jeffrey R. Publication Date: 07/27/1982 Revision Date: 06/24/1985 Product Type: Supplement (Field) Product Description: Supplements the (A) and (B) cases. Designed as an in-class handout at the end of Day Two. Must be used with: (9-582-090) Brim (B); (9-582-087) U.S. Retail Coffee Market (A). HBS Number: 9-583-001 Subjects: Beverages; Competition; Demographics; Forecasting; Market segmentation; Market structure; Product portfolio management Academic Discipline: Marketing
Case Author(s): Viceira, Luis M.; Tung, Helen H. Publication Date: 06/29/2007 Revision Date: 01/25/2008 Product Type: Note HBS Number: 207130 Geographic Setting: United States Industry Setting: Pension funds industry Event Year Start: 2006 Event Year End: 2006 Subjects: Asset allocation; Asset management; Business & government; Financial planning; Investment management; Mutual funds; Pension funds; Risk Academic Discipline: Finance Product Description: Provides an overview of the evolution of the private retirement savings market in the U.S. since 1990; the management and administration of defined-contribution (DC) plans; the existing evidence about the investment and savings decisions of participants in DC plans; and the Pension Protection Act of 2006.
Case Author(s): Viceira, Luis M.; Tung, Helen H. Publication Date: 06/29/2007 Product Type: Note HBS Number: 9-207-130 Geographic Setting: United States Industry Setting: Pension funds industry Event Year Start: 2006 Event Year End: 2006 Subjects: Asset allocation; Asset management; Business & government; Financial planning; Investment management; Mutual funds; Pension funds; Risk Academic Discipline: Finance Product Description: Provides an overview of the evolution of the private retirement savings market in the U.S. since 1990; the management and administration of defined-contribution (DC) plans; the existing evidence about the investment and savings decisions of participants in DC plans; and the Pension Protection Act of 2006.
Case Upton, David U.S. Robotics (USR) is a fast-growing $80 million computer communications company with the aggressive growth target of becoming a $500 million company by 1995. It is widely accepted as the technology leader in its market, and relies st HBS Number: 9-692-061 Type: Case (Field) Publication Date: 4/20/1992 Revision Date: 7/27/1992 Geographic Setting: Skokie, IL Industry Setting: modems Company Size: mid-size Number of Employees: 500 Gross Revenues: $80 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Computer industry; Electronics; Facilities; Growth management; Growth strategy; Manufacturing strategy; Operations management Supplementary Materials: Teaching Note, (5-693-107), 12p, by David Upton
Case Author(s): Alfaro, Laura ; Kim, Renee Publication Date: 03/28/2008 Revision Date: 07/24/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 708036 Geographic Setting: United States Event Year Start: 2000 Event Year End: 2008 Subjects: Crisis management; Mortgages; Inflation; Government policy; Monetary policy; Policy making; Business & government; Financial markets Academic Discipline: Finance Supplementary Materials: Case, (709045), 20p, by Laura Alfaro, Renee Kim; Case Teaching Note, (710003), 15p, by Laura Alfaro, Renee Kim Product Description: By March 2008, the U.S. Government and the U.S. Federal Reserve Board had taken various policy measures over the last few months to tackle the subprime mortgage crisis that threatened to drag the economy into a recession. The Bush administration approved a fiscal stimulus package exceeding $150 billion. Interest rates had been repeatedly cut at the fastest pace in decades, to 2.25% as of March 2008. The Fed, in an unprecedented move, helped JPMorgan Chase to take over Bear Stearns, which was on the brink of collapse. Yet as the global economy faced slower growth stemming from the U.S. mortgage crisis, policy makers were caught in an intense debate over what the ’right‘ solution would be, and the implication of these policies on global imbalances.
Case Author(s): Alfaro, Laura ; Kim, Renee Publication Date: 03/28/2008 Revision Date: 07/24/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 708036 Geographic Setting: United States Event Year Start: 2000 Event Year End: 2008 Subjects: Crisis management; Mortgages; Inflation; Government policy; Monetary policy; Policy making; Business & government; Financial markets Academic Discipline: Finance Supplementary Materials: Case, (709045), 20p, by Laura Alfaro, Renee Kim; Case Teaching Note, (710003), 15p, by Laura Alfaro, Renee Kim Product Description: By March 2008, the U.S. Government and the U.S. Federal Reserve Board had taken various policy measures over the last few months to tackle the subprime mortgage crisis that threatened to drag the economy into a recession. The Bush administration approved a fiscal stimulus package exceeding $150 billion. Interest rates had been repeatedly cut at the fastest pace in decades, to 2.25% as of March 2008. The Fed, in an unprecedented move, helped JPMorgan Chase to take over Bear Stearns, which was on the brink of collapse. Yet as the global economy faced slower growth stemming from the U.S. mortgage crisis, policy makers were caught in an intense debate over what the ’right‘ solution would be, and the implication of these policies on global imbalances.
Case Author(s): Alfaro, Laura; Kim, Renee Publication Date: 03/28/2008 Product Type: Case (Library) HBS Number: 9-708-036 Geographic Setting: United States Event Year Start: 2000 Event Year End: 2008 Subjects: Crisis communication; Crisis management; Pandemics; Mortgages; Inflation; Energy policy; Government policy; Public policy; Monetary policy; Policy making; Business & government; Government & business Academic Discipline: Finance Product Description: By March 2008, the U.S. Government and the U.S. Federal Reserve Board had taken various policy measures over the last few months to tackle the subprime mortgage crisis that threatened to drag the economy into a recession. The Bush administration approved a fiscal stimulus package exceeding $150 billion. Interest rates had been repeatedly cut at the fastest pace in decades, to 2.25% as of March 2008. The Fed, in an unprecedented move, helped JPMorgan Chase to take over Bear Stearns, which was on the brink of collapse. Yet as the global economy faced slower growth stemming from the U.S. mortgage crisis, policy makers were caught in an intense debate over what the “right” solution would be, and the implication of these policies on global imbalances. Learning Objective: Analyze the role of the central bank and its policies during times of crises, with an emphasis on monetary policy.
Case Author(s): Alfaro, Laura ; Kim, Renee Publication Date: 03/28/2008 Revision Date: 07/24/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 708036 Geographic Setting: United States Event Year Start: 2000 Event Year End: 2008 Subjects: Crisis management; Mortgages; Inflation; Government policy; Monetary policy; Policy making; Business & government; Financial markets Academic Discipline: Finance Supplementary Materials: Case, (709045), 20p, by Laura Alfaro, Renee Kim; Case Teaching Note, (710003), 15p, by Laura Alfaro, Renee Kim Product Description: By March 2008, the U.S. Government and the U.S. Federal Reserve Board had taken various policy measures over the last few months to tackle the subprime mortgage crisis that threatened to drag the economy into a recession. The Bush administration approved a fiscal stimulus package exceeding $150 billion. Interest rates had been repeatedly cut at the fastest pace in decades, to 2.25% as of March 2008. The Fed, in an unprecedented move, helped JPMorgan Chase to take over Bear Stearns, which was on the brink of collapse. Yet as the global economy faced slower growth stemming from the U.S. mortgage crisis, policy makers were caught in an intense debate over what the ’right‘ solution would be, and the implication of these policies on global imbalances.
Case Author(s): Alfaro, Laura ; Kim, Renee Publication Date: 03/28/2008 Revision Date: 07/24/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 708036 Geographic Setting: United States Event Year Start: 2000 Event Year End: 2008 Subjects: Crisis management; Mortgages; Inflation; Government policy; Monetary policy; Policy making; Business & government; Financial markets Academic Discipline: Finance Supplementary Materials: Case, (709045), 20p, by Laura Alfaro, Renee Kim; Case Teaching Note, (710003), 15p, by Laura Alfaro, Renee Kim Product Description: By March 2008, the U.S. Government and the U.S. Federal Reserve Board had taken various policy measures over the last few months to tackle the subprime mortgage crisis that threatened to drag the economy into a recession. The Bush administration approved a fiscal stimulus package exceeding $150 billion. Interest rates had been repeatedly cut at the fastest pace in decades, to 2.25% as of March 2008. The Fed, in an unprecedented move, helped JPMorgan Chase to take over Bear Stearns, which was on the brink of collapse. Yet as the global economy faced slower growth stemming from the U.S. mortgage crisis, policy makers were caught in an intense debate over what the ’right‘ solution would be, and the implication of these policies on global imbalances.
Case Author(s): Kim, Renee; Alfaro, Laura Publication Date: 04/07/2009 Revision Date: 04/15/2009 Product Type: Case (Library) HBS Number: 9-709-045 Event Year Start: 2008 Event Year End: 2009 Subjects: Business & government; Crisis management; Economic policy; Fiscal policy; Government policy; Inflation; Monetary policy; Policy making Academic Discipline: Business & government Product Description: In March 2009, the U.S. economy was in a severe recession not seen since the Great Depression after the subprime mortgage crisis had spiraled out of control. The situation had dramatically changed in one year since the Federal Reserve Board had helped to bailout investment bank Bear Stearns. Deflation, not inflation, had become a top concern. Interest rates were near zero percent. Five million jobs had been lost. The new Barack Obama administration had pushed forward with a $787 billion stimulus package, coupled with various programs to address the frozen credit markets and depressed investors’ confidence. Yet the burning question in every policymakers‘ mind was — how effective would the various plans work to revive the U.S. economy? May be used with: (708036) U.S. Subprime Mortgage Crisis: Policy Reactions.
Case Author(s): Reiling, Henry B. Publication Date: 11/30/2006 Product Type: Note HBS Number: 9-207-085 Industry Setting: Government & regulatory Subjects: Accounting procedures; Foreign investment; Tax accounting; Taxation Academic Discipline: Finance Product Description: Identifies several of the problems and policy choices associated with taxing foreign-source income. Examples are given of the practical after-tax effects of the major alternatives. Foreign tax credit and “tax haven” based business activities receive special attention. Provides an understanding of the basic problems and principles associated with U.S. taxation of foreign-source corporate income.
Case Author(s): Hild, Matthias Darden ID: UVA-QA-0672 Published: 10/19/2005 Copyright Year: 2004 Subject Area: Quantitative Analysis Keywords: securities auction Abstract: The U.S. Treasury had been using multiple-price sealed-bid auctions to sell its bills since their introduction in 1929. In that auction format, buyers submitted confidential bids on the new securities and winning bidders paid the price of their own bid, resulting typically in different prices for different bidders. That traditional procedure came under sharp attack by several prominent economists when illegal manipulations by a trader at Salomon Brothers came to light in 1991. As a pilot program, the Treasury announced on September 3, 1992, that it would conduct a single-price sealed-bid auctions of its two-year and five-year notes for a limited period of time. In the single-price sealed-bid auction, participants again submitted confidential bids but, in contrast to the multiple-price auction, a single clearing price was determined that equalized supply and demand. When the 1992 pilot program was extended until 1998, the majority of Treasury sales were conducted in the traditional multiple-price format and a decision on the usability of single-price auctions had yet to be made.
Case Author(s): Cook, Stephen B.; Tulloch, Henry W. Darden ID: UVA-E-0034 Published: 3/12/1991 Revised: 6/1/1987 Copyright Year: 1984 Subject Area: Ethics Keywords: business and society; business ethics; corporate strategy; investment management; labor relations; diverse protagonist, female; portfolio management; diversity case; social responsibility Teaching Note: UVA-E-0034TN Abstract: The Socially Sensitive Investing Group at U.S. Trust is asked to develop criteria for assessing the fairness of labor practices in both union and nonunion companies. U.S. Trust’s client, the Calvert Social Investment Fund, wants more explicit standards than those currently in use. Contrasting views of two members of the Calvert Fund‘s Advisory Council are detailed in the case, along with U.S. Trust's preliminary perspective. The unabridged version of the case includes background on socially motivated investors and on the financial impact of applying social criteria to investments. The abridged version (UVA-E-0040) omits this background and focuses on the task of establishing labor-related investment criteria. If this case and “U.S. Trust: Investing in Waste Management, Inc.” (UVA-E-0036) are used together, the abridged form of one of the cases and the unabridged form of the other should be used, because the background information on socially sensitive investing is identical in the two cases.
Case Author(s): Cook, Stephen B.; Tulloch, Henry W. Darden ID: UVA-E-0034 Published: 3/12/1991 Revised: 6/1/1987 Copyright Year: 1984 Subject Area: Ethics Keywords: business and society; business ethics; corporate strategy; investment management; labor relations; diverse protagonist, female; portfolio management; diversity case; social responsibility Teaching Note: UVA-E-0034TN Abstract: The Socially Sensitive Investing Group at U.S. Trust is asked to develop criteria for assessing the fairness of labor practices in both union and nonunion companies. U.S. Trust’s client, the Calvert Social Investment Fund, wants more explicit standards than those currently in use. Contrasting views of two members of the Calvert Fund‘s Advisory Council are detailed in the case, along with U.S. Trust's preliminary perspective. The unabridged version of the case includes background on socially motivated investors and on the financial impact of applying social criteria to investments. The abridged version (UVA-E-0040) omits this background and focuses on the task of establishing labor-related investment criteria. If this case and “U.S. Trust: Investing in Waste Management, Inc.” (UVA-E-0036) are used together, the abridged form of one of the cases and the unabridged form of the other should be used, because the background information on socially sensitive investing is identical in the two cases.
Case Author(s): Isabella, Lynn A.; Daud, Tya Darden ID: UVA-OB-0442 Published: 8/10/1993 Copyright Year: 1993 Subject Area: Organizational Behavior and Human Resources Keywords: business ethics; communication process; diversification; ethical issues; diverse protagonist, female; diversity in the workplace; diversity case Teaching Note: UVA-OB-0436TN Abstract: This case is a follow-up to the A case (OB-0436). U.S. West withdraws its account. How should the ad agency react?
Case Author(s): Isabella, Lynn A.; Daud, Tya Darden ID: UVA-OB-0442 Published: 8/10/1993 Copyright Year: 1993 Subject Area: Organizational Behavior and Human Resources Keywords: business ethics; communication process; diversification; ethical issues; diverse protagonist, female; diversity in the workplace; diversity case Teaching Note: UVA-OB-0436TN Abstract: This case is a follow-up to the A case (OB-0436). U.S. West withdraws its account. How should the ad agency react?
Case Cullen, J — Dublin Institute of Technology (DIT) Distributor: ecch (www.ecch.com) Reference: 307-143-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2007 Geo location: Ireland Industry: Entertainment Size: Small Timing: 1980 to present Topics: Music industry; Ireland; Reinvention; Strategy; Change; U2; Entertainment industry; Influence; Organisation development Abstract: This case explores the various strategies which have been adopted by the highly successful Irish rock band, U2. The band have been successful not only as musicians and artists, but also as businesspeople and investors in their own right. Their greatest success outside their music, is perhaps the huge level of influence that they exert at international level, particularly in regard to the social entrepreneurship and work in areas such as campaigning for human rights and debt-cancellation in the world’s poorest areas. The case presents U2s achievements in remaining a relevant and important force over a 25 year period in the music industry, where trends and fashions continually change. Their continuing importance is presented in terms of the various strategic change choices that they make at regular periods. The case has been used by the author in teaching of organisational change and development strategies.
Case Gilson, Stuart C.; Cott, Jeremy A large U.S. commercial airline seeks substantial wage concessions from its employees in return for 53% stake in the airline’s commmon stock and guaranteed seats on the board of directors in the largest attempted employee-buyout in history. Management of the company must convince employees, shareholders, Wall Street analysts, and the media that the buyout makes sense from value, operating, and strategic perspectives. Teaching Purpose: Allows students to assess the pros and cons of employee ownership as an alternative to painful corporate downsizing, as well as discuss the changing role of labor in corporate governance. Also highlights how a company undergoing a complicated or novel restructuring must sometimes pro-actively "market" the restructuring to investors and financial analysts. HBS Number: 9-295-130 Type: Case (Field) Publication Date: 3/24/1995 Revision Date: 4/19/1995 Geographic Setting: Chicago, IL Industry Setting: airline Company Size: large Number of Employees: :83,000 Gross Revenues: $15 billion revenues Event Year Start: 1993 Event Year End: 1994 Subjects: Airlines; Corporate strategy; ESOP; Labor negotiations; Recapitalization; Restructuring; Valuation Supplementary Materials: Teaching Note, (5-298-126), 21p, by Stuart C. Gilson
Case Author(s): Bergstresser, Daniel B.; Froot, Kenneth A.; Smart, Darren R. Publication Date: 02/22/2005 Revision Date: 06/20/2006 Product Type: Case (Library) Product Description: UAL is a large air transportation company with roots that go back to the 1920s. As a legacy carrier, going back to before the 1978 deregulation of air transportation markets, United Airlines is burdened with cost structures that make it difficult to compete with newer competitors. In addition, UAL has the burden of $7.6 billion in unfunded pension obligations and $2 billion in unfunded retiree health obligations. In June 2004, UAL is still operating under Chapter 11 bankruptcy protection, which began December 2002. It has needed extensions of the exclusivity period from the bankruptcy court. UAL’s plan of reorganization is predicated on receiving $1.8 billion in loan guarantees from the Air Transport Stabilization Board (ATSB). But its request for loan guarantees from the ATSB was recently rejected. The company must decide what to do next and how to emerge from bankruptcy. HBS Number: 9-205-090 Geographic Setting: United States Industry Setting: Airline industry Number of Employees: 63,000 Gross Revenues: $14 billion revenues Event Year Start: 2002 Event Year End: 2004 Subjects: Airlines; Bankruptcy; Compensation; Costs; Loans; Reorganization Academic Discipline: Finance Supplementary Materials: Supplement (Spreadsheet), (9-205-709), 0p, by Daniel B. Bergstresser, Kenneth A. Froot, Darren R. Smart
Case Author(s): Cole, Shawn; Bergstresser, Daniel B.; Shenai, Siddharth Publication Date: 03/05/2007 Revision Date: 04/14/2009 Product Type: Case (Library) HBS Number: 209119 Industry Setting: Investment banking; Regulated industries; Securities & investing Subjects: Finance; Liquidity; Securities Academic Discipline: Finance Supplementary Materials: Supplement (Library), (9-209-131), 4p, by Shawn Cole, Daniel B. Bergstresser, Siddharth Shenai; Supplement (Library), (9-209-135), 2p, by Shawn Cole, Daniel B. Bergstresser, Siddharth Shenai; Teaching Note, (5-209-122), 19p, by Shawn Cole, Daniel B. Bergstresser, Siddharth Shenai Product Description: UBS, a global financial services company, must decide whether to continue to support the market for Auction Rate Securities in the face of a growing financial crisis. These instruments, underwritten by UBS, were marketed to clients as highly liquid and safe alternatives to cash. UBS’ decision becomes urgent when Citigroup, another leading underwriter of ARS, decides to let their auctions fail, leaving clients with illiquid assets of uncertain value. The case explores theoretical and practical aspects of liquidity risk, and challenges students to evaluate the benefits of honoring implicit commitments to customers against the costs of acquiring billions of dollars in illiquid assets. The (B) and (C) cases consider the implications of UBS decision.
Case Author(s): Bruner, Robert F.; Ruff, Craig Darden ID: UVA-F-1414 Published: 8/12/2003 Copyright Year: 2003 Subject Area: Finance Keywords: investment management; portfolio management; globalization Abstract: In October 2002, the senior investment officers of UBS AG’s Global Asset Management (GAM) division, the largest asset management firm in the world, must decide whether to issue a new quantitative investment product, one that will stand in sharp contrast to GAM‘s historically fundamentalist and value-style approach. The problem raises sharp questions about the strategic evolution of the industry, its products, and in particular, its leading firms. To some in the firm, it seemed that the new “quant” product was a natural extension of the strategic transformation of GAM since 1995. But others in the senior team wondered whether the market would be ready for this product. The tasks for the student are to map the industry changes, evaluate the transformation of UBS, and assess the fit of the new quant product with the firm's strategic approach. This case was prepared to meet the following teaching objectives: 1) Assess the pace, direction, and implications of globalization of the asset management industry. Key to this assessment is the emerging research on the relative importance of countries versus sectors in explaining investment returns globally; 2) Explore a “country/sector” organization structure for global research; Identify its defining characteristics. Compare it with other possible structures. Determine its advantages and disadvantages as an organizing system. Identify key success drivers. And 3) Evaluate a quantitative investment product relative to other product offerings.
This case was prepared to meet the following teaching objectives:
1) Assess the pace, direction, and implications of globalization of the asset management industry. Key to this assessment Source: Darden
Case Author(s): Bruner, Robert F.; Ruff, Craig Darden ID: UVA-F-1414 Published: 8/12/2003 Copyright Year: 2003 Subject Area: Finance Keywords: investment management; portfolio management; globalization Abstract: In October 2002, the senior investment officers of UBS AG’s Global Asset Management (GAM) division, the largest asset management firm in the world, must decide whether to issue a new quantitative investment product, one that will stand in sharp contrast to GAM‘s historically fundamentalist and value-style approach. The problem raises sharp questions about the strategic evolution of the industry, its products, and in particular, its leading firms. To some in the firm, it seemed that the new “quant” product was a natural extension of the strategic transformation of GAM since 1995. But others in the senior team wondered whether the market would be ready for this product. The tasks for the student are to map the industry changes, evaluate the transformation of UBS, and assess the fit of the new quant product with the firm's strategic approach. This case was prepared to meet the following teaching objectives: 1) Assess the pace, direction, and implications of globalization of the asset management industry. Key to this assessment is the emerging research on the relative importance of countries versus sectors in explaining investment returns globally; 2) Explore a “country/sector” organization structure for global research; Identify its defining characteristics. Compare it with other possible structures. Determine its advantages and disadvantages as an organizing system. Identify key success drivers. And 3) Evaluate a quantitative investment product relative to other product offerings.
This case was prepared to meet the following teaching objectives:
1) Assess the pace, direction, and implications of globalization of the asset management industry. Key to this assessment Source: Darden
Case Mueller-Stewens, G — University of St. Gallen Shivacheva, R — University of St. Gallen Distributor: ecch (www.ecch.com) Reference: 306-228-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2006 Geo location: Switzerland, global Industry: Banking Size: Multinational revenues greater than US$30 billion Timing: 1998-2005 Topics: Banking; Strategy (corporate strategy); Investment banking; Consolidation; Growth; Strategic initiatives; UBS (Union Bank of Switzerland); Switzerland; Financial institutions; Integration; Organisation structure; Private banking; Asset management; Mergers Abstract: This is the first of a four-case series (306-228-1 to 306-231-1). Just three months after the shareholders of Credit Suisse Group approved the merger with Winterthur to form the largest financial services institution in Switzerland in September 1997, UBS (Union Bank of Switzerland) and SBC (Swiss Banking Corporation) announced their ambitions to create the world’s largest financial institution specialising in private banking and asset management with a market capitalisation of 85 billion Swiss francs (US$60 billion) and client assets under management of 1,320 billion Swiss francs (US$912.8 billion), named UBS. In the face of the ongoing consolidation of European commercial banking, the tightening of competition and the rationalisation trends in the banking industry, such strategic merger and acquisition initiatives seemed to be a logical step. However, in addition to the pure integration efforts and merger costs of 7 billion Swiss francs, the newly formed UBS had to deal with several unexpected challenges. Due to external shocks, such as the crisis in Asia and the crash of the long-term capital management hedge fund, as well as to internal erosions through a substantial loss of customers, and senior executives, Source: ecch
Case Mueller-Stewens, G — University of St. Gallen Shivacheva, R — University of St. Gallen Distributor: ecch (www.ecch.com) Reference: 306-229-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2006 Geo location: Switzerland, global Industry: Banking Size: Multinational revenues greater than US$30 billion Timing: 1998-2005 Topics: Banking; Strategy (corporate strategy); Investment banking; Consolidation; Growth; Strategic initiatives; UBS (Union Bank of Switzerland); Switzerland; Financial institutions; Integration; Organisation structure; Private banking; Asset management; Mergers Abstract: This is the second of a four-case series (306-228-1 to 306-231-1). Just three months after the shareholders of Credit Suisse Group approved the merger with Winterthur to form the largest financial services institution in Switzerland in September 1997, UBS (Union Bank of Switzerland) and SBC (Swiss Banking Corporation) announced their ambitions to create the world’s largest financial institution specialising in private banking and asset management with a market capitalisation of 85 billion Swiss francs (US$60 billion) and client assets under management of 1,320 billion Swiss francs (US$912.8 billion), named UBS. In the face of the ongoing consolidation of European commercial banking, the tightening of competition and the rationalisation trends in the banking industry, such strategic merger and acquisition initiatives seemed to be a logical step. However, in addition to the pure integration efforts and merger costs of 7 billion Swiss francs, the newly formed UBS had to deal with several unexpected challenges. Due to external shocks, such as the crisis in Asia and the crash of the long-term capital management hedge fund, as well as to internal erosions through a substantial loss of customers, and senior executives Source: ecch
Case Mueller-Stewens, G — University of St. Gallen Shivacheva, R — University of St. Gallen Distributor: ecch (www.ecch.com) Reference: 306-230-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2006 Geo location: Switzerland, global Industry: Banking Size: Multinational revenues greater than US$30 billion Timing: 1998-2005 Topics: Banking; Strategy (corporate strategy); Investment banking; Consolidation; Growth; Strategic initiatives; UBS (Union Bank of Switzerland); Switzerland; Financial institutions; Integration; Organisation structure; Private banking; Asset management; Mergers Abstract: This is the third of a four-case series (306-228-1 to 306-231-1). Just three months after the shareholders of Credit Suisse Group approved the merger with Winterthur to form the largest financial services institution in Switzerland in September 1997, UBS (Union Bank of Switzerland) and SBC (Swiss Banking Corporation) announced their ambitions to create the world’s largest financial institution specialising in private banking and asset management with a market capitalisation of 85 billion Swiss francs (US$60 billion) and client assets under management of 1,320 billion Swiss francs (US$912.8 billion), named UBS. In the face of the ongoing consolidation of European commercial banking, the tightening of competition and the rationalisation trends in the banking industry, such strategic merger and acquisition initiatives seemed to be a logical step. However, in addition to the pure integration efforts and merger costs of 7 billion Swiss francs, the newly formed UBS had to deal with several unexpected challenges. Due to external shocks, such as the crisis in Asia and the crash of the long-term capital management hedge fund, as well as to internal erosions through a substantial loss of customers, and senior executives, Source: ecch
Case Author(s): Lal, Rajiv; Nohria, Nitin; Knoop, Carin-Isabel Publication Date: 03/30/2006 Revision Date: 02/14/2007 Product Type: Case (Field) HBS Number: 9-506-026 Geographic Setting: Switzerland Industry Setting: Financial services; Music industry Number of Employees: 87,000 Gross Revenues: $50 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Collaboration; Competition; Leadership development; Organizational structure; Strategy alignment; Trust Academic Discipline: Organizational behavior & leadership Product Description: In late June 2005, UBS Group CEO Peter Wuffli — anointed “Master of Zurich” by the financial press — was returning to Zurich from the firm’s latest three-day Senior Leadership Conference (SLC). Tapping 600 top managers, this SLC featured an outdoor event at a former military site in the Swiss mountains. Under the banner of “Understanding, Commitment, and Trust,” teams of 100 executives engaged in a simulation of six worlds — metaphors for the various regions and parts of UBS business. Initial skepticism about the exercise was replaced with enthusiasm for the “mind-boggling” camaraderie that it created. Held above Montreux, Switzerland, home of the International Jazz Festival, the program opened with a taped interview of jazz great Wynton Marsalis asking the audience to equate the dynamics of jazz with the collaboration required to maintain a complex professional services firm. Marsalis contrasted Duke Ellington, who composed for the specific talents of his band members, with John Coltrane, a master of improvisation. “Coltrane played the themes,” Wuffli mused. “That‘s what we do. We've got the vision. We've got all of our different musicians and we're playing to these themes in an integrated way. It does make beautiful music.”
Case Author(s): McFarlan, F. Warren; DeLacey, Brian J. Publication Date: 02/12/2003 Revision Date: 08/04/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-303-091) UCB (A): Managing Information for Globalization and Innovation. HBS Number: 9-303-107 Geographic Setting: Belgium Subjects: Globalization; Information systems; Information technology; Operations management Academic Discipline: Management of information systems
Case Author(s): McFarlan, F. Warren; DeLacey, Brian J. Publication Date: 02/12/2003 Revision Date: 08/08/2005 Product Type: Case (Field) Product Description: This case presents a complex total MIS strategy case for a $3 billion European pharmaceutical/chemicals company based in Brussels. It covers corporate strategy alignment of IT portfolio, IT operations issues, and global coordination of IT. HBS Number: 9-303-091 Geographic Setting: Brussels Industry Setting: Telecommunications industry Number of Employees: 10,000 Gross Revenues: $2 billion revenues Subjects: Globalization; Information systems; Information technology; Operations management Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-303-107), 4p, by F. Warren McFarlan, Brian J. DeLacey; Teaching Note, (5-306-007), 10p, by F. Warren McFarlan
Case Author(s): McFarlan, F. Warren; DeLacey, Brian J. Publication Date: 03/24/2004 Revision Date: 07/15/2004 Product Type: Case (Field) Product Description: Looks at the total information strategy issues facing a medium-size European manufacturer of pharmaceuticals and chemicals. Focuses on the issues of coordinating international IT activities and day-to-day operations as well as balancing the company’s IT applications portfolio. Permits discussion of the appropriate role and background of a CIO. Teaching Purpose: To use as the last case in an MIS course. HBS Number: 9-304-096 Geographic Setting: Belgium Industry Setting: pharmaceuticals/chemical Number of Employees: 12,000 Gross Revenues: 2.5 billion eurodollars revenue Event Year Start: 2002 Event Year End: 2003 Subjects: Belgium; Globalization; Information systems; Information technology; Innovation; Operations management; Pharmaceuticals Academic Discipline: Management of information systems
Case Pill, Huw; Sprague, Courtenay Under the direction of President Museveni, much of the world has heaped praise on Uganda for transforming its economy from devastation to growth and managing the ethnic and racial strife that has divided the country in the past. Following a decade of reforms, Uganda is finally reaping some of the benefits brought by economic austerity. Indeed, Uganda presents a textbook case of IMF structural adjustment. President Museveni must now decide the best way in which to govern his country into the next century. Chief challenges include: how to diversify the export base and attract foreign investment; how to manage the burden imposed by external debt; and how to distribute scarce resources (balancing competing demands for investment in human capital, spending on social and economic infrastructure and health services, along with a whole host of other demands). HBS Number: 9-798-047 Type: Case (Library) Publication Date: 2/26/1998 Revision Date: 3/2/2000 Geographic Setting: Africa Subjects: Africa; Debt management; Developing countries; Economic analysis; Economic development; Economic policy; Policy implementation
Case Author(s): Elizabeth M.A. Grasby; Lisa Luinenburg Ivey ID: 9A94J025 Publication Date: 6/12/1995 Revision Date: 5/24/2000 Product Type: Case (Field) Teaching Note: 8A94J25 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Size: Small Year of Event: 1993 Level of Difficulty: 1 - Introductory Subjects: Loan Evaluation; Government and Business; Financial Analysis; Credit Major Disciplines: Finance Product Description: Melissa Simpson, a loan officer at the St. Thomas Alliance Trust Company, has to decide about a $100,000 loan request for a new restaurant, The Ugly Dog Pizza Company. The operators, Pete Bates and John Symonds, have some experience in food management, but neither of them has ever started and operated a restaurant. Other factors contributing to her difficult decision include minimal collateral coverage, a recent approval from the federal government for a business loan and a fiercely competitive restaurant marketplace.
Case Author(s): Narayanan, V.G.; Freed, Pamela Publication Date: 03/10/2008 Product Type: Color Case HBS Number: 108057 Geographic Setting: India Event Year Start: 2007 Event Year End: 2007 Subjects: Control systems; Growth strategy; Microfinance Academic Discipline: Accounting & control Supplementary Materials: Supplement (Field), (108083), 1p, by V.G. Narayanan, Pamela Freed Product Description: Samit Ghosh, the CEO and founder of Ujjivan, a major microfinance provider in Bangolore, wants to grow his business rapidly and become financially sustainable, but he’s struggling with staff fraud, high costs, and how to stay true to Ujjivan‘s mission of poverty alleviation, while simultaneously reaching out to higher-income customers. The case explores how Ujjivan can grow, looking at such issues as new technology, deversifying products offerings, and how to hire the best staff.
Case Author(s): Narayanan, V.G.; Freed, Pamela Publication Date: 03/10/2008 Product Type: Color Case HBS Number: 108057 Geographic Setting: India Event Year Start: 2007 Event Year End: 2007 Subjects: Control systems; Growth strategy; Microfinance Academic Discipline: Accounting & control Supplementary Materials: Supplement (Field), (108083), 1p, by V.G. Narayanan, Pamela Freed Product Description: Samit Ghosh, the CEO and founder of Ujjivan, a major microfinance provider in Bangolore, wants to grow his business rapidly and become financially sustainable, but he’s struggling with staff fraud, high costs, and how to stay true to Ujjivan‘s mission of poverty alleviation, while simultaneously reaching out to higher-income customers. The case explores how Ujjivan can grow, looking at such issues as new technology, deversifying products offerings, and how to hire the best staff.
Case Author(s): Narayanan, V.G.; Freed, Pamela Publication Date: 03/10/2008 Product Type: Supplement (Field) HBS Number: 108083 Subjects: Control systems; Growth strategy; Microfinance Academic Discipline: Accounting & control Product Description: An abstract is not available for this product. Must be used with: (108057) Ujjivan: A Microfinance Institution at a Crossroads (A).
Case Author(s): Narayanan, V.G.; Freed, Pamela Publication Date: 03/10/2008 Product Type: Supplement (Field) HBS Number: 108083 Subjects: Control systems; Growth strategy; Microfinance Academic Discipline: Accounting & control Product Description: An abstract is not available for this product. Must be used with: (108057) Ujjivan: A Microfinance Institution at a Crossroads (A).
Case McCosker, P — University of Worcester Distributor: ecch (www.ecch.com) Reference: 305-305-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: UK Industry: Cinema Size: u750 million turnover Timing: 1985-2005 Topics: Multiplex cinema; Virgin; easyCinema; Hollywood; Branding; Competition; Odeon; Distribution; Leisure; Overcapacity; Cinema audiences; Blockbuster movies; Branson Abstract: In 1946 UK cinema admissions peaked at 1.64 billion. This was followed by a spectacular decline in the popularity of cinema with annual admissions falling in almost every single year between 1948 and 1984, to just 54 million. In 1985 the UK?s first multiplex cinema opened. Since then operators have invested heavily in new multiplexes and admissions have soared. By 2002 with annual admissions of 177 million, and box office takings in excess of u755 million, the UK was the largest market in Europe. Twenty years after its arrival, the multiplex has transformed cinema-going in the UK. However, many analysts believe that the market is approaching saturation and there are doubts as to whether annual admissions can support the number of cinemas currently in operation. This case study examines the reasons behind the initial decline in cinema admissions and considers the impact of the multiplex in their recent recovery. It also considers the current level of competition between the main multiplex operators and assesses future prospects for the sector. The case is primarily intended for use with students undertaking postgraduate and undergraduate study in business and management, lending itself equally well to class discussion, group presentation and written analysis.
Case Evans, N — Northumbria University Distributor: ecch (www.ecch.com) Reference: 397-039-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1997 Topics: Analysis of business environment; Identification of industry trends; Analysis of industrial structure Abstract: The UK outbound tour operating sector has grown enormously in size and complexity since its inception in the 1950s. Recent years have been characterised by fierce competition, increasing levels of concentration and by a levelling off in the growth rate. This case traces the history of the sector, identifies the major players and outlines the major environmental influences. The learning objectives are: to consider the size, complexity and historical development of UK outbound tour operations; and to analyse the current structure of the sector; to identify the environmental factors and trends affecting the sector.
Case Darden ID: UVA-M-0753 Published: 8/18/2008 Copyright Year: 2007 Subject Area: Marketing Keywords: Customer Loyalty; Return on Investment; Price Promotions; ROI Abstract: Ukrop’s has developed a unique coupon dispenser that is placed in front of the store. Customer‘s with Ukrop's loyalty card can use this system to obtain coupons that are customized for them. The case explores the impact of this system on customer loyalty and store profitability. The case presents an opportunity to discuss the process of establishing the return on investment from such a loyalty program.
Article Author(s): Bangle, Chris Publication Date: 01/01/2001 Product Type: Harvard Business Review Article Product Description: Many companies face the challenge of balancing art with commerce. The conflict between corporate pragmatism and artistic passion and quality is persistent: designers chafe under corporate requirements, budgets, and deadlines, and nondesigners struggle to understand the business value of artistic choices. At German carmaker BMW, the fanaticism about design excellence is matched only by the company’s driving desire to remain profitable. Global design director Chris Bangle presides over the intersection of art and commerce at BMW, managing the often-strained relationships among the designers, engineers, and business managers. Bangle goes to great lengths to protect his designers from the unproductive commentary of others in the company, literally posting "Stop: No Entry" signs on the design studio doors. He also protects the design process, making sure that time-to-market pressures do not harm the designs by shifting the focus to engineering too soon. As a mediator, Bangle appeals to the core values of the company and a deeply held sense about BMW-ness—a pride of product shared by everyone in the company that expresses itself in the classic quality of the cars. Every employee, designer and nondesigner alike, understands that if a car doesn‘t meet this standard of excellence, it's simply not a BMW--and customers won't buy it. HBS Number: R0101B Subjects: Art; Automobiles; Communication in organizations; Creativity; Germany; Management of professionals; Management teams; Manufacturing; Product design Academic Discipline: General management
Case Author(s): Crane, Dwight B.; Reisen de Pinho, Ricardo Publication Date: 05/07/2004 Revision Date: 04/25/2006 Product Type: Case (Field) Product Description: Ultra is one of a small group of competing Brazilian petrochemical companies, each of which buys raw material and is a minority owner of Copene, a “cracking” company that provides ethylene and other materials. Because of an industry restructuring, an auction of shares is being held that would provide a controlling position in Copene if Ultra was successful with its bid. Students must decide what Ultra should bid for this controlling position. The case provides cash flows and cost of capital information for estimating the present value of the company. Estimating the amount to bid is complicated by several factors. First, one of the competing owners is a likely bidder in the auction. Thus, if Copene did not win, it would end up with an illiquid minority position in a key supplier that was owned by a competitor. In addition, the valuation must take into account the uncertain Brazilian economic environment. Finally, the CEO and other senior decision makers have an ownership stake in Ultra, so they have a significant incentive not to overpay and destroy shareholder value. HBS Number: 9-204-146 Geographic Setting: Brazil Industry Setting: Petroleum industry Gross Revenues: $1.1 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Bids; Capital investments; Uncertainty; Valuation Academic Discipline: Finance Supplementary Materials: Supplement (Field), (9-204-147), 2p, by Dwight B. Crane, Ricardo Reisen de Pinho; Supplement (Field), (9-204-148), 2p, by Dwight B. Crane, Ricardo Reisen de Pinho
Case Author(s): Crane, Dwight B.; Reisen de Pinho, Ricardo Publication Date: 05/07/2004 Revision Date: 08/26/2004 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-204-146) Ultra: The Quest for Leadership (A). HBS Number: 9-204-147 Subjects: Bids; Capital investments; Latin American Research Center; Petrochemicals; South America; Uncertainty; Valuation Academic Discipline: Finance
Case Author(s): Crane, Dwight B.; Reisen de Pinho, Ricardo Publication Date: 05/07/2004 Revision Date: 08/26/2004 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-204-146) Ultra: The Quest for Leadership (A). HBS Number: 9-204-148 Subjects: Bids; Capital investments; Latin American Research Center; Petrochemicals; South America; Uncertainty; Valuation Academic Discipline: Finance
Case Author(s): Barth, Mary E.; Toubassy, Ramez; Baumbusch Publication Date: 04/01/1999 Revision Date: 11/01/2001 Product Type: Case (Library) Publisher: Stanford University Product Description: In August 1998, Kerry King, president and CEO of Ultratech Corp., looked with great interest at the changes that were occurring in the technology industry. Ultratech Corp. had an opportunity to enter into a strategic merger transaction that would make the combined company the undisputed leader in its market segment. The transaction, a multi-billion dollar deal, made a lot of sense to Kerry, his board of directors, and Ultratech’s outside financial advisors, with one caveat. As a result of a technical accounting issue, pooling accounting was not available for the merger. Under purchase accounting, Kerry was advised that significant amounts of goodwill would be created and amortized over future fiscal years, effectively "destroying" the combined company‘s reported earnings. The challenge confronting Kerry was whether to consummate the merger and risk the earnings "damage" or to let an otherwise perfect opportunity pass. Kerry's decision could profoundly impact the future of his company and the fiber optic telecommunications industry as a whole. May be used with: (A172B) Ultratech Corp. (B). HBS Number: A172A Geographic Setting: San Jose, CAIndustry Setting: telecommunications, switching & transmission equipmentNumber of Employees: 976Gross Revenues: $433 million revenues Event Year Start: 1998Event Year End: 1998 Subjects: Accounting standards; Acquisitions; Earnings; Financial reporting; Internet; Mergers; Research & development; Technology; Telecommunications industry Academic Discipline: Competitive strategy
Case Author(s): Barth, Mary E.; Mackenzie, Susan Publication Date: 12/04/2001 Product Type: Case (Library) Publisher: Stanford University Product Description: Highlights the impact of JDS Uniphase’s acquisition program on its financial statements, focusing on goodwill assets and amortization. In 2001, the company wrote off $51 billion in goodwill assets, the largest write-off in history. Discusses the company‘s write-off of goodwill in the context of accounting standards, as well as investors' reaction to the write-off. May be used with: (A172A) Ultratech Corp. (A). HBS Number: A172B Geographic Setting: San Jose, CAIndustry Setting: telecommunications, switching & transmission equipmentNumber of Employees: 20,000Gross Revenues: $3.2 billion revenues Event Year Start: 2001Event Year End: 2001 Subjects: Accounting standards; Acquisitions; Earnings; Financial reporting; Internet; Mergers; Research & development; Technology; Telecommunications industry Academic Discipline: Competitive strategy
Case Nolan, T — The University of Bolton Distributor: ecch (www.ecch.com) Reference: 594-010-1 Language: English Category: Marketing Data source: Field research Product Year: 1994 Geo location: Global, but UK, European focus Industry: Textiles (sportswear) Size: 300+ employees Timing: 1993-1994 Topics: Sport sponsorship; Brand development; Product development and diffusion; Global operations Abstract: This case study describes the evolution of the ’UMBRO‘ brand into a leading competitive force in the Sportswear, and most especially the soccer, market. It develops simultaneously, the growth in UMBRO's product mix and the inherent drawbacks, from a marketing viewpoint, of such a strategy. Product diffusion is highlighted and underpinned by team sponsorship and related promotional activities. Finally, the organisation's global structure is outlined with special reference to marketing, planning and co-ordination.
Case Author(s): Freeze, Karen J. Publication Date: 02/10/2005 Product Type: Case (Field) Publisher: Design Management Institute Product Description: Umpqua Bank is an Oregon-based business that is attempting to revolutionize the banking industry with a creatively nontraditional culture and a radically retail mindset (“stores” not ‘’branches’‘), supported by an highly innovative environmental design. Umpqua has grown rapidly and faces critical issues, including: (1) How can an organization strengthen and maintain its culture while undergoing rapid growth by merger and acquisition? Specifically, how can this service organization, a quirky bank with a distinctive culture, incorporate and retrain hundreds of new employees from traditional banks? And (2) What role does the design of the total environment (``experience design'') play in nurturing and maintaining an organization's culture and its brand expression, and how much should it invest in this form of brand expression? Presents two examples and asks how this bank should deal with the issue of cost vs. value of design in each of them. HBS Number: DMI015 Geographic Setting: Oregon Industry Setting: Banking industry Gross Revenues: $4.6 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Brand management; Corporate branding; Corporate culture; Cost benefit analysis; Creativity; Design management; Environments; Innovation; Service management Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (DMI016), 8p, by Karen J. Freeze
Article Author(s): Lorsch, Jay W.; Zelleke, Andargachew S.; P Publication Date: 02/01/2001 Product Type: Harvard Business Review Article Product Description: Outside directors account for less than a third of the board members on a typical Internet start-up. That’s bad business in the long run. Here‘s why. HBS Number: F0102E Subjects: Board of directors; Conflicts of interest; Development stage enterprises; New economy; Outside directors Academic Discipline: General management
Article Hagel, John, III; Singer, Marc No matter how monolithic they may seem, most companies are really engaged in three kinds of businesses. One business attracts customers. Another develops products. The third oversees operations. Although organizationally intertwined, t HBS Number: 99205 Type: Harvard Business Review Article Publication Date: 3/1/1999 Subjects: Industry structure; Internet; Market structure; Organization; Organizational structure; Strategic planning; Strategy formulation
Article Author(s): Hagel, John, III; Singer, Marc Publication Date: 08/01/2000 Product Type: HBR OnPoint Article HBS Number: 4533 Subjects: Industry structure; Internet; Market structure; Organization; Organizational structure; Strategic planning; Strategy formulation Academic Discipline: Competitive strategy Product Description: This is an enhanced edition of the HBR article 99205, originally published in March/April 1999. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography. This enables you to scan, absorb, and share the management insights. No matter how monolithic they may seem, most companies are really engaged in three kinds of businesses. One business attracts customers. Another develops products. The third oversees operations. Although organizationally intertwined, these businesses have conflicting characteristics. It takes a big investment to find and develop a relationship with a customer, so profitability hinges on achieving economies of scope. But speed, not scope, drives the economics of product innovation. And the high fixed costs of capital-intensive infrastructure businesses require economies of scale. Scope, speed, and scale can’t be optimized simultaneously, so trade-offs have to be made when the three businesses are bundled into one corporation. Historically, they have been bundled because the interaction costs — the friction — incurred by separating them were too high. But we are on the verge of a worldwide reduction in interaction costs, the authors contend, as electronic networks drive down the costs of communicating and of exchanging data. Activities that companies have always believed were central to their businesses will suddenly be offered by new, specialized competitors that won‘t have to make trade-offs. Ultimately, the authors predict, traditional busin Source: Harvard
Article Kirp, David L. AIDS presents companies with new issues to confront, including employee benefits and fears, education and prevention programs, and public image. The story of Pacific Bell, a company that went from having an official policy against hiring "manifest homosexuals" to being recognized as a national pacesetter in dealing with AIDS in the workplace, illustrates the kind of leadership that businesses can take in dealing with this disease. HBS Number: 89309 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Corporate responsibility; Ethics; Health; Occupational safety; Personnel policies; Public relations
Article Author(s): Erickson, Tamara J.; Friedman, Stewart D.; Kaplan, Robert S.; Norton, David P.; Krishnamurthy, BV; Stibel, Jeffrey M.; Delgrosso, Peter Publication Date: 12/01/2008 Product Type: Harvard Business Review Article HBS Number: F0812D Subjects: Crisis management; Economic conditions; Employee development; Employee training; Pricing strategy; Strategy execution; Stress management Academic Discipline: Competitive strategy Product Description: “What best practice challenges the conventional wisdom about what to do in a downturn?” We put that question to our team of management bloggers at harvardbusiness.org. This article provides an edited selection of their provocative responses.
Article Author(s): Erickson, Tamara J.; Friedman, Stewart D.; Kaplan, Robert S.; Norton, David P.; Krishnamurthy, BV; Stibel, Jeffrey M.; Delgrosso, Peter Publication Date: 12/01/2008 Product Type: Harvard Business Review Article HBS Number: F0812D Subjects: Crisis management; Economic conditions; Employee development; Employee training; Pricing strategy; Strategy execution; Stress management Academic Discipline: Competitive strategy Product Description: “What best practice challenges the conventional wisdom about what to do in a downturn?” We put that question to our team of management bloggers at harvardbusiness.org. This article provides an edited selection of their provocative responses.
Article Author(s): Erickson, Tamara J.; Friedman, Stewart D.; Kaplan, Robert S.; Norton, David P.; Krishnamurthy, BV; Stibel, Jeffrey M.; Delgrosso, Peter Publication Date: 12/01/2008 Product Type: Harvard Business Review Article HBS Number: F0812D Subjects: Crisis management; Economic conditions; Employee development; Employee training; Pricing strategy; Strategy execution; Stress management Academic Discipline: Competitive strategy Product Description: “What best practice challenges the conventional wisdom about what to do in a downturn?” We put that question to our team of management bloggers at harvardbusiness.org. This article provides an edited selection of their provocative responses.
Article Author(s): Erickson, Tamara J.; Friedman, Stewart D.; Kaplan, Robert S.; Norton, David P.; Krishnamurthy, BV; Stibel, Jeffrey M.; Delgrosso, Peter Publication Date: 12/01/2008 Product Type: Harvard Business Review Article HBS Number: F0812D Subjects: Crisis management; Economic conditions; Employee development; Employee training; Pricing strategy; Strategy execution; Stress management Academic Discipline: Competitive strategy Product Description: “What best practice challenges the conventional wisdom about what to do in a downturn?” We put that question to our team of management bloggers at harvardbusiness.org. This article provides an edited selection of their provocative responses.
Article Author(s): Ashton, James E.; Cook, Frank X., Jr.; Schmitz, Paul Publication Date: 06/01/2003 Product Type: Harvard Business Review Article HBS Number: R0306H Subjects: Manufacturing; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: If you run a midsize manufacturing business, you may be familiar with that anxious sense of being left behind. At every turn, someone is pushing you to jump onto the latest strategic bandwagon before it’s too late. But no matter how great the hot, new strategy might be, it can‘t replace an approach that helps you get the most out of your existing businesses. Such an approach offers a tremendous potential payback — annual revenue and earnings growth as high as 15% to 20%. And it poses few of the risks associated with pursuing chancy acquisitions, untested ventures, or radical strategies. For this article, the authors largely draw on their experience at Fiberite, which made advanced composite materials for military and commercial airplanes, among other things. Fiberite was a healthy business, but its incumbent management — with its ambitious plans for introducing new products and tapping new markets — ignored the unrealized value remaining in what they already had. Like so many companies, Fiberite didn't really understand what had made it successful in the first place. The authors offer a method for setting strategic priorities — a strategic pathway — that focuses on a company's existing businesses. The pathway has four stages. First, protect your existing business. Next, penetrate further into existing market segments with existing products or upgrades. Then, extend the business by developing new products for existing segments or by entering new segments with existing products. Finally, diversify into new markets with new products. This sequence of priorities is not new, but formalizing it Source: Harvard
Article Author(s): Ashton, James E.; Cook, Frank X., Jr.; Schmitz, Paul Publication Date: 06/01/2003 Product Type: HBR OnPoint Article HBS Number: 404X Subjects: Manufacturing; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: This is an enhanced edition of HBR article R0306H, originally published in June 2003. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. If you run a midsize manufacturing business, you may be familiar with that anxious sense of being left behind. At every turn, someone is pushing you to jump onto the latest strategic bandwagon before it’s too late. But no matter how great the hot, new strategy might be, it can‘t replace an approach that helps you get the most out of your existing businesses. Such an approach offers a tremendous potential payback — annual revenue and earnings growth as high as 15% to 20%. And it poses few of the risks associated with pursuing chancy acquisitions, untested ventures, or radical strategies. For this article, the authors largely draw on their experience at Fiberite, which made advanced composite materials for military and commercial airplanes, among other things. Fiberite was a healthy business, but its incumbent management — with its ambitious plans for introducing new products and tapping new markets — ignored the unrealized value remaining in what they already had. Like so many companies, Fiberite didn't really understand what had made it successful in the first place. The authors offer a method for setting strategic priorities — a strategic pathway — that focuses on a company's existing businesses. The pathway has four stages. First, protect your existing business. Next, penetrate further into existing market segments with existing products or upgrades. Then, extend Source: Harvard
Article Author(s): Moe, Wendy W.; Fader, Peter S. Publication Date: 07/01/2001 Product Type: CMR Article Publisher: California Management Review Product Description: Academics and practitioners alike have been arguing about whether the Internet brings a revolutionary change in the fundamental way we do business or whether it simply offers a new distribution channel and communication medium. Regardless of the answer to that debate, one thing is certain: the Internet provides managers with an enormous amount of customer information that was previously unavailable. Thus, the new struggle has been to manage this information and to use it accurately and efficiently to measure customers, trends, and performance. However, the volume of this data has overwhelmed many e-commerce managers. As a result, e-commerce managers have been focusing on aggregate-level summary statistics rather than fully leveraging their data. Using commonly available clickstream data, this article discusses the benefits of separating an individual customer’s buying behavior into simple patterns of visits and purchasing conversion. This analysis of the buying process allows us to examine more carefully the relationship between store visits and purchasing behavior. HBS Number: CMR210 Subjects: Consumer behavior; Customer relations; Electronic commerce; Information management Academic Discipline: Marketing
Article Apgar, Mahlon, IV Senior managers at large companies may think that occupancy costs are too insignificant to worry about, too technical to analyze, and too fixed to control. But occupancy costs can hurt a company’s earnings, share value, and overall performance. To manage occupancy costs, managers must be able to identify their components, measure their impact, understand what drives them, and develop options to change them. Four basic tools help diagnose problems: a cost history, a loss analysis, a component analysis, and a lease aging profile. Executives also must understand cost drivers like leasing, location, and layout. HBS Number: 93301 Type: Harvard Business Review Article Publication Date: 5/1/1993 Subjects: Cost analysis; Facilities planning; Real estate
Case Saunders, M — University of West Florida Distributor: ecch (www.ecch.com) Reference: 494-018-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Published sources Product Year: 1994 Geo location: Pensacola, Florida, USA Industry: Healthcare Size: Small Timing: 1980-1994 Topics: Crisis management; Public relations, public affairs; Dissident groups; Communication in social change Abstract: This case examines, from several perspectives, an organization under fire from dissident groups. The Ladies’ Center, an abortion clinic in Pensacola, Florida, was the target of numerous attacks by anti-abortion activists for a decade. The study looks at significant events and the social and community context surrounding this activity. Teaching objective is to increase awareness of effects of dissident activities on a small, privately-owned business.
Article Binder, Paul; Wetlaufer, Suzy Paul Binder, founder and artistic director of the Big Apple Circus, offers advice on assembling diverse teams and managing creative people. HBS Number: F99502 Type: Harvard Business Review Article Publication Date: 9/1/1999 Subjects: Creativity; Diversity; Employees; Human relations; Teams
Case Author(s): Mike Zack; Ben Compaine; David T.A. Wesley Publication Date: 10/4/2007 Product Type: Case (Field) Ivey ID: 9B07M064 Geographic Setting: United States Industry Setting: Motion Pictures — TV, Radio & Video Size: Small Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: E-Business; Franchising; Growth strategy Major Disciplines: General Management Product Description: Undergroundhiphop.com (UGHH) was the leading source of independent hip-hop on the Internet. Although company revenues remained small compared to major online music retailers, the opening of a storefront in 2005 helped create new opportunities within the music industry, but also proved to be a drain on company resources. As the founder tried to expand the company, he faced a number of choices. However, his conservative financial strategy was limiting the company’s potential. UGHH desperately needed to hire programmers, designers and managers to keep up with new technological developments and social trends, such as music downloads, blogs and online social networking. Yet the cost of running a bricks and mortar retail store left little to invest in other areas of the business. The case provides a classic example of entrepreneurship that can be used in introductory and intermediate level entrepreneurship classes. It can be used as a platform to illustrate an entrepreneur who fails to make the transition to a manager. The discussion will provide an opportunity to introduce or review the concept of franchising.
Article Author(s): Russell, Randall H. Publication Date: 05/15/2000 Product Type: Balanced Scorecard Report Article Product Description: In spite of compelling evidence that measurement-focused organizations achieve higher financial returns, few companies have put in place a disciplined approach for measuring the nonfinancial, strategic performance areas that are crucial to a firm’s success. William A. Schiemann and John H. Lingle examine this paradox in their book, Bullseye: Hitting Your Strategic Targets Through High-Impact Measurement. HBS Number: B0005E Subjects: Balanced scorecard; Book reviews; Strategic planning Academic Discipline: Competitive strategy
Article Author(s): Butler, Timothy; Waldroop, James Publication Date: 06/01/2004 Product Type: Harvard Business Review Article HBS Number: R0406E Subjects: Career advancement; Human resources management; Interpersonal behavior; Interpersonal relations; Performance effectiveness; Recruitment; Teams Academic Discipline: Human resources management Product Description: Nearly all areas of business — not just sales and human resources — call for interpersonal savvy. Relational know-how comprises a greater variety of aptitudes than many executives think. Some people can “talk a dog off a meat truck,” as the saying goes. Others are great at resolving interpersonal conflicts. Some have a knack for translating high-level concepts for the masses. And others thrive when they’re managing a team. Because people do their best work when it most closely matches their interests, the authors contend, managers can increase productivity by taking into account employees‘ relational interests and skills when making personnel choices and project assignments. After analyzing the psychological tests of more than 7,000 business professionals, the authors identified four dimensions of relational work: influence, interpersonal facilitation, relational creativity, and team leadership. This article explains each one and offers practical advice to managers — how to build a well-balanced team, for instance, and how to gauge the relational skills of potential employees during interviews. Understanding these four dimensions will help you get optimal performance from your employees, appropriately reward their work, and assist them in setting career goals. It will also help you make better choices when it comes to your own career development. To get started, try the authors' free online assessment tool, which measures both your orientation toward relational work in general and your interest level in each of its fo Source: Harvard
Article Author(s): Butler, Timothy; Waldroop, James Publication Date: 06/01/2004 Product Type: HBR OnPoint Article HBS Number: 7022 Subjects: Career advancement; Human resources management; Interpersonal behavior; Interpersonal relations; Performance effectiveness; Recruitment; Teams Academic Discipline: Human resources management Product Description: This is an enhanced edition of HBR article R0406E, originally published in June 2004. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. Nearly all areas of business — not just sales and human resources — call for interpersonal savvy. Relational know-how comprises a greater variety of aptitudes than many executives think. Some people can “talk a dog off a meat truck,” as the saying goes. Others are great at resolving interpersonal conflicts. Some have a knack for translating high-level concepts for the masses. And others thrive when they’re managing a team. Because people do their best work when it most closely matches their interests, the authors contend, managers can increase productivity by taking into account employees‘ relational interests and skills when making personnel choices and project assignments. After analyzing the psychological tests of more than 7,000 business professionals, the authors identified four dimensions of relational work: influence, interpersonal facilitation, relational creativity, and team leadership. This article explains each one and offers practical advice to managers — how to build a well-balanced team, for instance, and how to gauge the relational skills of potential employees during interviews. Understanding these four dimensions will help you get optimal performance from your employees, appropriately reward their work, and assist them in setting career goals. It will also help you make better c Source: Harvard
Article Author(s): Zu Knyphausen-Aufsess, Dodo; Bickhoff, Nils; Bieger, Thomas Publication Date: 09/15/2006 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University HBS Number: BH206 Subjects: Business responsibilities; Competitive advantage; Consulting; Games; Paradigms; Strategy; Venture capital Academic Discipline: Competitive strategy Product Description: Knowing the rules of a business is a prerequisite of being successful. On the other hand, carefully and selectively breaking the rules of management is often the way to exceed the low margins of intensively competitive arenas, especially at a time when technological innovation is limited and industries are tending to consolidate. Drawing on their own practical know-how and intensive research into future business models, the authors call for more dialectic in management thinking. Their “rule-breaking strategy creator” process is a combination of tested consulting and venture capital tools, and provides an entirely new approach to systematic rule-breaking and, thus, competitive advantages.
Case Author(s): Keinan, Anat; Avery, Jill Publication Date: 11/26/2008 Product Type: Module Note HBS Number: 509041 Subjects: Brand management; Branding; Corporate branding Academic Discipline: Marketing Product Description: For many firms, the brands associated with their products and/or services are their most valuable assets, and, hence, much management attention is given to designing, communicating, nurturing, and protecting them. This note is designed to provide an understanding of brand management strategies firms use to build, sustain, and leverage their brands. Learning Objective: To provide background reading for cases on Branding.
Case Author(s): Gabarro, John J. Publication Date: 10/01/1975 Revision Date: 06/30/1983 Product Type: Note Product Description: Introduces the concepts of assumptions, perceptions and feelings, and applies these concepts to the problem of understanding the behavior that takes place between people in relationships. The note discusses a particular interaction that takes place between two men in a work setting in terms of how each person’s point of view influences his behavior. Also discusses the topic of facilitating understanding and several assumptions that impede communications. HBS Number: 9-476-075 Subjects: Communication; Interpersonal relations Academic Discipline: Organizational behavior & leadership
Article Author(s): Sandberg, Jorgen Publication Date: 03/01/2001 Product Type: Harvard Business Review Article Product Description: Competence is more than a list of skills; it encompasses how employees define their work. How people understand their jobs affects how they carry them out. HBS Number: F0103D Subjects: Employees; Human resources management; Job analysis; Job descriptions Academic Discipline: Human resources management
Case Author(s): Bruns, William J., Jr. Publication Date: 06/23/1997 Revision Date: 01/27/1999 Product Type: Note Product Description: Defines types of costs—current, sunk, opportunity, relevant, differential--and their use in management and management decision making. Contrasts single period and multiple period cost analysis. Teaching Purpose: To introduce students to concepts of costs, their uses, and their complexity. HBS Number: 9-197-117 Subjects: Accounting procedures; Capital budgeting; Cost accounting; Cost analysis; Cost benefit analysis; Decision analysis Academic Discipline: Accounting & control
Article Author(s): Meyer, Christopher; Schwager, Andre Publication Date: 02/01/2007 Product Type: Harvard Business Review Article HBS Number: R0702G Subjects: Customer experiences; Customer relationship management; Customers Academic Discipline: Service management Product Description: Anyone who has signed up for cell phone service, attempted to claim a rebate, or navigated a call center has probably suffered from a company’s apparent indifference to what should be its first concern: the customer experiences that culminate in either satisfaction or disappointment and defection. Customer experience is the subjective response customers have to direct or indirect contact with a company. It encompasses every aspect of an offering: customer care, advertising, packaging, features, ease of use, reliability. Customer experience is shaped by customers‘ expectations, which largely reflect previous experiences. Few CEOs would argue against the significance of customer experience or against measuring and analyzing it. But many don't appreciate how those activities differ from CRM or just how illuminating the data can be. For instance, the majority of the companies in a recent survey believed they have been providing “superior” experiences to customers, but most customers disagreed. The authors describe a customer experience management (CEM) process that involves three kinds of monitoring: past patterns (evaluating completed transactions), present patterns (tracking current relationships), and potential patterns (conducting inquiries in the hope of unveiling future opportunities). Data are collected at or about touch points through such methods as surveys, interviews, focus groups, and online forums. Companies need to involve every function in the effort, not just a single customer-facing group. The authors go on to illustrate how a cross-functional CEM system is created. With such a system, com Source: Harvard
Case Author(s): Martinez-Jerez, F. Asis Publication Date: 07/20/2005 Revision Date: 01/08/2007 Product Type: Case (Field) HBS Number: 9-106-002 Geographic Setting: United States Industry Setting: Financial services Number of Employees: 14,200 Gross Revenues: $4.2 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: ABC system; Budgeting; Corporate culture; Customer profitability; Incentives; Organizational change; Organizational transformations Academic Discipline: Organizational behavior & leadership Product Description: Charles Schwab is transforming into a customer-centric organization. Central to this cultural and organizational change is the utilization of customer profitability at different decision-making levels. Examines several technical aspects of the ABC cost system, as well as the change in budgeting and performance measurement introduced by the new profitability system. The system also shows how ABC informs segment and individual customer decisions (such as pricing or process improvement). Also examines Charles Schwab’s necessary organizational changes (incentives, decision rights, etc.), as customer centricity is implemented throughout the firm.
Subjects: Bonuses; EVA; Financial statements; Management performance; Performance measurement Academic Discipline: Finance Product Description: Explores the concept of economic value added (EVA) and its practical applications as a management control system for performance measurement and incentive compensation. Explains how EVA is measured and explores some of the adjustments to financial statements that are required to measure EVA. Provides a fully worked example of a firm’s measurement of its EVA, both before and after adjustments to its financial statements. Describes several types of EVA bonus schemes and discusses both the benefits and limitations of EVA.
Case Driver, C — Imperial College London Distributor: ecch (www.ecch.com) Reference: 198-025-1 Language: English Category: Economics, Politics and Business Environment Data source: Generalised experience Product Year: 1998 Geo location: UK Industry: Health Service Size: Large Timing: Various Topics: Cost minimisation; Cost function specification; Input costs; Isoquent analysis; Choice of input factors; Production; Functions; Managerial judgement Abstract: The case presents background material based on the author’s consultancy experience with the UK blood transfusion service. It provides enough background to allow students to construct a ‘production function' for blood collection. It also presents data on unit input costs which in conjunction with the production data can be used to judge the correct balance between the two main costed inputs - processing existing donors or registering new donors. It is a practical example of well known cost minimisation principles presented in a novel and interesting way. The objective of this case is to get students to appreciate the usefulness of economic concepts in solving realistic assignments. In particular, this case makes use of the principle that for any required level of output, costs are minimised when the following condition is satisfied: the cost of substituting the required amount of input A to balance the removal of a unit of input B = the unit cost of B. A further objective is to show that there is often more to a problem than just the correct technical solution.
Case Author(s): Porter, Michael E. Publication Date: 12/07/2006 Revision Date: 08/13/2007 Product Type: Note HBS Number: 9-707-493 Subjects: Competition; Competitive strategy; Customers; Five forces; Industry analysis; Suppliers Academic Discipline: Competitive strategy Product Description: Examines the structural determinants of industry attractiveness (the Five Forces framework) and the implications of industry structure for strategy.
Article Prentice, W.C.H. Subordinates’ perceptions of the leader‘s actions and the psychological difficulties of being a subordinate strongly influence the leadership relationship. Effective leaders take a personal interest in the long term development of employees and utilize tact and other human relations skills. Employees respond positively to leaders who enlist their active participation in decisions. Business leadership can be democratic in the sense of providing maximum opportunity for growth to each worker without creating anarchy. HBS Number: 61511 Type: Harvard Business Review Article Publication Date: 9/1/1961 Subjects: Leadership; Management styles; Managerial skills
Case Driver, C — Imperial College London Distributor: ecch (www.ecch.com) Reference: 198-014-1 Language: English Category: Economics, Politics and Business Environment Data source: Generalised experience Product Year: 1998 Industry: Manufacturing,services Size: Medium Topics: Opportunity cost; Profit maximising; Recognising relevant information; Production costs; Demand curves Abstract: This case uses realistic simulated data to give students practice in applying basic economic analysis to a problem of medium complexity involving a decision on the best use of land released from production. The student needs to be able to sort out relevant information, to interpret a demand curve, and to interpret a production function. The problem requires an understanding of opportunity cost which is illustrated by the rental values of different plots of land. Profit maximisation can be used to determine the best split between renting,selling and using the land for car parking.
Case Author(s): Chris A. Higgins Publication Date: 8/30/2007 Product Type: Case (Gen Exp) Ivey ID: 9B07E016 Geographic Setting: Canada Level of Difficulty: 5 — MBA/Postgraduate Subjects: Statistical analysis; Probability; Politics Major Disciplines: Management Science and Information Systems Product Description: This case examines the interpretation of political polls. It discusses margin of error, confidence intervals and the relationship between sample size and margin of error. An Excel spreadsheet is included, Ivey product # 7B07E016, to help students understand the concepts.
Teaching Note For use with 9-802-093 HBS Number: 5-802-231 Subjects: Competition; Entrepreneurial management; Financial services; Information technology; Japan; Securities markets
Case Author(s): Segel, Arthur I.; Creo, Ben Publication Date: 10/28/2008 Revision Date: 07/20/2009 Product Type: Color Case HBS Number: 209073 Industry Setting: Credit industry; Real estate; Regulated industries Subjects: Capital markets; Crisis management; Financial management Academic Discipline: Finance Product Description: This note examines the background of the credit crisis of 2007-2008, discusses potential causes of it, and considers its ramifications. The exhibits contain a variety of pertinent data regarding the rise of securitization, debt levels, and typical aspects of financial crises. A new matrix is introduced for thinking about a country’s potential economic performance at any point in time.
Article Author(s): Flatters, Paul; Willmott, Michael Publication Date: 07/01/2009 Product Type: Harvard Business Review Article HBS Number: R0907P Subjects: Consumer behavior; Forecasting; Recessions Academic Discipline: Service management Product Description: How will consumers behave as we emerge from this downturn? Though recessions differ in their causes, depth, and duration, it’s possible to anticipate the way consumers will act by understanding their behavior and motivation in previous recessions and analyzing current trends. Flatters and Willmott trace the paths of eight trends as they entered the recession and project their trajectories into the recovery. The authors‘ analysis paints a picture of chastened new consumers who will seek simplicity in products and services; take companies' boardroom ethics into account in purchase decisions; pursue “discretionary” thrift (virtuous but not essential cost cutting); flit capriciously from brand to brand; make green consumption more a matter of reducing waste than purchasing premium products; and steer away from frivolous, extreme leisure experiences in favor of wholesome, authentic ones. Like their great-grandparents, who grew up in the Great Depression, young consumers today, the authors say, will be permanently changed by coming of age during a profound economic downturn.
Case Author(s): Wilson, G. Peter Publication Date: 07/28/1992 Revision Date: 12/01/1992 Product Type: Note Product Description: Describes the purpose, preparation, and uses of the statement of cash flows. Intended as an introduction to the statement. Illustrates and explains the differences and similarities between direct cash flow statements, indirect cash flow statements, and funds flow statements. HBS Number: 9-193-027 Subjects: Accounting policies; Accounting procedures; Cash flow; Financial analysis; Financial reporting Academic Discipline: Accounting & control
Case Author(s): Iansiti, Marco; Stein, Ellen Publication Date: 01/30/1995 Product Type: Case (Gen Exp) Product Description: Presents an introduction to methods for understanding user needs in product development. Describes a number of techniques including the use of focus groups, interviews, questionnaires, the Kano method, Lead User analysis, the Product Value matrix, OFD, etc. Provides a “how to” for product developers, and includes theory as well as examples from practice. HBS Number: 9-695-051 Geographic Setting: Unspecified Subjects: Market research; Product design; Product development Academic Discipline: Operations management
Article Author(s): Billington, Jim Publication Date: 06/01/1997 Product Type: Harvard Management Update Article Product Description: Analyzes migration, defined by its originator Adrian Slywotzky as the mechanism by which value leaves obsolete business designs and flows into new, more effective designs. The key is anticipating the future needs of customers and overcoming institutional memory in order to adapt to those needs, enabling the company to reexamine the nature of its business before losing customers and being forced to change. Citing examples from a variety of industries where value has "migrated" from one business model to another, the article identifies how these forces can be spotted and harnessed by individuals who want to prevent detrimental shifts in value from hitting their companies. HBS Number: U9706B Geographic Setting:Industry Setting: Subjects: Business models; Corporate strategy; Management of change; Models; Organizational change; Organizational design Academic Discipline: Competitive strategy
Note Laufer, D — Yeshiva University Distributor: ecch (www.ecch.com) Reference: 107-035-1 Language: English Category: Finance, Accounting and Control Data source: Generalised experience Product Year: 2007 Geo location: Global Industry: Accounting Topics: Services marketing; Accounting industry; Practice management; Client relationships; Consulting; Practice development Abstract: Attracting clients is a very complicated and time-consuming process; however it is an essential part of successfully growing a CPA (certified public accountant) practice. This note describes why clients hire CPA firms, and explains why it is useful to divide the reasons into two general categories: new client needs and dissatisfaction with previous CPA firms. By understanding why clients choose service providers, CPA firms increase their chances of being hired for engagements.
Case Author(s): McMillan, John; Rolland, Jean-Bernard Publication Date: 11/09/2003 Product Type: Case (Field) Publisher: Stanford University Product Description: Brazil has the largest fresh water resources in the world, but the municipal water market faces customers, both corporations and individuals, who do not trust the quality of the water. Without a way of evaluating the quality of the water, consumer consumption remains suboptimal. A multinational involved in quality control and certification, Underwriters Laboratories (UL) could act as a trusted third party and introduce confidence in the market. How should it approach this potentially huge but very uncertain market in this major developing economy? HBS Number: IB54 Geographic Setting: Brazil Industry Setting: Water, sewage & other systems Subjects: Consumption; Developing countries; Infrastructure; International business; Poverty; Quality control; Trust Academic Discipline: Business & government
Case Author(s): Moss, David A. Publication Date: 04/26/1995 Revision Date: 10/23/1995 Product Type: Case (Library) Product Description: Explores the problem of French unemployment on the eve of the presidential elections of 1995. Traces the development of social and economic policies under President Mitterrand and surveys leading explanations for the nation’s mounting unemployment crisis. One major theme concerns possible contradictions between France‘s commitment to European integration and its commitment to expansive social protection for French citizens. Another important theme relates to the apparent trade-off between jobs and wages, which has characterized most of the developed economies since the mid-1970s. Teaching Purpose: Ideally, students will gain insight on the significance and implications of double-digit unemployment in France, on the essential sources of the problem, and on the political feasibility of a variety of potential solutions. HBS Number: 9-795-064 Geographic Setting: France Subjects: Economic policy; France; Unemployment Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-796-048), 25p, by David A. Moss
Article Author(s): Grossman, Robert J. Publication Date: 05/15/2006 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: The unemployment insurance (UI) system in the United States is in trouble. Millions in tax dollars are going to undeserving claimants due to fraud and, more often, mistakes or poor UI claims management. State administration of UI is suffering from a lack of both financial and human capital. At the same time, too many employers are overpaying unemployment taxes, not only because of fraud and abuse, but also because they have opted out of the system. Additionally, many employers are failing to respond to UI requests for documentation and are choosing not to contest claims, as they believe the system is hopelessly skewed against them. HBS Number: BH193 Geographic Setting: United States Subjects: Administration; Business & government; Errors; Fraud; Insurance; Unemployment Academic Discipline: General management
Case Author(s): Rukstad, Michael G.; Levine, Tyrrell; Coll Publication Date: 04/11/2001 Revision Date: 08/21/2001 Product Type: Case (Field) Product Description: UNEXT has signed agreements with Columbia, Stanford, Chicago, Carnegie Mellon, and the London School of Economics to create online business courses. The company is backed by Michael Milken and Larry Ellison and has four Nobel laureates on its advisory board. This case describes UNEXT’s history, products, course development and delivery, marketing, costs, and revenues. Also devotes seven pages to the business education industry and to the e-learning competitive landscape. There is a one-page appendix summarizing Harvard Business School‘s role in e-learning. Teaching Purpose: To explore the effects of a potential disruptive technology (e-learning) on business education, and to examine how an inefficient industry (education) might be transformed by technology. HBS Number: 9-701-014 Industry Setting: education/e-learningNumber of Employees: 400 Event Year Start: 1997Event Year End: 2001 Subjects: Business education; Disruptive technologies; Distance learning; Education; Internet; Technological change Academic Discipline: Competitive strategy
Case Author(s): Reiling, Henry B. Publication Date: 07/28/2005 Product Type: Case (Compilation) Product Description: The founder/CEO and CFO failed to pay to Treasury funds withheld from employees’ salaries. Was their activity “willful” and are they personally liable? The firm was in a cash crisis. The founder/CEO was impaired by cocaine and alcohol use and the CFO was new to the job. HBS Number: 9-206-009 Geographic Setting: New York Event Year Start: 1978 Event Year End: 1994 Subjects: Ethics; Legal aspects of business; Liability; Taxation Academic Discipline: Social enterprise & ethics
Case Author(s): Quelch, John A.; Laidler, Nathalie Publication Date: 02/11/2003 Product Type: Case (Field) Product Description: In September 2002, Marjorie Newman-Williams, director of communication for UNICEF, is poised to present the results of a two-year rebranding process at the annual meeting of the national committee heads. This case describes the organization and highlights the challenges UNICEF faces in 2002. Details of the rebranding process, including market research, the development of brand essence and brand models, and organizational challenges of consensus building, are at the core of the case. Teaching Purpose: Students are exposed to the components of a rebranding strategy and challenged to identify key next steps in the implementation of the new brand. HBS Number: 9-503-032 Geographic Setting: Global Industry Setting: nonprofit Number of Employees: 6,000 Gross Revenues: $1.2 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Brand management; Brands; Marketing implementation; Marketing strategy; Nonprofit organizations Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-505-013), 7p, by John A. Quelch
Case Klassen R; Johnson F Unicon supplies pre-cast concrete products to the flourishing construction market in Hong Kong. The deputy managing director, is evaluating an opportunity to pursue a "blanket" regulatory approval for Unicon’s custom-designed concrete products withits largest customer, the Hong Kong Housing Authority. This opportunity promised to offer cost savings to both Unicon and this customer, although questions remain about the broader implications for Unicon‘s manufacturing operations and othercustomers. At the same time, management must develop a plan to expand its manufacturing capacity if Unicon hopes to capitalize on the rapidly expanding market and fend off new competitors from mainland China. Industry: Stone, Clay, Glass and Concrete Products Issues: Manufacturing Strategy, Product Life Cycle, Government Regulation, International Business Location: Hong Kong Size: Medium organization Year of event: 1997 Level: Undergraduate/MBA Revised: 14/02/2000 Ivey #: 9A98D006
Case White RW; Quinn B Unicorp Canada has announced a tender offer for Union Enterprises Ltd. Unicorp management must devise a strategy subsequent to the hostile takeover offer. The case illustrates the full range of actions, from political to scorched earth, availableto a target in defending itself in a hostile situation. (This is a sequel to Unicorp Tender for Union Enterprises (A), case 9A90B034.) Ivey Number: 9A90B035 Publication Date: 1/1/1990 Revision Date: 23/03/2002 Geographic Setting: Canada/USA Industry Setting: Electric, Gas and Sanitary Services Company Size: Medium organization Event Year Start: 1989 Subjects: Corporate Strategy, Stock Tenders, Corporate Governance, Strategic Planning Functional Area: Finance
Case White RW; Quinn B The vice-president and chief financial officer of Unicorp Canada Corporation, had to decide on the price, form and conditions of an offer for shares of Union Enterprises Ltd. (UEL) based on Unicorp’s objectives for the investment, its financialresources, the underlying value of UEL, and his assessment of the probabilities of the possible outcomes of the takeover bid. He then needed to develop a strategy for the presentation of the bid to UEL and the public. (A related case is available,titled Unicorp Canada Corporation, case 9A99B035.) Ivey Number: 9A90B034 Publication Date: 1/1/1990 Revision Date: 2/4/2002 Geographic Setting: Canada Industry Setting: Electric, Gas and Sanitary Services Company Size: Large organization Event Year Start: 1985 Subjects: Mergers & Acquisitions, Financing, Sensitivity Analysis, Corporate Strategy Functional Area: Finance
Case David W. Grigsby, Vitor F. C. GoncalvesPortugal’s largest credit card company faces a rapidly changing environment as deregulation of the country‘s banking industry takes hold. Sebastiao Lancastre, founding CEO, considers competing against his own major stockholders, as new laws permit all the country's banks to issue their own credit cards. Source: North American Case Research Association, Case Research Journal, Summer 1992, Vol. 12, Issue 2. Copyright 1992. Courses: Business Policy/Strategy; Money and Banking Topics:
Case Author(s): William W. Sihler; William Epstein Description: Financial statements for 11 different financial institutions are provided in ratio form. Students are to identify which institutional types each statement belongs. Subjects: financial analysis Darden ID: F-0810 Teaching Note: N/A
Case Author(s): Huang, Yasheng; O’Neil-Massaro, Kirsten J Publication Date: 03/13/2002 Product Type: Case (Field) Product Description: On April 4, 2000, at a board of directors‘ meeting, CEO Anatoly Chubais, Russia's legendary reformer, announced his plan to break up the Russian joint stock company Unified Energy System (UES). The plan envisioned breaking up the giant energy monopoly along two lines of business—electricity transmissions and generation and sales. His proposal met a fierce storm of opposition from foreign minority shareholders of UES as well as from Boris Fedorov, a fellow reformer in the early to mid-1990s. This case examines the dynamics of implementing structural reforms in a highly uncertain environment. Teaching Purpose: 1) Why did foreign minority shareholders oppose Chubais' proposal?, 2) Was Chubais a good manager for UES?, and 3) In what ways did foreign capital help promote or hinder economic reforms? HBS Number: 9-702-068 Geographic Setting: RussiaIndustry Setting: energyNumber of Employees: 660,000Gross Revenues: $500 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Energy; Russia; Shareholder relations Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-702-078), 17p, by Yasheng Huang
Case (Field) Author(s): Carol Prahinski Ivey ID: 9B02D020 Publication Date: 1/10/2003 Revision Date: 8/2/2003 Product Type: Case (Field) Teaching Note: 8B02D20 Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Medium Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Imports; Supplier Relations; Purchasing; Quality Major Disciplines: International; Production and Operations Management Product Description: Unifine Richardson is a food manufacturer with 110 employees. The company’s sole supplier of honey announced that effective immediately it was no longer able to supply Chinese honey. The Canadian Food Inspection Agency had rejected the importation of Chinese honey due to recently found traces of an antibiotic chemical. China had provided 20 per cent of the world‘s honey supply. Faced with escalating prices, issues with customers' preferences and possible product recalls, the purchasing manager must determine the company's next step. International sourcing, supply disruptions, supply chain management and quality issues must be considered.
Case Dunbar C; McHale JJ The CFO of UniHost Corporation is faced with a requirement to raise capital. UniHost is involved in the development, syndication, franchising and management of motels and hotels in Canada. Most of its properties were flagged under the “Quality” and“Comfort’‘ brands. UniHost required capital to repay a $52 million bridge loan facility and fund multiple growth opportunities. Financing alternatives included equity, convertible bonds and high yield debt. The CFO had to decide on both the formand structure of the financing. The case allows for discussion of a number of issues, including: the public financing process in Canada, financing strategy (i.e. choice of the form of financing in the context of a likely sequence of financings),optimal capital structure, and the impact of financing decisions on the overall strategy of a firm. With respect to the debt alternatives, data is provided which allows for analysis of the choice of debt maturity, bond covenants and bond ratingagencies. Ivey Number: 9A99N008 Publication Date: 8/6/1999 Revision Date: 15/01/2002 Geographic Setting: Canada Industry Setting: Hotels, Rooming Houses, Camps Company Size: Medium organization Event Year Start: 1998 Subjects: Hotel Management, Financing, Bonds, Deal Structuring Functional Area: Finance
Case Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mehalik, Matthew M.; Standish, Myles Darden ID: UVA-E-0153 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment; sustainable business; corporate policy; globalization; strategic development Teaching Note: UVA-E-0153TN Abstract: The A case illustrates the formulation of a new environmental initiative and its introduction into the corporate policy of this large multinational corporation. Jan-Kees Vis, a staff worker in the middle echelons of the company, attempts to integrate sustainable development into existing environmental policy in hopes of providing a plan of action for achieving sustainability. Once the new policy is adopted, the case leaves the student to decide how the company should begin fulfilling its commitments. See also the B, C, and D cases (E-0154, E-0155, and E-0156) and “Unilever: Corporate Venturing and Environmental Sustainability (A)” (E-0152).
Case Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mehalik, Matthew M.; Standish, Myles Darden ID: UVA-E-0153 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment; sustainable business; corporate policy; globalization; strategic development Teaching Note: UVA-E-0153TN Abstract: The A case illustrates the formulation of a new environmental initiative and its introduction into the corporate policy of this large multinational corporation. Jan-Kees Vis, a staff worker in the middle echelons of the company, attempts to integrate sustainable development into existing environmental policy in hopes of providing a plan of action for achieving sustainability. Once the new policy is adopted, the case leaves the student to decide how the company should begin fulfilling its commitments. See also the B, C, and D cases (E-0154, E-0155, and E-0156) and “Unilever: Corporate Venturing and Environmental Sustainability (A)” (E-0152).
Case Franch, J — ESADE Cortes, M — ESADE Distributor: ecch (www.ecch.com) Reference: 500-003-1 Language: English Category: Marketing Data source: Field research Product Year: 2000 Geo location: Global Industry: Ice cream Size: Multi-national Timing: 1997 Topics: Globalisation; Global vs multi-domestic; Managing brands globally; International product management Abstract: This is the first of a two-case series (500-003-1 and 500-004-1). Unilever, world market leader for the ice cream business, was competing globally with a multi-domestic strategy. At the beginning of January 1997 the company was considering globalising its ice cream operations in the 130 countries where its products were marketed. The case deals with the changes introduced at a global level, moving from multi-domestic strategy to a global strategy, unifying, internationalising and modernising the brand image for Unilever’s ice cream business, analysing and thoroughly assessing the different alternatives. The implications of this change are also discussed in the case. It deals with a situation that is more and more frequent nowadays in multi-national and global companies, and with the challenges Unilever faced in its attempt to effectively introduce changes without simultaneously losing its market position in various countries and local markets. This case contains colour exhibits. **1999 EFMD European Case Writing Competition Category Winner**
Case Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mehalik, Matthew M.; Standish, Myles Darden ID: UVA-E-0154 Published: 12/16/1998 Copyright Year: 1999 Subject Area: Ethics Keywords: environment; sustainable business; corporate policy; globalization; strategic development Teaching Note: UVA-E-0153TN Abstract: Jan-Kees Vis, a staff worker in the middle echelons of the company, attempts to integrate sustainable development into existing environmental policy in hopes of providing a plan of action for achieving sustainability. Once the new policy is adopted, the case leaves the student to decide how the company should begin fulfilling its commitments. The B case continues the story of Vis’s attempts to integrate sustainable development into Unilever‘s existing environmental policy in hopes of providing a plan of action for achieving sustainability, and describes how the company begins to fulfill its commitments. See also the A, C, and D cases (UVA-E-0153, UVA-E-0155, and UVA-E-0156) and “Unilever: Corporate Venturing and Environmental Sustainability (A)” (UVA-E-0152).
Case Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mehalik, Matthew M.; Standish, Myles Darden ID: UVA-E-0154 Published: 12/16/1998 Copyright Year: 1999 Subject Area: Ethics Keywords: environment; sustainable business; corporate policy; globalization; strategic development Teaching Note: UVA-E-0153TN Abstract: Jan-Kees Vis, a staff worker in the middle echelons of the company, attempts to integrate sustainable development into existing environmental policy in hopes of providing a plan of action for achieving sustainability. Once the new policy is adopted, the case leaves the student to decide how the company should begin fulfilling its commitments. The B case continues the story of Vis’s attempts to integrate sustainable development into Unilever‘s existing environmental policy in hopes of providing a plan of action for achieving sustainability, and describes how the company begins to fulfill its commitments. See also the A, C, and D cases (UVA-E-0153, UVA-E-0155, and UVA-E-0156) and “Unilever: Corporate Venturing and Environmental Sustainability (A)” (UVA-E-0152).
Case Franch, J — ESADE Cortes, M — ESADE Distributor: ecch (www.ecch.com) Reference: 500-004-1 Language: English Category: Marketing Data source: Field research Product Year: 2000 Geo location: Global, Spain Industry: Ice cream Size: Multi-national Timing: 1998 Topics: Implementing global strategies; Operational management; Making a global strategy work; Global headquarters vs global subsidiaries; Managing locally a global brand; Change management Abstract: This is the second of a two-case series (500-003-1 and 500-004-1). This case study was designed to discuss the implications of a global decision in a local market. It focuses on strategic issues, but the main strength of the case is to analyse and discuss the details of implementation. Many cases deal with strategic issues but the more operational details are sometimes overlooked. The case includes strategic elements (how to adjust to global strategy in a local market, reflecting the global vs local debate), operational elements (elements to be re-decorated and determining responsibilities), logistics (time frame and costs), and both internal and external communication actions). The case should not be considered a local one. It tries to reflect the complexity of making a global strategy work, using the Spanish subsidiary as an example. This case contains colour exhibits. **1999 EFMD European Case Writing Competition Category Winner**
Case Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mehalik, Matthew M.; Standish, Myles Darden ID: UVA-E-0155 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment; sustainable business; corporate policy; globalization; strategic development Teaching Note: UVA-E-0153TN Abstract: Jan-Kees Vis, a staff worker in the middle echelons of the company, attempts to integrate sustainable development into existing environmental policy in hopes of providing a plan of action for achieving sustainability. Once the new policy is adopted, the case leaves the student to decide how the company should begin fulfilling its commitments. The C case continues the story of Vis’s attempts to integrate sustainable development into Unilever‘s existing environmental policy in hopes of providing a plan of action for achieving sustainability, and reveals more of the company's efforts to fulfill its commitments. See also the A, B, and D cases (UVA-E-0153, UVA-E-0154, and UVA-E-0156) and “Unilever: Corporate Venturing and Environmental Sustainability (A)” (UVA-E-0152).
Case Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mehalik, Matthew M.; Standish, Myles Darden ID: UVA-E-0155 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment; sustainable business; corporate policy; globalization; strategic development Teaching Note: UVA-E-0153TN Abstract: Jan-Kees Vis, a staff worker in the middle echelons of the company, attempts to integrate sustainable development into existing environmental policy in hopes of providing a plan of action for achieving sustainability. Once the new policy is adopted, the case leaves the student to decide how the company should begin fulfilling its commitments. The C case continues the story of Vis’s attempts to integrate sustainable development into Unilever‘s existing environmental policy in hopes of providing a plan of action for achieving sustainability, and reveals more of the company's efforts to fulfill its commitments. See also the A, B, and D cases (UVA-E-0153, UVA-E-0154, and UVA-E-0156) and “Unilever: Corporate Venturing and Environmental Sustainability (A)” (UVA-E-0152).
Case Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mehalik, Matthew M.; Standish, Myles Darden ID: UVA-E-0156 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment; sustainable business; corporate policy; globalization; strategic development Teaching Note: UVA-E-0153TN Abstract: Jan-Kees Vis, a staff worker in the middle echelons of the company, attempts to integrate sustainable development into existing environmental policy in hopes of providing a plan of action for achieving sustainability. Once the new policy is adopted, the case leaves the student to decide how the company should begin fulfilling its commitments. The D case concludes the story of Vis’s attempts to integrate sustainable development into Unilever‘s existing environmental policy in hopes of providing a plan of action for achieving sustainability, and describes the company's efforts to fulfill its commitments. See also the A, B, and C cases (UVA-E-0153, UVA-E-0154, and UVA-E-0155) and “Unilever: Corporate Venturing and Environmental Sustainability (A)” (UVA-E-0152).
Case Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mehalik, Matthew M.; Standish, Myles Darden ID: UVA-E-0156 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment; sustainable business; corporate policy; globalization; strategic development Teaching Note: UVA-E-0153TN Abstract: Jan-Kees Vis, a staff worker in the middle echelons of the company, attempts to integrate sustainable development into existing environmental policy in hopes of providing a plan of action for achieving sustainability. Once the new policy is adopted, the case leaves the student to decide how the company should begin fulfilling its commitments. The D case concludes the story of Vis’s attempts to integrate sustainable development into Unilever‘s existing environmental policy in hopes of providing a plan of action for achieving sustainability, and describes the company's efforts to fulfill its commitments. See also the A, B, and C cases (UVA-E-0153, UVA-E-0154, and UVA-E-0155) and “Unilever: Corporate Venturing and Environmental Sustainability (A)” (UVA-E-0152).
Case Author(s): Jones, Geoffrey G.; Decker, Stephanie Publication Date: 08/31/2007 Revision Date: 07/09/2009 Product Type: Case (Library) HBS Number: 808025 Geographic Setting: Africa; India; United Kingdom; United States Industry Setting: Consumer products Number of Employees: 350,000 Gross Revenues: $17,470,000,000 Revenues (1977) Event Year Start: 1945 Event Year End: 1979 Subjects: Business history; Compliance; Consumer goods; Corporate reorganization; Foreign subsidiaries; Globalization; International management; Laws & regulations; Strategic management Academic Discipline: Competitive strategy Product Description: Explores the opportunities and threats to Unilever’s global business in 1978 based on the commercial and political challenges faced by three of its subsidiaries, Lever Brothers in the United States, Hindustan Lever in India, and United Africa Company in West Africa. Management faced several problems: criticism of multinational companies, anti-trust legislation, expropriations, and rising competition from international and local rivals. Focuses on developing a new global strategy for a company that placed a premium on a consensual management style and local autonomy.
Case Author(s): Jones, Geoffrey G.; Decker, Stephanie Publication Date: 08/31/2007 Revision Date: 07/09/2009 Product Type: Case (Library) HBS Number: 808025 Geographic Setting: Africa; India; United Kingdom; United States Industry Setting: Consumer products Number of Employees: 350,000 Gross Revenues: $17,470,000,000 Revenues (1977) Event Year Start: 1945 Event Year End: 1979 Subjects: Business history; Compliance; Consumer goods; Corporate reorganization; Foreign subsidiaries; Globalization; International management; Laws & regulations; Strategic management Academic Discipline: Competitive strategy Product Description: Explores the opportunities and threats to Unilever’s global business in 1978 based on the commercial and political challenges faced by three of its subsidiaries, Lever Brothers in the United States, Hindustan Lever in India, and United Africa Company in West Africa. Management faced several problems: criticism of multinational companies, anti-trust legislation, expropriations, and rising competition from international and local rivals. Focuses on developing a new global strategy for a company that placed a premium on a consensual management style and local autonomy.
Case Anderson, J; Woolley, M Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 602-030-1 Language: English Category: Production and Operations Management Data source: Published sources Product Year: 2002 Geo location: US, Europe Industry: Fast moving consumer goods Size: 250,000 employees Timing: 1998-2002 Topics: e-procurement; Strategic sourcing; Purchasing; Sourcing; Ariba; Unilever; e-business Abstract: This case study traces the experience of Unilever Group in developing a strategic sourcing approach, with a particular emphasis on the ongoing implementation of the strategy in Europe. The case provides lessons for any company considering the adoption of strategic sourcing as a way to drive out cost, and it addresses some of the emerging benefits and challenges of Internet-based purchasing systems. While the jury is still out with regard to areas such as people empowerment and process optimisation, Internet enabled strategic sourcing appears to be emerging as one of the success stories of the ’dotcom bubble‘. Indeed, companies who turn their backs on this approach due to broader scepticism towards e-business initiatives may see their long-term competitiveness eroded by companies, such as Unilever, who are driving ahead with technology-enabled strategies.
Case Author(s): Rangan, V. Kasturi; Rangan, V. Kasturi; Rajan, Rohithari Publication Date: 02/23/2005 Revision Date: 06/27/2007 Product Type: Case Publisher: Harvard Business School HBS Number: 505056 Geographic Setting: India Event Year Start: 2005 Event Year End: 2005 Subjects: Innovation; Consumer marketing; Marketing strategy; Target markets Academic Discipline: Marketing Product Description: To maximize their effectiveness, color cases should be printed in color. With liberalization of India’s economy and the opening up of markets to foreign multinationals such as Procter & Gamble, the Indian subsidiary of Unilever — Hindustan Lever Ltd. (HLL) — was under pressure to grow revenues and profits. HLL had a long and stellar record of market leadership in India (with market shares of nearly 60%) in categories such as soap, detergent, and shampoos. Documents HLL‘s innovative approach to penetrate rural markets (with populations less than 1,000), where two-thirds of India's population lives, with a scheme named “Shakti” (meaning empowerment). The central question is: How should the company scale Shakti and make it profitable? Includes color exhibits.
Case Author(s): Rangan, V. Kasturi; Rajan, Rohithari Publication Date: 02/23/2005 Revision Date: 06/27/2007 Product Type: Color Case HBS Number: 9-505-056 Geographic Setting: India Event Year Start: 2005 Event Year End: 2005 Subjects: Consumer marketing; Innovation; Marketing strategy; Target markets Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-507-022), 9p, by V. Kasturi Rangan Product Description: With liberalization of India’s economy and the opening up of markets to foreign multinationals such as Procter & Gamble, the Indian subsidiary of Unilever — Hindustan Lever Ltd. (HLL) — was under pressure to grow revenues and profits. HLL had a long and stellar record of market leadership in India (with market shares of nearly 60%) in categories such as soap, detergent, and shampoos. Documents HLL‘s innovative approach to penetrate rural markets (with populations less than 1,000), where two-thirds of India's population lives, with a scheme named “Shakti” (meaning empowerment). The central question is: How should the company scale Shakti and make it profitable?
Case Ireland, J — EADA - International Management Development Centre Distributor: ecch (www.ecch.com) Reference: 505-128-1 Language: English Category: Marketing Data source: Field research Product Year: 2005 Geo location: Global Industry: Fast moving consumer goods (FCMG) Size: Multinational Timing: 2004 Topics: Marketing; Store brands; Private labels; Unilever; Switzerland; Efficient consumer response (ECR); Category management; Channel; Distribution; Conflict; Co-operation; Strategy; Tesco; Safeway; Migros Abstract: In late 2004, Unilever was one of the world?s great manufacturers of food, personal and household care products. with sales of 40,366 billion euros and profits of 3,969 billion euros. Roger Wurth, Senior Key Account Manager for Unilever?s Swiss subsidiary, had written a Masters thesis that developed some creative alternatives for dealing with the pending arrival of hard discounters and their private label policies in Switzerland. He was now debating how best to approach Unilever?s management with his ideas.
Case Author(s): Christensen, Clayton M.; Zobel, Jorg Publication Date: 08/06/1997 Revision Date: 03/28/1998 Product Type: Case (Field) Product Description: Unilever, one of the world’s largest food product manufacturers, has grown in Europe primarily by acquiring local food companies. Initially Unilever allowed each acquired company to manage its own product development in a way that was tailored to local tastes and competition. This case describes the struggles that European managers confronted in trying to establish stronger central direction over Pan-European product development, branding, and marketing. Teaching Purpose: Useful in courses on multinational management, managing innovation, or product development, where tension between differing local needs and the economics of centralized development and branding is an important issue. HBS Number: 9-698-017 Geographic Setting: Europe Industry Setting: foods Number of Employees: 200,000 Gross Revenues: $50 billion revenues Event Year Start: 1992 Event Year End: 1997 Subjects: Europe; Food; Food processing industry; Innovation; Multinational corporations; Product development Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-698-076), 8p, by Clayton M. Christensen
Teaching Note For use with 9-698-017 HBS Number: 5-698-076 Subjects: Europe; Food; Food processing industry; Innovation; Multinational corporations; Product development
Case Thompson, A.A., Jr. Does it make strategic sense for Unilever to reshape its brand/product/business lineup from one that consisted largely of local and regional brands to one which is more strongly focused on global brands sold in most all country markets? Are there good strategic fits among the various parts of Unilever’s businesses/brands? Did Unilever pay too rich a price for its SlimFast, Ben and Jerry‘s, and Bestfoods acquisitions? Should we expect the three acquired businesses to perform better as part of Unilever than they would likely perform as standalone enterprises? What comes after the Path to Growth Strategy? What should Unilever's game plan be for the next 5 years? Publication Date: 2004 Geographic Setting: International Industry Setting: Processed Foods Event Year Start: 1999 Event Year End: 2003 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Business Policy; Acquisitions; Corporate Strategy; Product Portfolio Management Supplements: Teaching Note
Case Author(s): Christensen, Clayton M.; Zobel, Jorg Publication Date: 08/06/1997 Revision Date: 03/28/1998 Product Type: Case (Field) HBS Number: 698017 Geographic Setting: Europe Industry Setting: Food industry Number of Employees: 200,000 Gross Revenues: $50 billion revenues Event Year Start: 1992 Event Year End: 1997 Subjects: Food; Innovation; Multinational corporations; Product development Academic Discipline: Operations management Supplementary Materials: Teaching Note, (698076), 8p, by Clayton M. Christensen Product Description: Unilever, one of the world’s largest food product manufacturers, has achieved impressive growth in Europe, primarily by acquiring local food companies. Initially Unilever allowed each acquired company to manage its own product development in a way that was tailored to local tastes and competition. This case describes the struggles that European managers confronted in trying to establish stronger central direction over Pan-European product development, branding, and marketing.
Case Robles, F — George Washington University GWU Distributor: ecch (www.ecch.com) Reference: 501-010-1 Language: English Category: Marketing Data source: Published sources Product Year: 2001 Geo location: Latin America Industry: Consumer foods Size: Large Timing: 1996-2000 Topics: Regional strategy; Latin America; Implementation of global strategies; Impact of economic reforms; Regional market convergence; Cross border acquisitions Abstract: In response to globalisation and consolidation in the mature food industry and the potential to extract more profits from the value chain, Unilever has been pressured to pursue a more focused strategy and improve operating profits. The case examines the impact of the firm’s decision to pursue a focused global portfolio of brands on the Latin American food business strategy. The liberalisation of the business environment in Latin America offers Unilever unprecedented opportunities to implement a co-ordinated regional effort and intensify its dominance of food markets in the region. How should the firm implement the new directive to move toward a more focused brand portfolio? Is Latin America ready for a Pan- regional approach? The case examines three food categories: fat oils, ice cream and tea-based products to address these questions. A regional meeting of the Latin American division presents an opportunity to debate these issues and launch initiatives to integrate national and global businesses in the region. This case was sponsored by the Indiana University CIBER Case Collection.
Case Author(s): Galinsky, Adam; Austen-Smith, David; Chung, Katherine H.; LaVanway, Christy Publication Date: 01/01/2007 Product Type: Case (Field) HBS Number: KEL364 Geographic Setting: United States Industry Setting: Cleaning product; Food industry; Non-alcoholic beverage industry; Personal care products Subjects: Brands; Corporate culture; Marketing; Strategy; Values Academic Discipline: Operations management Supplementary Materials: Teaching Note, (KEL365), 4p, by Adam Galinsky, David Austen-Smith, Katherine H. Chung, Christy LaVanway Product Description: Dove and Axe were two highly successful brands owned by Unilever, a portfolio company. Dove was a female-oriented beauty product brand that exhorted “real beauty” and not the unachievable standards that the media portrayed. In contrast, Axe was a brand that purportedly “gives men the edge in the mating game.” Their risque commercials always portrayed the supermodel-type beauty ideal that Dove was trying to change. Unilever had always been a company of brands where the consumer knew the brands but not the company, but recently there had been the idea to unify the company with an umbrella mission for all of its brands. This would turn Unilever into a company with brands, potentially increasing consumer awareness and encourage cross-purchases between the different brands. However, this raised questions about the conflicting messages between the brands’ marketing campaigns, most notably between Unilever‘s two powerhouse brands, Dove and Axe. The case begins with COO Alan Jope anticipating an upcoming press meeting in New York City to discuss Unilever's current (i.e., 2005) performance and announce Unilever's decision to create an umbrella mission statement for the company. This case focuses on the central question of whether or not consistency between brand messages is necessary or inherently problematic.< Source: Harvard
Case Author(s): Gorman, Michael E.; Werhane, Patricia H.; Standish, Myles; Werhane, Patricia H.; Mehalik, Matthew M. Darden ID: UVA-E-0152 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment sustainable business entrepreneurship corporate policy venturing globalization strategic development Abstract: This case focuses on how Jan-Kees Vis, a middle-echelon staff worker at Unilever Foods, champions his ideas for environmental sustainability. Despite his position and a company reorganization, he manages to affect corporate environmental policy and operational strategy. Although the case’s primary emphasis is on Vis‘s tactics, the integration of sustainability into Unilever's mission statement is a central theme. The case can be used as an aid for instruction on internal corporate venturing, sustainable-policy development, and environmental sustainability strategy. See also the Unilever A, B, C, and D cases (UVA-E-0153, UVA-E-0154, UVA-UVA-E-0155, and UVA-E-0156).
Case Author(s): Gorman, Michael E.; Werhane, Patricia H.; Standish, Myles; Werhane, Patricia H.; Mehalik, Matthew M. Darden ID: UVA-E-0152 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment sustainable business entrepreneurship corporate policy venturing globalization strategic development Abstract: This case focuses on how Jan-Kees Vis, a middle-echelon staff worker at Unilever Foods, champions his ideas for environmental sustainability. Despite his position and a company reorganization, he manages to affect corporate environmental policy and operational strategy. Although the case’s primary emphasis is on Vis‘s tactics, the integration of sustainability into Unilever's mission statement is a central theme. The case can be used as an aid for instruction on internal corporate venturing, sustainable-policy development, and environmental sustainability strategy. See also the Unilever A, B, C, and D cases (UVA-E-0153, UVA-E-0154, UVA-UVA-E-0155, and UVA-E-0156).
Case Author(s): Maines, Laureen A.; Allee, Kristian D.; Wood, David A. Publication Date: 09/15/2008 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH289 Subjects: Accounting; Accounting standards; Corporate governance; FASB; Financial accounting; Financial management; Sarbanes-Oxley Act Academic Discipline: Finance Product Description: Given that investors and creditors use financial reports to allocate funds among companies, managers obviously care about how these reports portray the financial health and performance of their company. Managers influence financial reports primarily through their decisions about the company’s business transactions and commercial arrangements. A question naturally arises as to whether the standards that govern financial reporting influence managers‘ decisions about business transactions and arrangements. That is, do financial reporting standards have unintended economic consequences by changing the decisions that managers would have made in the absence of the standards? Moreover, should standard setters, such as the Financial Accounting Standards Board (FASB), consider the consequences of financial reporting standards on managers' economic decisions? In this article, we provide some background on these issues, explain why managers' decisions may be affected by accounting standards, provide examples of potential effects of accounting standards on managers' decisions, discuss findings of academic research on these issues and, finally, offer our opinions on these questions.
Case Author(s): Maines, Laureen A.; Allee, Kristian D.; Wood, David A. Publication Date: 09/15/2008 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH289 Subjects: Accounting; Accounting standards; Corporate governance; FASB; Financial accounting; Financial management; Sarbanes-Oxley Act Academic Discipline: Finance Product Description: Given that investors and creditors use financial reports to allocate funds among companies, managers obviously care about how these reports portray the financial health and performance of their company. Managers influence financial reports primarily through their decisions about the company’s business transactions and commercial arrangements. A question naturally arises as to whether the standards that govern financial reporting influence managers‘ decisions about business transactions and arrangements. That is, do financial reporting standards have unintended economic consequences by changing the decisions that managers would have made in the absence of the standards? Moreover, should standard setters, such as the Financial Accounting Standards Board (FASB), consider the consequences of financial reporting standards on managers' economic decisions? In this article, we provide some background on these issues, explain why managers' decisions may be affected by accounting standards, provide examples of potential effects of accounting standards on managers' decisions, discuss findings of academic research on these issues and, finally, offer our opinions on these questions.
Case Tufano, Peter; Headley, Jonathan S. Union Carbide Corp.’s board of directors is asked to evaluate a proposal from the Treasurer‘s Group that would articulate policies to manage its debt portfolio. The Treasury staff proposes that shareholder value will be maximized if th HBS Number: 9-294-057 Type: Case (Field) Publication Date: 2/15/1994 Revision Date: 2/14/1996 Geographic Setting: Danbury, CT Industry Setting: petrochemicals Company Size: Fortune 500 Number of Employees: :38,000 Gross Revenues: $7.6 billion revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Chemicals; Financial strategy; Interest rates; Liability; Risk assessment; Risk management Supplementary Materials: Teaching Note, (5-298-040), 13p, by Peter Tufano
Teaching Note For use with 9-897-201 HBS Number: 5-801-139 Subjects: Capital structure; Financial strategy; Investment banking; Organizational behavior; Restructuring; Service management
Case Arthur SharplinThe case tells the story of Union Carbide’s Indian operation, especially the disastrous gas leak which occurred at Bhopal in December 1984. It is mainly a societal issues case but also arouses transnational marketing and international finance issues. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1985, Revised 1990. Courses: International Business Topics:
Case Spar, Debora; Hull, Suzanne; Kou, Julia In December 1984, a Union Carbide plant in Bhopal, India, sprung a leak, releasing thousands of gallons of highly toxic gas into the atmosphere. By the time the leak was sealed, over 2,000 people had died. In a series of three excerpts from published accounts, the case covers the events that led up to the tragedy and the aftermath—financial, legal, and emotional--for Union Carbide’s management. The case is designed to allow students to explore the complex set of responsibilities that surround foreign direct investment. It enables them to discuss the extent to which Union Carbide‘s U.S.-based management was responsible for actions undertaken by Indians in India, and then to think of this responsibility in terms of its various components--financial, commercial, and moral. HBS Number: 9-795-070 Type: Case (Library) Publication Date: 6/28/1995 Revision Date: 9/4/1996 Geographic Setting: Bhopal, India Industry Setting: chemicals Company Size: Fortune 500 Event Year Start: 1984 Event Year End: 1984 Subjects: Chemicals; Corporate responsibility; Environmental protection; Foreign investment; Government & business; India; Occupational safety Supplementary Materials: Supplement (Library), (9-796-035), 2p, by Debora Spar, Julia Kou; Teaching Note, (5-798-121), 16p, by Debora Spar
Teaching Note For use with 9-795-070 HBS Number: 5-798-121 Subjects: Business government relations; Chemicals; Corporate responsibility; Environmental protection; Foreign investment; India; Occupational safety
Case Author(s): Spar, Debora; Kou, Julia Publication Date: 07/31/1995 Revision Date: 04/11/1996 Product Type: Supplement (Library) Product Description: Describes the aftermath of the explosion at Bhopal. Must be used with: (9-795-070) Union Carbide’s Bhopal Plant (A). HBS Number: 9-796-035 Geographic Setting: India Industry Setting: Chemical industry Subjects: Business government relations; Corporate responsibility; Environmental protection; Foreign investment; Occupational safety Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-798-121), 16p, by Debora Spar
Teaching Note For use with 9-796-035 HBS Number: 5-798-121 Subjects: Business government relations; Chemicals; Corporate responsibility; Environmental protection; Foreign investment; India; Occupational safety
Case Vermeulen, F; Bennett, M C; Burke, J T Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 307-174-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2007 Geo location: India Industry: Chemical plant Topics: Growth through replication; Organisational culture; Routines; Foreign market entry; Autonomy; Organisational control Abstract: This case focuses on the organisational circumstances that led up to the Union Carbide disaster in Bhopal, in 1984. It first describes the position of the Indian subsidiary within the larger corporate structure of Union Carbide, and its context in terms of the economic development of the city of Bhopal and India in general. It then goes on to examine in more depth the factors that contributed to the disaster, such as issues of managerial control, prevailing elements of the organisation’s culture, personnel policies, structure and routines. The case highlights how a multitude of factors combined to culminate into the disastrous events of that night, yet, it also oozes a sense of inevitability, that is, ‘an accident waiting to happen'. Thus, the case shows the flip side of autonomy and management control: errors may remain uncorrected and able to spiral out of control, in this instance with disastrous consequences.
Case Marshall, Paul W.; Matis, Marilyn E. Lauri Union graduates from Harvard Business School and then takes over her family’s steel-corrugated roofing and siding manufacturing firm. The industry is mature, entry barriers to competitors are low, and the company is over 50 years old and tired. Lauri decides to change the sales compensation structure, hire a new sales manager, and fire the current operations manager. She also changes the pricing formula for products, finds out what customers need, and tries to revive a backsliding culture. Teaching Purpose: Lauri Union takes over her family business to turn it around and make it profitable again. Does she take the right action and make the right decisions in her first six months? HBS Number: 9-898-109 Type: Case (Field) Publication Date: 1/22/1998 Revision Date: 11/19/1998 Geographic Setting: Fayetteville, NC Industry Setting: corrugated steel roofing/siding Number of Employees: 65 Gross Revenues: $30 million revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Family owned businesses; Small business; Steel; Women
Case Author(s): Marshall, Paul W.; Stevens, Julia D. Publication Date: 10/28/2002 Revision Date: 06/13/2006 Product Type: Case (Field) Product Description: Lauri Union graduates from Harvard Business School and takes over her family’s steel-corrugated roofing and siding manufacturing firm, which her mother has most recently run. The industry is mature, entry barriers to competitors are low, and the company is over 50 years old and performing poorly. This case details Union’s efforts to turn the company around by changing the management team to help increase sales, streamline operations, improve customer service and employee morale, and confront a culture of low expectations and performance.A rewritten version of an earlier case. May be used with: (9-804-003) Union Corrugating Co. (B). HBS Number: 9-803-065 Geographic Setting: Fayetteville, NC Industry Setting: Building materials industries; Steel industry Number of Employees: 50 Gross Revenues: $18 million - $22 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Entrepreneurs; Family owned businesses; Small business; Women Academic Discipline: Entrepreneurship
Case Author(s): Marshall, Paul W.; Stevens, Julia D. Publication Date: 11/03/2003 Revision Date: 08/18/2006 Product Type: Case (Field) HBS Number: 9-804-003 Geographic Setting: Fayetteville, NC Industry Setting: Building materials industries; Steel industry Number of Employees: 100 Gross Revenues: $30 million - $50 million revenues Event Year Start: 2002 Event Year End: 2003 Subjects: Competition; Entrepreneurs; Family owned businesses; Small business; Women Academic Discipline: Entrepreneurship Product Description: Lauri Union, president of Union Corrugating Co., has successfully transformed her family’s corrugated steel roofing and siding manufacturer into a successful enterprise. Reviews how Union turned the struggling company around and also considers the management structure she put in place so that she could effectively run the Fayetteville, N.C.-based company from her home in Boston. In 2003, the company is facing a number of competitive threats, and Union is wondering how best to address these threats, while also seeking a greater balance in her life between work and family. May be used with: (9-803-065) Union Corrugating Co. (A).
Case White RW; Quinn B Unicorp Canada Corporation owned 13.8% of Union Enterprises and was poised to buy another 16.3%. Union Enterprises must formulate a strategy for a hostile takeover. A central issue is how to finance the deal. One of the strengths of the case isthe ability to illustrate a wide range of offensive and defensive strategies. (A related case is available, titled Unicorp Canada Corporation, case 9A90B035.) Ivey Number: 9A95B042 Publication Date: 14/11/1995 Revision Date: 8/3/2002 Geographic Setting: Canada/USA Industry Setting: Electric, Gas and Sanitary Services Company Size: Large organization Event Year Start: 1985 Subjects: Stock Tenders, Strategic Planning, Acquisitions, Restructuring Functional Area: Finance
Case Kaplan, Robert S. Describes the railroad’s cost accounting system. Analyzes the role for cost control and for estimating product costs. HBS Number: 9-186-177 Type: Case (Field) Publication Date: 1/15/1986 Revision Date: 6/30/1986 Geographic Setting: West Industry Setting: railroad Company Size: large Gross Revenues: $4 billion revenues Event Year Start: 1980 Event Year End: 1980 Subjects: Cost accounting; Cost control; Deregulation; Pricing; Railroads Supplementary Materials: Teaching Note, (5-187-058), 17p, by Robert S. Kaplan
Case Author(s): Delaney J. Kirk Source: Business Case Journal — 2004 Subjects: Labor/industrial relations; Human resource management; Unionization Description: Although other unions have failed in seven attempts over 22 years to organize the employees of the Des Moines Water Works (DMWW), the American Federation of State, County, and Muncipal Employees (AFSCME) is trying once again to unionize the water utility. As the DMWW is one of the few public utilities in the United States that is not unionized, the AFSCME is highly motivated to organize the Utility’s employees. The Director of Human Resources, Dorenda Walters, is somewhat complacent of this latest unionization attempt because of the family-like atmosphere at the Utility and the previous failures to organize the Utility‘s workers. However, she realizes that a number of employee concerns brought out in a recent attitude survey have not been fully addressed. She nowhas only two months to train the Utility's managers on what they can and can't do during the unionizing process and to try and address the issues the employees have that led to the signing of authorization cards.
