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Case Munz-Jones, N — MDJ2 Consulting Limited Sanghavi, N — Manchester Business School (MBS) Distributor: ecch (www.ecch.com) Reference: 308-135-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: UK Industry: Retailing Size: Sales u1-4 billion Timing: 1980s to 2005 Topics: Retailing; D-I-Y retail market; Home improvement market; UK; B&Q; Kingfisher; Business strategy; Consumer trends; Business turnaround Abstract: This is a general management / strategy case study about B&Q and how it grew profits from u50m in 1995 to over u400m in 2004, only for those profits to halve the following year and then decline further to u130m in 2007. In summary, B&Q became a victim of its own success. In its successful days it developed a strong customer proposition that took advantage of a buoyant market to put clear distance between itself and all its main competitors. Having ’won the race‘ it then stopped doing what had made it so successful and did not adapt its proposition to changing customer, market and competitor dynamics. The result is a significant decline in economic returns to parent company Kingfisher who, at the time of writing, are investing heavily in a major turnaround programme to recover previous profitability levels. Although it is a retail sector case study many of the lessons are equally relevant to other sectors.
Article Keehn, E. Barry Much has been made of what American business can learn from Japan’s manufacturing practices, but its service sector also has lessons to teach. E. Barry Keehn reviews two recent books showing how the Tsutsumi family defined consumerism in Japan: The Brothers: The Hidden World of Japan‘s Richest Family, by Lesley Downer, and Architects of Affluence: The Tsutsumi Family and the Seibu-Saison Enerprises in Twentieth-Century Japan, by Thomas R.H. Havens. HBS Number: 96208 Type: Harvard Business Review Article Publication Date: 3/1/1996 Subjects: Japan; Retailing; Services; Vertical integration Year New: 1996
10. Yum! Brands, Pizza Hut, and KFC Author(s): Krug, Jeffrey A. Description: Yum! Brands, the world’s largest fast-food company, operator of over 33,000 KFC, Pizza Hut, Taco Bell, Long John Silver’s, and A&W restaurants, investigates a new Latin American expansion strategy. Publication Date: 2004 Revision Date: N/A Event Year Start: 2002 Event Year End: 2004 Geographic Setting: International Industry Setting: Restaurant/Fast Food Courses: Business/Management and Organization/Strategic Management/International Business/International Management Course Sequence: International Strategy; Corporate-level Strategy; Business-level Strategy; External Environment; Strategy Concept Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Portfolio Management; International Business Development Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3010
10. Yum! Brands, Pizza Hut, and KFC Author(s): Krug, Jeffrey A. Description: Yum! Brands, the world’s largest fast-food company, operator of over 33,000 KFC, Pizza Hut, Taco Bell, Long John Silver’s, and A&W restaurants, investigates a new Latin American expansion strategy. Publication Date: 2004 Revision Date: N/A Event Year Start: 2002 Event Year End: 2004 Geographic Setting: International Industry Setting: Restaurant/Fast Food Courses: Business/Management and Organization/Strategic Management/International Business/International Management Course Sequence: International Strategy; Corporate-level Strategy; Business-level Strategy; External Environment; Strategy Concept Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; Portfolio Management; International Business Development Supplements: Teaching Note; Video; PowerPoint Notes; Online Web Links Case Number: DLE3010
29. Yahoo! Author(s): Shamsie, Jamal Description: Once paralyzed by management gridlock and written off as another overhyped has-been, Yahoo! has been roaring back. This case focuses on the efforts of CEO Terry Semel to develop a new business model for Yahoo! Publication Date: 2007 Revision Date: N/A Event Year Start: 2001 Event Year End: 2005 Geographic Setting: International Industry Setting: Internet/Portal Courses: Business/Management and Organization/Strategic Management Course Sequence: Digital Business Strategy; Business-level Strategy; Intellectual Assets; Internal Analysis Subjects: Digital Business; Asset Analysis; Competitive Strategy; Corporate Culture Supplements: Teaching Note; PowerPoint Notes; Online Web Links Case Number: DLE3029
Case W. Glenn Rowe, University of Western Ontario Description: This non-profit organization has experienced significant growth and success over the past few years but has outgrown parts of its strategy and is failing to capture potential efficiencies and cross-division economies. Moreover, the CEO is feeling overwhelmed. Both the CEO and key managers are so focused on the day-to-day operations they are not able to develop meaningful long-term strategic plans. An improved strategy and internal restructuring are both needed. Publication Date: 2007 Geographic Setting: Canada Industry Setting: Not-for-profit Event Year Start: 1844 Event Year End: 2005 Courses: Business Policy Course Sequence: Business strategy Subjects: business policy/strategy, non-profit, nonprofit Supplements: Teaching Note Case Number: THM16010
Article Author(s): Buchanan, Leigh Publication Date: 11/01/2004 Product Type: Harvard Business Review Article Product Description: Young employees are ambitious — yet hoping to stay at one company for as long as possible. HBS Number: F0411F Subjects: Careers & career planning; Employee development; Employment; Human resources management Academic Discipline: Human resources management
Case Mosala, T; Metton, E Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 808-036-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2008 Geo location: Eastern Cape, South Africa Industry: Business process outsourcing and offshoring (BPO&O) contact centre Size: Small Timing: 2008 Topics: Entrepreneurship; Strategy; Call centres; Business process outsourcing Abstract: In September 2007, Pindiwe Holomisa and Nomaciko Ngoasheng, started Yahluma Solutions Ltd with the intention of building a fully-owned contact centre in Buffalo City (Eastern Cape), and making use of a Department of Trade and Industry incentive to encourage the establishment of business process outsourcing and offshoring businesses. The Buffalo City centre would take nearly a year to complete. In the meantime, client demand and the desire to earn incomes had led the two to offer part-time outsourcing services, using call centre infrastructure and facilities rented from a disaster recovery company.
Case Author(s): Lane, Henry W.; Wesley, David T.A. Publication Date: 10/29/2002 Ivey ID: 9B02C051 Subjects: Ethical issues; International business; Competitiveness; International law Product Description: Yahoo Inc. was the second largest Internet portal worldwide and the leading Internet portal in France. After Nazi-era memorabilia was posted on one of its English-language auction sites, the company was ordered under a French law to block access to neo-Nazi content. Yahoo filed a countersuit, alleging that compliance would violate free speech, as guaranteed under U.S. and international laws. Angered by the company’s response, survivors of the Holocaust charged the chief executive officer with war crimes, for supporting the atrocities of the Nazi regime through its Web site. The borderless nature of the Internet raises many issues for the company: conflicting laws and cultures of other countries, differing views on freedom of speech and suppression of objectionable material, ethical considerations and the impact of extraterritoriality.
Case Author(s): Fruscello, Thomas A.; Mead, Jenny; Wicks, Andrew C.; Freeman, R. Edward; Werhane, Patricia H. Darden ID: UVA-E-0300 Published: 1/25/2008 Revised: 2/29/2008 Copyright Year: 2007 Subject Area: Ethics Keywords: Ethics, Internet, China, user privacy, , global market share emerging economy economies Abstract: This case explores the larger context of competition among Internet companies for market share globally, especially in the emerging Chinese economy, as well as concerns about advancing the core values of the company including user privacy. Specifically, it concerns the decision facing Yahoo! CEO Jerry Yang when he is confronted with a request by the Chinese government to release the name of one of its users for alleged violations of Chinese law.
Case Author(s): Sucher, Sandra J.; Baer, Daniel Publication Date: 02/04/2009 Revision Date: 09/25/2009 Product Type: Case (Library) HBS Number: 9-609-051 Geographic Setting: China; United States Industry Setting: Internet & online services industries Gross Revenues: $1.6 billion Event Year Start: 2004 Event Year End: 2007 Subjects: Accountability; Cross cultural relations; Ethics; International business; Strategy Academic Discipline: General management Supplementary Materials: Supplement (Library), (9-609-073), 3p, by Sandra J. Sucher, Daniel Baer Product Description: In 2007 Jerry Yang, CEO of Yahoo!, was lambasted by U.S. Representative Tom Lantos, chairman of the U.S. House Committee on Foreign Affairs, for Yahoo’s role in the arrest and imprisonment of Chinese journalist and democracy advocate Shi Tao. The case describes the actions that Yahoo! had taken to grow its business in China, its handling of a government request for the identity of a Yahoo! user, and subsequent actions by the firm to respond to negative publicity and Congressional inquiry. The case raises broad questions about the challenge of complying with domestic law when operating in states that do not consistently respect human rights, and satisfy stakeholders across national boundaries. It allows students to consider the practical steps that a firm can take to protect itself and its stakeholders in states where the law is not always a reliable safeguard.
Case Author(s): Sucher, Sandra J.; Baer, Daniel Publication Date: 02/04/2009 Revision Date: 09/25/2009 Product Type: Supplement (Library) HBS Number: 9-609-073 Subjects: Accountability; Cross cultural relations; Ethics; International business; Internet; Strategy Academic Discipline: General management Product Description: Supplements the (A) case. Must be used with: (9-609-051) Yahoo! in China (A).
Case Author(s): Eisenmann, Thomas R.; Wagonfeld, Alison Berkley Publication Date: 04/13/2005 Revision Date: 06/06/2006 Product Type: Case (Field) Product Description: Describes Yahoo!’s management of the launch of version 6.0 of its Instant Messenger (IM) product, which incorporates features from 12 other Yahoo! properties, including Search, Music, Games, Photos, Personals, News, and Shopping. The integration of features from so many properties — all of which face urgent competitive priorities beyond their support of IM — presents a complex set of product and strategy development problems. Yahoo! has a distinctive approach for managing such “network integration,” which it sees as its key competitive advantage vs. Google and Microsoft‘s MSN. HBS Number: 9-805-102 Geographic Setting: Silicon Valley Number of Employees: 7,600 Event Year Start: 2004 Event Year End: 2005 Subjects: Competitive advantage; Computer networks; Corporate strategy; Diversified companies; Internet; Product development; Product introduction Academic Discipline: Competitive strategy
Case Author(s): Healy, Paul M.; Cohen, Jacob Publication Date: 11/27/2000 Revision Date: 01/07/2003 Product Type: Case (Library) Product Description: Amy Maislos, an investor in Internet and technology companies, was excited to read that Yahoo! had reported a positive net income for 1998 operations. During the late 1990s, stock prices of Internet companies had risen rapidly even though most companies were reporting losses. Amy believed that investors and Wall Street analysts would soon expect profits from tech companies. When she reviewed the annual report she noticed a compensation footnote that reported that if Yahoo! had booked an expense for stock options, the company would have had a loss for 1998 operations. Teaching Purpose: To discuss the accounting treatments of stock options, the controversy surrounding the topic, and to understand financial footnote disclosure. HBS Number: 9-101-059 Geographic Setting: United StatesIndustry Setting: InternetNumber of Employees: 800 Event Year Start: 1998Event Year End: 1999 Subjects: Accounting procedures; Accounting standards; Disclosure; Employee compensation; Financial reporting; Internet; Stock options Academic Discipline: Accounting & control Supplementary Materials: Supplement (Library), (9-103-043), 1p, by Paul M. Healy, Jacob Cohen; Supplement (Library), (9-103-044), 2p, by Paul M. Healy, Jacob Cohen; Supplement (Library), (9-103-045), 1p, by Paul M. Healy, Jacob Cohen
Case Susanna Monseau Nazi memorabilia was available for sale on Yahoo!?s on-line auction site. A boycott of Yahoo! sites was organized by French activists. They threatened the company with litigation in France if the Nazi objects were not removed from the Yahoo! (U.S.) auction web site. Yahoo!?s in-house attorney suggested discussions with the activists but this did not prevent the activists from suing the company in the French courts. Yahoo! management decided that the company should appear at the French hearing (although they did not believe that the French court had jurisdiction over the U.S. web site) to correct misinformation about the case and the company in the French press. Yahoo! took the stance at trial that it should not act as a political censor, and it would be technically impossible to entirely block access to Yahoo! web sites from France. When the company lost the case in the French court management had to decide quickly how to react.
Case Author(s): Nasser, Nicole; McGinn, Kathleen L. Publication Date: 02/07/2003 Revision Date: 02/11/2009 Product Type: Case (Field) HBS Number: 903071 Geographic Setting: California Industry Setting: Internet & online services industries Number of Employees: 3,000 Gross Revenues: $717 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Bids; Competitive bidding; Corporate strategy; Decision making; Mergers & Acquisitions; Negotiations; New economy; Recruitment Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-909-011), 23p, by Dina Pradel, Kathleen L. McGinn Product Description: In late 2001, Yahoo!’s new executive leadership team faces a decision. With online advertising revenues significantly off, the company has decided to explore new strategic businesses, including online recruiting. The team must decide whether to make a bid for HotJobs.com, already under contract to be acquired by TMP Worldwide, parent of Monster.com. The deal is currently under scrutiny from the Federal Trade Commission. Given the importance of career listings to the company‘s new strategy, should Yahoo! make a move now for HotJobs or wait for the FTC's decision? May be used with: (903060) Travelexis.com: Role for Pat Young from SCOUT; (903072) Yahoo!: Becoming a Competitor in the Career Listings Space (B).
Case Author(s): Nasser, Nicole; McGinn, Kathleen L. Publication Date: 02/07/2003 Revision Date: 02/12/2009 Product Type: Case (Field) HBS Number: 903072 Geographic Setting: California Industry Setting: Internet & online services industries Number of Employees: 3,000 Gross Revenues: $717 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Bids; Competitive bidding; Corporate strategy; Decision making; Mergers & Acquisitions; Negotiations; New economy; Recruitment Academic Discipline: Negotiations Supplementary Materials: Teaching Note, (5-909-011), 23p, by Dina Pradel, Kathleen L. McGinn Product Description: After weighing the pros and cons of making an unsolicited bid for HotJobs.com (an online recruiting company already under contract to be acquired by TMP Worldwide), the executive team of Yahoo! decides to make an immediate move rather than wait for the Federal Trade Commission to clear the pending merger. This case examines Yahoo!s process for formulating a bid offer with limited information about the target and details the course of the company’s negotiations with HotJobs. May be used with: (903060) Travelexis.com: Role for Pat Young from SCOUT; (903071) Yahoo!: Becoming a Competitor in the Career Listings Space (A).
Case Author(s): Rivkin, Jan W.; Girotto, Jay Publication Date: 07/10/1999 Revision Date: 01/06/2000 Product Type: Case (Field) Product Description: In the wake of major competitive moves, CEO Tim Koogle and his senior team at Yahoo!, an Internet portal, must decide whether and how to adjust their strategy. Following deals between AOL and Netscape, Excite and @Home, Infoseek and Disney, and Snap and NBS, Yahoo! faces the prospect of being the last portal without a significant partner. Students must grapple with the benefits and costs of integration in the rapidly changing world of the Internet. Teaching Purpose: Examines how a company organizes itself to formulate strategy in the midst of rapid environmental change. Reveals how external turbulence puts new pressures on a firm’s strategy, its organizational structure, and its managers. Considers how one successful company has structured itself to cope with severe environmental uncertainty. Special emphasis is given to the interactions among Yahoo!‘s functions and the effects of those interactions on firm flexibility. Also permits students to examine the structural attractiveness of the portal industry and the strength of Yahoo!'s position in the industry. HBS Number: 9-700-013 Geographic Setting: United States Industry Setting: Internet portals Number of Employees: 900 Gross Revenues: $200 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Internet; Management of change; Online information services; Organization; Strategy formulation; Uncertainty Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-700-086), 20p, by Jan W. Rivkin, Jay Girotto; Supplement (Note), (9-602-112), 3p, by Alan MacCormack
Teaching Note For use with 9-700-013 HBS Number: 5-700-086 Subjects: Internet; Management of change; Online information services; Organization; Strategy formulation; Uncertainty
Case Partridge, B — Leeds University Business School Stoodley, E — Leeds University Business School Distributor: ecch (www.ecch.com) Reference: 381-021-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1981 Geo location: UK Industry: Motor manufacture and distribution Size: Small Timing: 1973-1980 Topics: Corporate strategy; Entrepreneurship; New products; Project management; Small business; Technological innovation Abstract: The case concerns the failure of a brilliant technical innovation which functioned superbly under extreme conditions and at times far beyond the manufacturer’s initial hopes and expectations. The company recognised a great market opportunity but failed to realise its potential. The reasons for this failure are typical of small businesses in general: massive under capitalisation and the lack of a financial perspective, ineffectual marketing and an inappropriate organisation structure. The company lost their initial lead and let the market opportunity slip away. The case can be used near the beginning of a Business Policy Course. It may be used with final year undergraduates, for whom it was written, or by developing a different approach with mature students on postgraduate or postexperience courses. The case has also been used with final year engineering students interested in Project Management. It has been written from the technical perspective with less emphasis on Marketing and Finance because this was how the company viewed the project.
Case Author(s): Datar, Srikant; Garvin, David; Weber, James Publication Date: 02/13/2008 Revision Date: 02/29/2008 Product Type: Case (Field) HBS Number: 308011 Industry Setting: Business education Event Year Start: 2005 Event Year End: 2008 Subjects: Leadership development; Nonprofits; Organizational development Academic Discipline: General management Product Description: In the fall of 2006, the Yale School of Management launched a new core curriculum in its MBA program. The new curriculum eliminated traditional discipline-based courses such as finance and marketing and replaced them with courses that sought to integrate teaching and learning across functions and from the perspective of the constituents with whom leaders typically interacted, such as customers, competitors, and investors. This case examines the implementation of the new curriculum and how it transformed business education at the Yale School of Management. May be used with: (308009) INSEAD.
Case Lerner, Joshua; Light, Jay O. Yale University’s investment office was responsible for managing its endowment, which totaled nearly $4 billion in June 1995. Yale had developed a rather different approach to endowment management, including substantial investments in "less efficient" equity markets such as private equity, real estate, and "absolute return" investments. The investment office was now considering devoting even more of their assets to these markets. HBS Number: 9-296-040 Type: Case (Field) Publication Date: 12/2/1995 Revision Date: 12/30/1995 Geographic Setting: New Haven, CT Industry Setting: university Number of Employees: :15 Event Year Start: 1995 Event Year End: 1995 Subjects: Academic administration; Capital markets; Incentives; Investment management; Leveraged buyouts; Venture capital Supplementary Materials: Teaching Note, (5-298-124), 10p, by Joshua Lerner
Teaching Note For use with 9-296-040 HBS Number: 5-298-124 Subjects: Academic administration; Capital markets; Education; Incentives; Investment management; Leveraged buyouts; Venture capital
Case Lerner, Joshua David Swensen, chief investment officer at Yale University, reviews the $6 billion endowment strategy, which places an unusually heavy emphasis on private equity and other illiquid securities. Changing market conditions in November 1997 cause him to rethink historically successful approaches. Teaching Purpose: To illustrate the broad range of private equity investments and the complex motives of investors. Often used as an introductory case. A rewritten version of an earlier case. HBS Number: 9-298-077 Type: Case (Field) Publication Date: 12/2/1997 Revision Date: 9/28/1998 Geographic Setting: New Haven, CT Industry Setting: university Number of Employees: :15 Event Year Start: 1997 Event Year End: 1997 Subjects: Academic administration; Capital markets; Financial instruments; Incentives; Investment management; Leveraged buyouts; Venture capital Supplementary Materials: Teaching Note, (5-298-124), 10p, by Joshua Lerner
Teaching Note For use with 9-298-077 HBS Number: 5-298-124 Subjects: Academic administration; Capital markets; Education; Financial instruments; Incentives; Investment management; Leveraged buyouts; Venture capital
Case Author(s): Lerner, Josh Publication Date: 01/03/2007 Revision Date: 05/08/2007 Product Type: Case (Field) HBS Number: 9-807-073 Geographic Setting: Connecticut Industry Setting: Education industry Number of Employees: 20 Event Year Start: 2006 Event Year End: 2006 Subjects: Asset allocation; Asset management; Assets; Financial management; Financial strategy; Leveraged buyouts; Venture capital Academic Discipline: Finance Product Description: The Yale Investments Office must decide whether to continue to allocate the bulk of the university’s endowment to illiquid investments — hedge funds, private equity, real estate, and so forth. Considers the risks and benefits of a different asset allocation strategy. Highlights the choice between different subclasses, e.g., between venture capital and leveraged buyout funds.
Case Author(s): Lerner, Joshua Publication Date: 11/17/2000 Revision Date: 03/04/2001 Product Type: Case (Field) Product Description: David Swensen, chief investment officer at Yale University, reviews the $10 billion endowment strategy, which places an unusually heavy emphasis on private equity and other illiquid securities. Changing market conditions in July 2000 cause him to rethink historically successful approaches. Teaching Purpose: To illustrate the broad range of private equity investments and the complex motives of investors. Often used as an introductory case. HBS Number: 9-201-048 Geographic Setting: New Haven, CT Industry Setting: university Number of Employees: 15 Event Year Start: 2000 Event Year End: 2000 Subjects: Academic administration; Capital markets; Education; Financial instruments; Incentives; Investment management; Leveraged buyouts; Venture capital Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-202-022), 10p, by Joshua Lerner, G. Felda Hardymon, Ann Leamon
Teaching Note For use with 9-201-048 HBS Number: 5-202-022 Subjects: Academic administration; Capital markets; Education; Financial instruments; Incentives; Investment management; Leveraged buyouts; Venture capital
Case Author(s): Bourgeois, L. J. III; Spreadbury, Andrew W. Darden ID: UVA-S-0139 Published: 12/31/2008 Copyright Year: 2007 Subject Area: Strategy Keywords: Corporate strategy; Diversification Abstract: With a far more diversified product range than any of its competitors in the electronic keyboard market, Yamaha had pursued a corporate strategy of diversification since World War II. The company had branched into the cutthroat competition of television, VCR, and audio-equipment production. With only its manufacturing-related capabilities supporting these businesses, Yamaha Corporation did not fare well with them because top executives were not able to move aggressively on less-familiar turf and because independent-minded divisions failed to pool resources and expertise.
Case Hooi, D H; Goodwin, N Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 507-065-1 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: Indonesia Industry: Automobile and automotive Timing: 2003-2004 Topics: Local consumer market; Market segmentation; Innovative product launch; Recovery from unsuccessful product launch; Indonesia Abstract: This is the first of a two-case series (507-065-1 and 507-066-1). This case study examines the product positioning, branding, launching and marketing campaigns for the first two automatic motorcycle models available in Indonesia. In 2002, Yamaha Indonesia launched the first model, Nouvo, but the initial sales were disappointing. In mid-2003, extensive consumer research was conducted and a twofold strategy for the future of Yamaha’s automatic motorcycles was developed. Firstly, the company would reposition and relaunch Nouvo as a tough, powerful and practical motorcycle for men, later that year. Secondly, the company would launch another automatic motorcycle, Mio, and position it as a fun and trendy motorcycle for women, in early 2004. This case examines the lessons learned from the initial Nouvo campaign and challenges students to develop strategies and tactics for the dual Nouvo and Mio offering. It examines a range of issues in marketing, advertising, promotion, brand management, channel management, new market development and international marketing, as well as competitive strategy. Instructors may wish to follow this case with ‘Yamaha Indonesia (B): Nouvo and Mio Market Position'. The latter case explains what the company actually did and examines the results. It also describes Yamaha Indonesia's market position in 2005 and introduces competitive challenges that would affect the market in 2006 and beyond.
Case Hooi, D H; Goodwin, N Publisher: Asian Business Case Centre Distributor: ecch (www.ecch.com) Reference: 507-066-1 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: Indonesia Industry: Automobiles and automotive Timing: 2006 Topics: Product launch campaign; Brand management; Market segmentation; Competitive strategy Abstract: This is the second of a two-case series (507-065-1 and 507-066-1). This case follows ’Yamaha Indonesia (A): Positioning and Launching Automatic Motorcycles in Indonesia‘. The (A) case examines the lessons learned from the unsuccessful launch of the Nouvo automatic motorcycle in Indonesia in 2002 and challenges students to reposition Nouvo in 2003. It also challenges students to develop a better campaign for a second automatic motorcycle, Mio, which was to be launched in 2004. The (B) case continues the story by describing the Nouvo and Mio efforts and examining the company's subsequent position in the automatic motorcycle category. By December 2005, Yamaha controlled roughly 95 per cent of the category; however, the category constituted of only a small fraction of the total motorcycle market. In addition, Yamaha's rivals planned to introduce competing automatic products in 2006. The case examines the twofold challenge of expanding the automatic category while defending Yamaha's share. It examines a range of issues: (1) marketing; (2) advertising; (3) promotion; (4) brand management; (5) channel management; and (6) new market development, with emphasis on product positioning and competitive strategy.
Case Author(s): Greenwood, Robin; Segel, Arthur I.; Katzin, Joshua A. Publication Date: 06/16/2005 Revision Date: 05/15/2008 Product Type: Case (Field) HBS Number: 205084 Geographic Setting: Japan Subjects: Bids; Competition; Pricing; Private equity; Real estate; Strategy Academic Discipline: Finance Supplementary Materials: Teaching Note, (207003), 12p, by Arthur I. Segel, Richard Bennion Product Description: In 2001, James O’Connell, president of Holyoke Japan, an affiliate of Larson Capital, a distress debt private equity firm, wants to bid on a 90 billion yen loan currently in default by the borrower, Sanjo Enterprises, for a popular wedding and banquet facility with an adjacent office tower in downtown Tokyo. O‘Connell has to determine a bidding strategy, consider the competition, and price the deal.
Case Author(s): Greenwood, Robin; Segel, Arthur I.; Katzin, Joshua A. Publication Date: 06/16/2005 Revision Date: 06/15/2006 Product Type: Case (Field) Product Description: In 2001, James O’Connell, president of Holyoke Japan, an affiliate of Larson Capital, a distress debt private equity firm, wants to bid on a 90 billion yen loan currently in default by the borrower, Sanjo Enterprises, for a popular wedding and banquet facility with an adjacent office tower in downtown Tokyo. O’Connell has to determine a bidding strategy, consider the competition, and price the deal. HBS Number: 9-205-084 Geographic Setting: Japan Subjects: Bids; Competition; Pricing; Private equity; Real estate; Strategy Academic Discipline: Finance
Case Cooper, Robin Describes Japanese product costing in the pharmaceutical industry. Discusses the role of cost information in outsourcing departments, the use of variance analysis in cost reduction, and a Japanese approach to planning. Also explores the relationships among legislation, strategy, and cost management. HBS Number: 9-195-086 Type: Case (Field) Publication Date: 8/26/1994 Geographic Setting: Japan Industry Setting: pharmaceuticals Event Year Start: 1990 Event Year End: 1993 Subjects: Cost accounting; Cost analysis; Cost control; Japan; Pharmaceuticals; Variance analysis Supplementary Materials: Teaching Note, (5-195-087), 8p, by Robin Cooper
Case Cooper, Robin; Yoshikawa, Takeo Yamatake-Honeywell suspected that its product costs were being distorted by its cost system. To address this problem, the firm adopted an activity-based cost system. This case shows how the Japanese modify the activity-based cost system design to suit their own purposes. HBS Number: 9-195-106 Type: Case (Field) Publication Date: 10/14/1994 Geographic Setting: Japan Industry Setting: industrial products Event Year Start: 1990 Event Year End: 1993 Subjects: Activity based costing; Cost systems; Japan; Machinery; Production controls Supplementary Materials: Teaching Note, (5-195-107), 7p, by Robin Cooper
Case Author(s): Khanna, Tarun ; Oberholzer-Gee, Felix ; Egawa, Masako Publication Date: 01/23/2004 Revision Date: 05/04/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 704475 Geographic Setting: Japan Number of Employees: 97,500 Gross Revenue: 970 billion yen revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Industry analysis; Privatization; Economic theory; Pricing strategy; Competition; Networks; Supply chain management Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (704477), 1p, by Tarun Khanna,Felix Oberholzer-Gee,Masako Egawa; Case Teaching Note, (706445), 11p, by Felix Oberholzer-Gee,Tarun Khanna Product Description: Yamato Transport is the leading Japanese parcel delivery company and has dominated its industry for more than two decades. In response to new competitive challenges, Yamato must decide how to reposition itself in the industry and optimize the size of its network. The recently corporatized Japan Post is the only company that can deliver personal mail
Case Author(s): Khanna, Tarun; Oberholzer-Gee, Felix; Egawa, Masako Publication Date: 01/23/2004 Revision Date: 05/04/2006 Product Type: Case (Field) Product Description: Yamato Transport is the leading Japanese parcel delivery company and has dominated its industry for more than two decades. In response to new competitive challenges, Yamato must decide how to reposition itself in the industry and optimize the size of its network. The recently corporatized Japan Post is the only company that can deliver personal mail May be used with: (79208) How Competitive Forces Shape Strategy; (96608) What Is Strategy?. HBS Number: 9-704-475 Geographic Setting: Japan Industry Setting: Transportation industry Number of Employees: 97,500 Gross Revenues: 970 billion yen revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Competition; Economic theory; Industry analysis; Networks; Pricing strategy; Privatization; Supply chain Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Library), (9-704-477), 1p, by Tarun Khanna, Felix Oberholzer-Gee, Masako Egawa; Teaching Note, (5-706-445), 11p, by Felix Oberholzer-Gee
Case Lee, J S; Jia, L Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 408-021-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2008 Geo location: Qsingtao Industry: Haier Group Size: More than 50,000 employees Timing: 2007 Topics: Leadership; Women leadership; Management; Organisational behaviour; Relationship; Organisational culture Abstract: Haier is currently ranked fourth among home appliance manufacturers in the world. Yang Mianmian - Haier’s President, totally involved herself in all the affairs of Haier. She updated the management model, nurtured the corporate culture, and implemented the international strategy. In person, Yang Mianmian is honest, straightforward, positive, and experienced. She practices what she preaches, and practices it with confidence and determination. In other words, she is much tougher than her name seems to portray. Yang Mianmian enjoyed solving problems and was good at being close to practical situations with strong indomitable spirit. She was willing to coach and mentor her subordinates and guide them through her personal experience. Actually, Yang‘s pragmatic working style and leadership has positively affected the staff at Haier, who claim to have found it a great experience working with her. It is said that there is a large gap between the president of a king-sized company and a housewife of a normal family. However, Yang has succeeded in balancing her career and family. She not only managed an enterprise, but was also successful as a homemaker. The case illustrates Yang Mianmian's complex and sophisticated leadership, and personal experience, as well as her dedicated and significant contribution to the Haier Group.
Case Author(s): Vietor, Richard H.K. Publication Date: 05/10/2002 Revision Date: 08/30/2006 Product Type: Case (Field) HBS Number: 9-702-006 Geographic Setting: China Industry Setting: Electric power Number of Employees: 26,000 Gross Revenues: $6.7 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Electric power; Environmental protection; Foreign investment; Joint ventures Academic Discipline: Business & government Product Description: AES, an American electric power company with 141 plants worldwide, is just completing construction of a 2,100-MW plant in China — the largest ever. The project, a joint venture with five local companies, has several environmental, ownership, and operational issues as construction is completed. The decision point is whether AES should To explore issues of foreign direct investment as they pertain to the environment. Do U.S. MNCs run operations abroad at the same level of environmental efficacy as in their home country? If not, why not? And what are the local barriers and competitive reasons for not doing so?
Case Zhu, H Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 105-033-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2005 Geo location: China Industry: Brewery Size: 235,000 employees Timing: October 2002 Topics: China; Captial market; Convertible bond Abstract: In October 2002, Yanjing Brewery Co, Ltd issued RMB700 million convertible bonds in the Chinese capital market. Eventually, the underwriters bought RMB370 million. Apparently, the issuance was not successful. This case briefs the terms of the bonds and introduces the company as well as the competitive China beer market. The case also provides some information about the China stock market and the development of the China convertible market. It can be used to discuss the financial selection of the company: why Yanjing issued convertible bonds, whether Yanjing?s financing selection was proper and whether the terms were well designed. Based on the understanding of the company?s selection, students can further price the convertible bonds.
Case Boren, D — Bowling Green State University Distributor: ecch (www.ecch.com) Reference: 501-071-1 Language: English Category: Marketing Data source: Published sources Product Year: 2001 Geo location: Australia, USA Industry: Wine distributorship Size: 3-10 employees Topics: International sales contracts; Best alternative to a negotiated agreement (BATNA); Creative options; Drafting; Message analysis Abstract: This case involves the negotiation of a wine distributorship between an Australian winery and a United States distributor. The simulation requires students to face common problems in international negotiations, such as price, terms of shipment, choice of law, and foreign exchange risk. The case can be adapted for other countries by changing the countries names. Yarra is appropriate for negotiation or international business classes at the graduate or advanced undergraduate level. The case is ideally suited for a negotiation between students at universities in different countries, but it can be issued successfully in one class. Allow four to six weeks depending on whether e-mail is used, to complete the negotiation. This case was sponsored by the Indiana University CIBER Case Collection.
Case Lanfranconi CP; Crum G Developed to review basic accounting fundamentals and transaction analysis, Yat-San Printing requires students to record the first month transactions of a small Hong Kong printing shop and prepare the income statement for the period and the month endbalance sheet. Ivey Number: 9A98B017 Publication Date: 19/08/1998 Geographic Setting: Hong Kong Industry Setting: Business Services Company Size: Small organization Event Year Start: 1998 Subjects: Accounting - Transactions, Accounting Methods Functional Area: Accounting
Case Author(s): Jones, Geoffrey G.; Egawa, Masako; Yamazaki, Mayuka Publication Date: 06/23/2008 Revision Date: 01/16/2009 Product Type: Case (Library) HBS Number: 808158 Geographic Setting: Japan Industry Setting: Shipping industry Event Year Start: 1834 Event Year End: 1885 Subjects: Business history; Entrepreneurs; Globalization Academic Discipline: Entrepreneurship Supplementary Materials: Supplement (Library), (809038), 5p, by Masako Egawa, Mayuka Yamazaki, Geoffrey G. Jones Product Description: Considers the entrepreneurial career of the founder of Mitsubishi, Yataro Iwasaki, who built a large shipping company against the opposition of powerful Western incumbents. Although sometimes supported by the Japanese government, and often times opposed, the case identifies Iwaskaki’s entrepreneurial talent and organization-building skills as key drivers of success. This case provides a vehicle for examining the entrepreneurial factors behind Japan‘s remarkable transition from a feudal to a modern society in the second half of the nineteenth century.
Case Author(s): Jones, Geoffrey G.; Egawa, Masako; Yamazaki, Mayuka Publication Date: 06/23/2008 Product Type: Case (Library) HBS Number: 9-808-158 Geographic Setting: Japan Industry Setting: Shipping industry Event Year Start: 1834 Event Year End: 1885 Subjects: Business history; Entrepreneurs; Globalization Academic Discipline: Entrepreneurship Product Description: Considers the entrepreneurial career of the founder of Mitsubishi, Yataro Iwasaki, who built a large shipping company against the opposition of powerful Western incumbents. Although sometimes supported by the Japanese government, and often times opposed, the case identifies Iwaskaki’s entrepreneurial talent and organization-building skills as key drivers of success. This case provides a vehicle for examining the entrepreneurial factors behind Japan‘s remarkable transition from a feudal to a modern society in the second half of the nineteenth century.
Case Author(s): Egawa, Masako; Yamazaki, Mayuka; Jones, Geoffrey G. Publication Date: 08/18/2008 Revision Date: 01/23/2009 Product Type: Supplement (Library) HBS Number: 809038 Subjects: Business history; Entrepreneurs; Globalization Academic Discipline: Entrepreneurship Product Description: An abstract is not available for this product. Must be used with: (808158) Yataro Iwasaki: Founding Mitsubishi (A).
Case Author(s): Egawa, Masako; Yamazaki, Mayuka; Jones, Geoffrey G. Publication Date: 08/18/2008 Product Type: Supplement (Library) HBS Number: 9-809-038 Subjects: Business history; Entrepreneurs; Globalization Academic Discipline: Entrepreneurship Product Description: An abstract is not available for this product. Must be used with: (9-808-158) Yataro Iwasaki: Founding Mitsubishi (A).
Case Author(s): Egawa, Masako; Yamazaki, Mayuka; Jones, Geoffrey G. Publication Date: 08/18/2008 Revision Date: 01/23/2009 Product Type: Supplement (Library) HBS Number: 809038 Subjects: Business history; Entrepreneurs; Globalization Academic Discipline: Entrepreneurship Product Description: An abstract is not available for this product. Must be used with: (808158) Yataro Iwasaki: Founding Mitsubishi (A).
Case Author(s): Egawa, Masako; Yamazaki, Mayuka; Jones, Geoffrey G. Publication Date: 08/18/2008 Product Type: Supplement (Library) HBS Number: 9-809-038 Subjects: Business history; Entrepreneurs; Globalization Academic Discipline: Entrepreneurship Product Description: An abstract is not available for this product. Must be used with: (9-808-158) Yataro Iwasaki: Founding Mitsubishi (A).
Case Author(s): Weiss, Elliott N. Darden ID: UVA-OM-0917 Published: 10/3/2000 Revised: 9/29/2004 Copyright Year: 2000 Subject Area: Accounting and Control Keywords: operations management; operations performance measures Abstract: YBE is a manufacturer of metal window boxes. This case describes the manufacturing process, which permits students to calculate appropriate performance measures for the process. Students must also determine bottleneck process. The tradeoffs among setup time, inventory, and manufacturing lead time are also investigated.
Case Author(s): Weiss, Elliott N. Darden ID: UVA-OM-0917 Published: 10/3/2000 Revised: 9/29/2004 Copyright Year: 2000 Subject Area: Accounting and Control Keywords: operations management; operations performance measures Abstract: YBE is a manufacturer of metal window boxes. This case describes the manufacturing process, which permits students to calculate appropriate performance measures for the process. Students must also determine bottleneck process. The tradeoffs among setup time, inventory, and manufacturing lead time are also investigated.
Case Author(s): Grossman, Allen; Greckol-Herlich, Naomi Publication Date: 06/11/2008 Revision Date: 01/05/2009 Product Type: Case (Field) HBS Number: 308032 Number of Employees: 114 Gross Revenues: 12 million Event Year Start: 2000 Event Year End: 2008 Subjects: Board of directors; Children & youth; Nonprofits; Strategic planning Academic Discipline: General management Product Description: Year Up, a nonprofit job-skills training program for low-income, urban youth has run four successful programs in four cities for the past seven years. Now, after an ambitious capital campaign, the organization is poised to grow into a national program in an attempt to reach the 4.3 million disconnected youth in the United States, but will the organization be able to maintain high quality results as it goes to scale?
Case Author(s): Bruner, Robert F.; Carr, Sean Darden ID: UVA-F-1365 Published: 3/22/2002 Revised: 12/22/2005 Copyright Year: 2001 Subject Area: Finance Keywords: exchange ratio, bargaining and negotiating, valuation Teaching Note: UVA-F-1365TN Student Spreadsheet: UVA-S-F-1365 Faculty Spreadsheet: UVA-S-F-1365TN Abstract: Set in May 2000, these cases reflect the separate perspectives of the CEOs as they approach the negotiations of TSE International to acquire Yeats Valves. The task for the student is to complete a valuation analysis of the target and buyer, and to negotiate a price and exchange ratio with the counterparty. Each case contains a financial forecast only for that side; therefore, an important element in the negotiation is to obtain the private information of the other side, analyze it, and successfully negotiate terms of acquisition. The cases are relatively simple, and are offered as a first exercise in the valuation of the firm, and negotiation of an acquisition. They may be taught singly in usual case-discussion fashion, or combined into a joint-negotiation exercise where students are assigned parts to play. Used in a bilateral bargaining exercise, two teams of students are designated, each team representing one side of the negotiation and receiving a case designed for that team. The bargaining exercise provides a particular opportunity for joint teaching among instructors in finance, strategy, human behavior, and negotiation.
Case Author(s): Bruner, Robert F.; Carr, Sean Darden ID: UVA-F-1365 Published: 3/22/2002 Revised: 12/22/2005 Copyright Year: 2001 Subject Area: Finance Keywords: exchange ratio, bargaining and negotiating, valuation Teaching Note: UVA-F-1365TN Student Spreadsheet: UVA-S-F-1365 Faculty Spreadsheet: UVA-S-F-1365TN Abstract: Set in May 2000, these cases reflect the separate perspectives of the CEOs as they approach the negotiations of TSE International to acquire Yeats Valves. The task for the student is to complete a valuation analysis of the target and buyer, and to negotiate a price and exchange ratio with the counterparty. Each case contains a financial forecast only for that side; therefore, an important element in the negotiation is to obtain the private information of the other side, analyze it, and successfully negotiate terms of acquisition. The cases are relatively simple, and are offered as a first exercise in the valuation of the firm, and negotiation of an acquisition. They may be taught singly in usual case-discussion fashion, or combined into a joint-negotiation exercise where students are assigned parts to play. Used in a bilateral bargaining exercise, two teams of students are designated, each team representing one side of the negotiation and receiving a case designed for that team. The bargaining exercise provides a particular opportunity for joint teaching among instructors in finance, strategy, human behavior, and negotiation.
Case Author(s): Liedtka, Jeanne M.; Thurston, Elizabeth; Lucchi, Walter Darden ID: UVA-BP-0396 Published: 6/24/1998 Revised: 11/9/2006 Copyright Year: 2006 Subject Area: Business Policy Keywords: Consulting team; Work plans; Strategy formulation Abstract: This case focuses on the creation of a work plan for a consulting engagement.
Case Author(s): Liedtka, Jeanne M.; Thurston, Elizabeth; Lucchi, Walter Darden ID: UVA-BP-0396 Published: 6/24/1998 Revised: 11/9/2006 Copyright Year: 2006 Subject Area: Business Policy Keywords: Consulting team; Work plans; Strategy formulation Abstract: This case focuses on the creation of a work plan for a consulting engagement.
Case Author(s): Hatten, Kenneth J. Publication Date: 04/01/1976 Revision Date: 01/17/1989 Product Type: Case (Gen Exp) Product Description: Designed for use as an in-basket exercise in a general management course. Focuses on the first few hours work of the new president of Yellowtail Marine, Robyn Gilchrist, and the decisions she has to make. The decisions mix strategic and operations issues and make the case suitable for policy classes or small business courses. HBS Number: 9-376-235 Geographic Setting: California Industry Setting: boat building Company Size: small Gross Revenues: $8.74 million sales Event Year Start: 1976 Event Year End: 1976 Subjects: Business policy; Operations management; Shipbuilding; Small business; Strategic planning Academic Discipline: General management Supplementary Materials: Teaching Note, (5-376-265), 9p, by Kenneth J. Hatten
Case Kenneth J. HattenThis case focuses on the first few hours work of the new president of Yellowtail Marine, Robyn Gilchrist, and the decisions she has to make. Source: Harvard Business School. Copyright 1976, Revised April 1989. Courses: Business Policy/Strategy; Management; Operations Management; Small Business Topics:
Teaching Note For use with 9-376-235 HBS Number: 5-376-265 Subjects: Business policy; Operations management; Shipbuilding; Small business; Strategic planning
Case Author(s): Chen, David; Piskorski, Mikolaj Jan Publication Date: 03/01/2009 Revision Date: 03/27/2009 Product Type: Case (Library) HBS Number: 709412 Industry Setting: Internet & online services industries Number of Employees: 150 Gross Revenues: $5 million Event Year Start: 2009 Event Year End: 2009 Subjects: Advertising; Advertising strategy; Content management; Disruptive innovations; Information management; Information systems; Internet; Marketing; Technology management; Word-of-mouth Academic Discipline: Competitive strategy Product Description: Yelp was a popular on-line destination for reviews of local establishments, written by volunteer Internet users and read by 20 million people per month. However, the company made meager profits. The CEO needs to decide between two options to increase the revenue. First, the company can maintain its existing monetization model and quickly build a massive sales force to enroll many local business owners as advertisers and sponsors. The second option was to change the monetization model completely and charge readers for access to Yelp reviews.
Case Author(s): Wathieu, Luc Publication Date: 03/22/2000 Revision Date: 09/05/2000 Product Type: Case (Field) Product Description: David Tolmie wants yesmail.com to become a leader in “permission marketing.” Yesmail sends clients’ promotional email messages to targeted consumers who said ‘’yes‘' when asked whether they wished to receive promotional offers in a set of categories of interest. Tolmie sets out to build a large membership base quickly, so as to be able to convince major clients to work with him. Two approaches are considered: build the brand through banner ads and mass media and develop a proprietary list of motivated consumers; or build a network of partner web sites and have them outsource their permission marketing to yesmail.com. The second solution would imply sharing 50% of revenues with the partners, which conflicts with Tolmie's revenue growth objective. Additional issues include how to raise the value proposition to members, and how to price the services of yesmail.com. Teaching Purpose: To understand trends in marketing communications with a focus of permission marketing. To understand how to manage response rates. To explore the future of marketing on the Internet. HBS Number: 9-500-092 Geographic Setting: Chicago, IL Industry Setting: Internet/advertising Number of Employees: 71 Gross Revenues: $4.6 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Advertising; Direct marketing; Electronic commerce; Entrepreneurship; Internet marketing Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-501-028), 12p, by Luc Wathieu
Teaching Note For use with 9-500-092 HBS Number: 5-501-028 Subjects: Advertising; Direct marketing; Electronic commerce; Entrepreneurship; Internet marketing
Case Karamanos, A G; Nandwani, K Publisher: ESSEC Business School Distributor: ecch (www.ecch.com) Reference: 805-013-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2005 Geo location: Belgium Industry: Internet auctions Size: 5 employees Timing: 2004 Topics: Entrepreneurship; On-line auctions; Marketing strategy; On-line communities; Organisational management; Financing Abstract: This is the first of a two-case series (805-013-1 and 805-026-1). The case examines the entrepreneurial skills of Erik Vangreiken, founder and CEO of Yezzz.com, a Belgian on-line auctions website, in addressing obstacles and accessing resources with the goal of offering a valued service and building a community of users. Organisational, financial, technological and marketing issues feature strongly in this case. The case culminates with Yezzz.com’s challenge of profitable growth under competitive pressure by eBay, the dominant global player that has entered the local market for on-line auctions. A video (805-013-3) is available to accompany this case series.
Case Karamanos, A G; Nandwani, K Publisher: ESSEC Business School Distributor: ecch (www.ecch.com) Reference: 805-026-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2005 Geo location: Belgium Industry: Internet auctions Size: 5 employees Timing: May 2004 to May 2005 Topics: Business development; Mergers; Post-merger integration Abstract: This is the second of a two-case series (805-013-1 and 805-026-1). The (A) case covers the takeover of Yezzz.com by De Persgroep, a Belgium media group, in May 2004. The case discusses organisational developments and the synergies between Yezzz.com and De Persgroep. A video (805-013-3) is available to accompany this case series.
Case Author(s): Warnock, Francis Publication Date: 03/15/2006 Product Type: Note HBS Number: UV0996 Subjects: Finance; Academic Discipline: Finance Product Description: This technical note discusses risk and term premiums, prominent theories of the yield curve, and how to construct a yield curve.
Technical Note Author(s): Warnock, Francis E. Darden ID: UVA-BP-0491 Published: 3/15/2006 Copyright Year: 2006 Subject Area: Business Policy Keywords: Yield curve Abstract: This technical note discusses risk and term premiums, prominent theories of the yield curve, and how to construct a yield curve.
Case Johnson PF; Klassen R; Haywood-Farmer JS American Airlines is a widely cited leader in the development and implementation of yield management practices. This case is based on a training exercise used at American Airlines to introduce managers to their yield management system. Participantsare given the responsibility for a single flight from Dallas-Fort Worth, Texas to Miami, Florida and are required to make a series of sequential booking decisions in real time. The objective of the exercise is to maximize total revenue for theflight, after taking into account no-shows and penalties. De-briefing following the exercise provides an opportunity to discuss both the strategic and tactical issues that arise when applying yield management systems in service firms.The case is designed for use in a service management elective course or in a service operations course and is intended to expose students to yield management by giving them hands-on experience managing bookings for a flight. The game takesapproximately 50 minutes to play, leaving approximately 30 minutes for class discussion. Ideally, a supplemental reading dealing with yield management should be assigned with the case in order to provide background theory on yield management and to describe the complexities of a yield management system. Ivey Number: 9B00D003 Publication Date: 29/03/2000 Revision Date: 29/01/2002 Geographic Setting: United States Industry Setting: Air Transportation Company Size: Large organization Subjects: Services, Planning, Capacity Analysis, Pricing Strategy Functional Area: Production/Operations Management
Case Author(s): Stuart, Toby; Wagonfeld, Alison Berkley Publication Date: 01/22/2009 Product Type: Case (Field) HBS Number: 809090 Geographic Setting: California; Colorado Industry Setting: Venture capital firms Event Year Start: 2007 Event Year End: 2008 Subjects: Angel financing; Change management; Entrepreneurial finance; Entrepreneurial management; Software development; Technology; Venture capital Academic Discipline: Entrepreneurship Supplementary Materials: Supplement (Field), (809091), 3p, by Toby Stuart, Alison Berkley Wagonfeld Product Description: Yieldex Founder Doug Cosman is faced with the decision to sell his young software start-up for $4 million or to hire a CEO (Tom Shields) and pursue Series A venture capital financing. His angel investors and CEO candidate Tom Shields believe he should reject the offer and focus on building the company into a bigger enterprise. Cosman is attracted to the financial rewards offered by the potential acquirer.
Case Author(s): Stuart, Toby; Wagonfeld, Alison Berkley Publication Date: 01/22/2009 Product Type: Case (Field) HBS Number: 9-809-090 Geographic Setting: California; Colorado Industry Setting: Venture capital firms Event Year Start: 2007 Event Year End: 2008 Subjects: Angel financing; Change management; Entrepreneurial finance; Entrepreneurial management; Software development; Technology; Venture capital Academic Discipline: Entrepreneurship Supplementary Materials: Supplement (Field), (9-809-091), 3p, by Toby Stuart, Alison Berkley Wagonfeld Product Description: Yieldex Founder Doug Cosman is faced with the decision to sell his young software start-up for $4 million or to hire a CEO (Tom Shields) and pursue Series A venture capital financing. His angel investors and CEO candidate Tom Shields believe he should reject the offer and focus on building the company into a bigger enterprise. Cosman is attracted to the financial rewards offered by the potential acquirer.
Case Meyer, Kathleen; Allen, Suzanne; Wattenberg, Laura In 1985, Yla Eason was shocked by her young son’s comment that he could never be a "superhero" because all superheroes were white. Concerned that her son had already limited his aspirations as a result of his race, she searched futilel HBS Number: 9-996-054 Type: Case (Field) Publication Date: 12/15/1996 Geographic Setting: Richmond, VA/New York, NY Number of Employees: 10 Gross Revenues: $5 million revenues Event Year Start: 1985 Event Year End: 1996 Subjects: Diversity; Entrepreneurship; Ethics; Market research; Retailing; Social enterprise; Toy industry Supplementary Materials: Supplement (Field), (9-996-055), 5p, by Kathleen Meyer, Suzanne Allen, Laura Wattenberg; Teaching Note, (5-996-056), 8p, by Kathleen Meyer, Suzanne Allen, Laura Wattenberg; Case Video, (9-996-553), 8 min, by Kathleen Meyer, Suzanne Allen, Laura Wattenberg Publisher: Business Enterprise Trust
Teaching Note For use with 9-996-054 HBS Number: 5-996-056 Subjects: Diversity; Entrepreneurship; Ethics; Market research; Retailing; Social enterprise; Toy industry
Teaching Note For use with 9-996-055 HBS Number: 5-996-056 Subjects: Diversity; Entrepreneurship; Ethics; Market research; Retailing; Social enterprise; Toy industry
Case (Field) Author(s): James E. Hatch; Kara Adlington; Lee Anne Dyck Ivey ID: 9B07N010 Publication Date: 3/6/2008 Product Type: Case (Field) Teaching Note: 8B07N10 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Medium Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Deal Structuring; Acquisitions Major Disciplines: Entrepreneurship; Finance; International Product Description: The chairman and chief executive officer (CEO) of Ontario-based YM Biosciences (YM), was preparing for the upcoming board meeting. During this meeting several items of strategic importance would be discussed. Two potential acquisitions were being contemplated. In order to prepare for this meeting, the chairman would have to assess the strategic impact of each of the potential acquisitions and the way in which the acquisitions should be conducted.
Case Author(s): Rowe WG; MacDonald P Publication Date: 4/28/2006 Product Type: Case Ivey ID: 9B06M056 Geographic Setting: Canada Industry Setting: Non-Profit Organizations Size: Medium organization Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Benefits Policy, Corporate Strategy, Growth, Non-Profit Organization Functional Area: General Management Product Description: The chief executive officer (CEO) of a multi-site and multi-business YMCA must determine how to more than double participation levels in the next five years. The case describes how the London YMCA has grown in both participation and size. However,the corporate level strategy has become complicated and the board of directors, CEO and senior management team need to consider a new M-form structure. This has many implications for the CEO, the senior managers and the future growth of the YMCALondon.
Article Author(s): Stauffer, David Publication Date: 07/01/1998 Product Type: Harvard Management Update Article Product Description: In today’s team environments, good listening skills are perhaps more vital than ever for effective management. However, listening is the least-taught communication skill, and the one in which practically all of us could use a refresher course. Not only are poor listening skills considered bad form, but the inability to listen can be costly to your business when you fail to hear and comprehend what your team members, boss, and customers have to say. This article offers portrayals of the typical "bad listener" and the ideal "good listener" and provides five suggestions on how to become a better, more active, listener. HBS Number: U9807D Geographic Setting:Industry Setting: Subjects: Communication; Interpersonal relations; Managerial skills Academic Discipline: Organizational behavior & leadership
Case Author(s): Melnyk J; Meister D Description: Yodlee is pioneering an emerging technology, "account aggregation," that allows Internet users to authenticate only once to have access to personal password-protected account data from many sources. Yodlee offers this technology on a co-brandedapplication service provider basis, primarily to financial institutions. In January 2001, the company acquired its only significant competitor VerticalOne; the combined entity has almost 100 accounts, but 25 installed clients are on the VerticalOneplatform. Yodlee managers must devise a plan for integrating VerticalOne into Yodlee and migrating the installed base of VerticalOne clients to the Yodlee platform. The supplement, Yodlee Inc. - The VerticalOne Integration (B), product number9B03E003, presents what Yodlee did. Ivey Number: 9B03E002 Publication Date: 4/2/2003 Geographic Setting: United States Industry Setting: Business Services Company Size: Small organization Event Year Start: 2001 Subjects: Acquisitions; Action Planning and Implementation; Information Technology; E-Business Models Level of Difficulty: Undergraduate/MBA
Case Author(s): Melnyk J; Meister D Description: This supplement to Yodlee Inc. - The VerticalOne Integration (A), product number 9B03E002, discusses how Yodlee integrated VerticalOne, its only significant competitor in the emerging account aggregation space, after acquiring it. The combinedentity had almost 100 accounts, but 25 installed clients were on the VerticalOne platform so integration involved migrating the installed base of VerticalOne clients to the Yodlee platform. Reflections by Yodlee President and CEO on the acquisitionitself and subsequent integration of the two companies are presented. Ivey Number: 9B03E003 Publication Date: 4/2/2003 Geographic Setting: United States Industry Setting: Business Services Company Size: Small organization Event Year Start: 2001 Subjects: Consolidations and Mergers; Project Management; Management of Technology; Strategy Implementation Level of Difficulty: Undergraduate/MBA
Case (Field) Author(s): Oana Branzei; David J. Sharp; Jessica Kelly; Osama Siddiqui Ivey ID: 9B09M051 Publication Date: 6/25/2009 Product Type: Case (Field) Geographic Setting: Kenya Industry Setting: Health Services; Business Services; Food and Kindred Products Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Entrepreneurial Business Growth; Entrepreneurial Marketing; Emerging Markets; Sustainable Development Major Disciplines: Entrepreneurship; General Management; International; Marketing Product Description: The case illustrates a grassroots enterprise path to self-sufficiency in a subsistence market context. It explores the gradual evolution of a business model with strong pro-social mandates (pro-health, pro-women) and asks which growth options may best marry profitability and positive social change. The Mwanza-based Yogurt Mamas emerge as entrepreneurial role models in their communities; with funds from Western donors, and an exciting new technology, they seem set on their way to success. Yet close-up analyses reveal several outstanding concerns, including funding sufficiency, clarity of roles and responsibilities, patent restrictions, kitchen ownership, food safety and quality concerns and liability concerns among others. Despite positive health impact assessments, the venture is struggling to grow - and growth is the key to its future. Focused on a mix non-profit and retail model, the Yogurt Mamas produce and locally distribute a probiotic yogurt to their small community; they are interconnected in a local value chain, and benefit from annual inflows of disciplinary expertise from western partners, including free access to patented technology and free culturing of probiotic bacteria in a local lab. However, as the project funding winds down, business issues come to the fore. The case asks students to critically analyze the hurdles Source: Ivey
Case Cooper, Robin; Yoshikawa, Takeo Yokohama is in the middle of a supplier chain: it supplies Tokyo Motors and several other automobile manufacturers, and it is in turn supplied by Kamakura Ironworks. This case describes this supplier chain and the interorganizational cost systems that have evolved in the chain. Also shows how firms cope with a customer’s target costing system. May be used with: (9-195-108) Yokohama Corp. Ltd. (B): Cost Management System. HBS Number: 9-195-070 Type: Case (Field) Publication Date: 10/14/1994 Geographic Setting: Japan Industry Setting: automotive Event Year Start: 1990 Event Year End: 1993 Subjects: Automotive supplies; Cost systems; Japan; Suppliers Supplementary Materials: Teaching Note, (5-195-071), 7p, by Robin Cooper
Case Cooper, Robin; Yoshikawa, Takeo Illustrates the budget planning process at a Japanese firm. Also describes a highly traditional cost accounting system, and shows how variances are used for performance measurement. May be used with: (9-195-070) Yokohama Corp. Ltd. (A): The Yokohama Production System. HBS Number: 9-195-108 Type: Case (Field) Publication Date: 10/14/1994 Geographic Setting: Japan Industry Setting: automotive Event Year Start: 1990 Event Year End: 1993 Subjects: Automotive supplies; Budgeting; Cost accounting; Cost systems; Japan Supplementary Materials: Teaching Note, (5-195-109), 6p, by Robin Cooper
Case Atuahene-Gina, K; Mei, M Q Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 308-313-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Geo location: China Industry: Hospitality Size: Small Timing: 2007 Topics: Business model; Growth strategy; Service marketing; Value proposition Abstract: YongFoo (meaning elegance and fortune in Chinese) Elite is a private club offering food and beverage services. It was opened in 2004 in the venue of an old villa in a quiet concession in Shanghai. Since its operation, YongFoo Elite became one of the leading private clubs in China through attracting celebrities, business elites and senior government officials. The success of YongFoo Elite was mostly credited to its brilliant interpretation of the luxury and fashion culture of Shanghai in the 1940s. Different from other private clubs, YongFoo Elite welcomes customers both with and without membership. The founder, Xingzheng Wang, and his management group have a debate on the business model. Should YongFoo continue serving all customers or offer their service only to a small number of member customers? Which business model would bring sustainable growth while maintaining a high-end brand image?
Case (Field) Author(s): J. Peter Killing Ivey ID: 9A84M011 Publication Date: 11/30/1995 Revision Date: 11/28/2003 Product Type: Case (Field) Teaching Note: 8A84M11 Geographic Setting: Canada Industry Setting: Paper and Allied Products Size: Large Year of Event: 1983 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Integration; Competition Major Disciplines: General Management Product Description: York River is a Canadian pulp and paper company whose major product is container material, used for making cardboard boxes. The company has three major customers. A small competitor has made a takeover bid for one of these customers. If successful, York will lose 25% of its volume. Should York make a $50 million counterbid to keep the customer? Assessment of the reaction of other customers relative to impending consolidation is critical.
Case Author(s): Egawa, Masako; Mayo, Anthony J.; Yamazaki, Mayuka Publication Date: 01/13/2009 Revision Date: 04/09/2009 Product Type: Case (Field) HBS Number: 409049 Geographic Setting: Japan Industry Setting: Employment agencies; Temporary employment agencies Number of Employees: 2,700 Gross Revenues: 237 billion yen in FY 2007 Event Year Start: 1970 Event Year End: 2007 Subjects: Business government relations; Business history; Entrepreneurs; Women in business Academic Discipline: Organizational behavior & leadership Product Description: The case presents a biographical portrait of Yoshiko Shinohara who founded Tempstaff in 1973, one of the largest temporary staffing agencies in Japan. In addition to chronicling Shinohara’s entrepreneurial activities, the case provides contextual background about the role of women in business in Japan in the last few decades of the 20th century.
Case Author(s): Egawa, Masako; Mayo, Anthony J.; Yamazaki, Mayuka Publication Date: 01/13/2009 Revision Date: 04/09/2009 Product Type: Case (Field) HBS Number: 409049 Geographic Setting: Japan Industry Setting: Employment agencies; Temporary employment agencies Number of Employees: 2,700 Gross Revenues: 237 billion yen in FY 2007 Event Year Start: 1970 Event Year End: 2007 Subjects: Business government relations; Business history; Entrepreneurs; Women in business Academic Discipline: Organizational behavior & leadership Product Description: The case presents a biographical portrait of Yoshiko Shinohara who founded Tempstaff in 1973, one of the largest temporary staffing agencies in Japan. In addition to chronicling Shinohara’s entrepreneurial activities, the case provides contextual background about the role of women in business in Japan in the last few decades of the 20th century.
Article Author(s): Humphrey, Judith Publication Date: 10/01/2001 Product Type: Harvard Management Communication Letter Article Product Description: Great leaders instinctively know that their message will come through best if the audience looks at them and listens to them—with no distractions. Audiences that divide their attention will be able to commit to you only partially. This article suggests ways to give up the PowerPoint crutches and learn to use your own physical presence as your most powerful presentation asset. HBS Number: C0110E Subjects: Communication; Personal strategy & style; Presentations Academic Discipline: Organizational behavior & leadership
Article Author(s): Macomber, John D. Publication Date: 03/01/1989 Product Type: Harvard Business Review Article Product Description: Although construction is one of the riskiest things any company will do, upper management often ignores the risk or treats it as if it’s uncontrollable. Construction risk, however, can be analyzed and managed by using seven steps. Analyzing risk is largely a matter of assessing the complexity of the building, the site, the financing, the schedule, and the special uses and problems of the project. This analysis then drives the choice of contract and contractor. HBS Number: 89210 Subjects: Competitive bidding; Construction; Project management; Risk management Academic Discipline: Negotiations
Article Hoffman, Harold M.; Blakey, James Business owners who have found venture capitalists (VCs) willing to put money into their companies may be tempted to take the money on any terms. Because they need the capital, the last thing they want to do is upset a deal. Owners don’t have to agree without negotiation to each provision the VCs want. Owners do have some leverage in the negotiations, particularly if their businesses already show a profit or if they are selling a highly desirable service or product. HBS Number: 87207 Type: Harvard Business Review Article Publication Date: 3/1/1987 Subjects: Entrepreneurial finance; Entrepreneurship; Financing; Venture capital
Case Haghirian, P — Sophia University Toussaint, A — Sophia University Distributor: ecch (www.ecch.com) Reference: 309-046-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2009 Geo location: Japan Industry: Retail Size: Multinational Timing: 2008-2009 Topics: Corporate strategy; Japan; Wal-Mart; Seiyu; International consumer behaviour; Internationalisation; Internal marketing; Market entry Abstract: In 2002, Wal-Mart acquired a stake in the struggling retail corporation Seiyu as a way to enter the notoriously difficult, and potentially lucrative, Japanese market. The company soon began to make changes, but the hoped for turnaround at Seiyu has been slow to materialise. Wal-Mart doubled-down on Seiyu, making it a wholly-owned subsidiary in 2006. However, sales at Seiyu continue to decline, recently forcing Wal-Mart to abandon attempts to keep Seiyu’s sales network in place and proceed with major store closures in a drastic cost-cutting measure. After several missteps and hastily rethought strategies, the retailing powerhouse that is Wal-Mart seems utterly out of its element in the land of the rising sun.
Article Author(s): Merton, Robert C. Publication Date: 11/01/2005 Product Type: Harvard Business Review Article HBS Number: R0511E Geographic Setting: Taiwan Industry Setting: Aircraft industry; Banking industry; Stock markets Subjects: Accounting & control; Comparative advantage; Derivatives; Equity capital; Financial strategy; Risk management; Value creation Academic Discipline: Finance Product Description: Senior executives typically delegate responsibility for managing a firm’s derivatives portfolio to in-house financial experts and the company‘s financial advisers. That's a strategic blunder, argues this Nobel laureate, because the inventiveness of modern financial markets makes it possible for companies to double or even triple their capacity to invest in their strategic assets and competencies. Risks fall into two categories: either a company adds value by assuming them on behalf of its shareholders or it does not. By hedging or insuring against non-value-adding risks with derivative securities and contracts, thereby removing them from what the author calls the risk balance sheet, managers can release equity capital for assuming more value-adding risk. This is not just a theoretical possibility. One innovation — the interest rate swap, introduced about 20 years ago — has already enabled the banking industry to increase dramatically its capacity for adding value to each dollar of invested equity capital. With the range of derivative instruments growing, there is no reason why other companies could not similarly remove strategic risks, potentially creating billions of dollars in shareholder value. The possibilities are especially important for private companies that have no access to public equity markets and, therefore, cannot easily increase their equity capital by issuing more shares. The author describes how derivative contracts of various kinds are already being emp Source: Harvard
Case Barnes, Louis B. A CEO has decided to fire his head of sales, but stumbles over the question of when and how? This case describes the background and the resolution that it had to be done in June of 1992 in a particular way. HBS Number: 9-494-028 Type: Case (Field) Publication Date: 8/10/1993 Geographic Setting: United States Industry Setting: high tech optics Event Year Start: 1992 Event Year End: 1992 Subjects: Conflict; Decision making; Interpersonal behavior; Management of crises; Performance effectiveness; Superior & subordinate; Terminations Supplementary Materials: Supplement (Field), (9-494-029), 1p, by Louis B. Barnes; Supplement (Field), (9-494-030), 1p, by Louis B. Barnes
Article Author(s): Clayton, John Publication Date: 10/01/2000 Product Type: Harvard Management Communication Letter Article Product Description: You learned to write in school. But most of what you learned then was wrong for what you do now. Business writing has different aims and calls for different strategies. Not to fear—HMCL herewith deconstructs the eight basic truths about writing that you learned in high school and replaces them with guidelines for effective business writing. HBS Number: C0010C Subjects: Communication; Management communication; Writing Academic Discipline: Organizational behavior & leadership
Case Author(s): Barnes, Louis B. Publication Date: 08/12/1993 Product Type: Supplement (Field) Product Description: Presents a continuation of the (A) case. Must be used with: (9-494-028) You’ve Just Got to Fire Him (A). HBS Number: 9-494-029 Subjects: Conflict; Decision making; Interpersonal behavior; Management of crises; Performance effectiveness; Superior & subordinate; Terminations Academic Discipline: Organizational behavior & leadership
Case Author(s): Barnes, Louis B. Publication Date: 08/12/1993 Product Type: Supplement (Field) Product Description: Presents a continuation of the (B) case. Must be used with: (9-494-028) You’ve Just Got to Fire Him (A). HBS Number: 9-494-030 Subjects: Conflict; Decision making; Interpersonal behavior; Management of crises; Performance effectiveness; Superior & subordinate; Terminations Academic Discipline: Organizational behavior & leadership
Article Author(s): Bunker, Kerry A.; Kram, Kathy E.; Ting, Sh Publication Date: 12/01/2002 Product Type: Harvard Business Review Article Product Description: It’s natural to promote your best and brightest, especially when you think they may leave for greener pastures if you don‘t continually offer them new challenges and rewards. But promoting smart, ambitious young managers too quickly often robs them of the chance to develop the emotional competencies that come with time and experience—the ability to negotiate with peers, regulate emotions in times of crisis, and win support for change. Indeed, at some point in a manager's career--usually at the vice-president level--raw talent and ambition become less important than the ability to influence and persuade, and that's the point at which the emotionally immature manager will lose his effectiveness. This article argues that delaying a promotion can sometimes be the best thing a senior executive can do for a junior manager. The authors recommend that senior executives employ these strategies to help boost their proteges' people skills: sharpen the 360-degree feedback process, give managers cross-functional assignments to improve their negotiation skills, make the development of emotional competencies mandatory, make emotional competencies a performance measure, and encourage managers to develop informal learning partnerships with peers and mentors. HBS Number: R0212F Subjects: Coaching; Employee development; Employee problems; Human resources management; Management of professionals; Managerial selection; Managerial skills; Performance appraisal Academic Discipline: Human resources management
Article Author(s): Bunker, Kerry A.; Kram, Kathy E.; Ting, Sh Publication Date: 12/01/2002 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of HBR article R0212F, originally published in December 2002. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. It’s natural to promote your best and brightest, especially when you think they may leave for greener pastures if you don‘t continually offer them new challenges and rewards. But promoting smart, ambitious young managers too quickly often robs them of the chance to develop the emotional competencies that come with time and experience — the ability to negotiate with peers, regulate emotions in times of crisis, and win support for change. Indeed, at some point in a manager's career — usually at the vice-president level — raw talent and ambition become less important than the ability to influence and persuade, and that's the point at which the emotionally immature manager will lose his effectiveness. This article argues that delaying a promotion can sometimes be the best thing a senior executive can do for a junior manager. The authors recommend that senior executives employ these strategies to help boost their proteges' people skills: sharpen the 360-degree feedback process, give managers cross-functional assignments to improve their negotiation skills, make the development of emotional competencies mandatory, make emotional competencies a performance measure, and encourage managers to develop informal learning partnerships with peers and mentors. HBS Number: 2306 Subjects: Coaching; Employee development; Employee problems; Human resources management; Management of professionals; Managerial selection; Managerial skills; Performance appraisal Academic Discipline: Human resources management
Case Mimick RH; Higgins K This case concerns the development of a marketing plan for a southern Ontario dock builder, John Morrison, who is entering his second year of business. He has distribution and promotion decisions to make. Ivey Number: 9A89J004 Publication Date: 11/4/1996 Revision Date: 9/7/2001 Geographic Setting: Canada Industry Setting: Construction other than Building Company Size: Small organization Event Year Start: 1988 Subjects: Advertising, Entrepreneurship, Marketing Management, Break-Even Analysis Functional Area: Marketing
Case Alsfine, K Publisher: Wits Business School - University of the Witwatersrand Distributor: ecch (www.ecch.com) Reference: 804-059-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2004 Geo location: South Africa Industry: Fashion retail Size: Medium Timing: 2003 Topics: Entrepreneurship; Strategy Abstract: In the nine years since its inception, Paul Simon, founder and chief executive of Young Designers Emporium (YDE), had grown his vision of providing cutting-edge fashion and lifestyle products created by hopeful young South African designers, into a successful chain of ten stores in South Africa’s premier shopping malls. Having started with a 10,000 rand loan from his father, and his mother‘s retirement policy as surety, Simon had trusted his instincts that the reward from his kibbutz-style operation would be greater than the risks. Now, at the end of 2003, with a staff complement of around 250, turnover in excess of 120 million rand a year, and more than 80 designers and suppliers, Simon looked at his creation and wondered whether YDE had remained true to its goal of being affordable and accessible to its target market. Truworths, a leading fashion retailer with 257 stores in South Africa and 14 franchise operations in Africa and the Middle East, was offering to purchase 75% of his company, thereby providing the credit facilities that YDE needed to grow. Simon needed to decide whether closing this deal was really the answer to unleashing YDE's true potential.
Case Author(s): Chen, David; Piskorski, Mikolaj Jan; Macomber, John D. Publication Date: 04/07/2009 Product Type: Case (Field) HBS Number: 709444 Geographic Setting: United States Number of Employees: 20 Gross Revenues: 5 million Event Year Start: 2009 Event Year End: 2009 Subjects: CEO; Execution; Networking; Networks; Nonprofits; Reorganization Academic Discipline: Competitive strategy Product Description: The board of Young Presidents’ Organization needs to decide on the future of its Networks Initiative, designed to connect its geographically dispersed membership base through 60 different interest based networks. So far, a half of these networks have been considered successful, and now the board needs to decide what to do to make the remainder successful. Two options were considered. The first option, called ‘broad networks' focused on developing weaker ties and entailed keeping the initiative intact, but funding it better, by allowing outside sponsors to provide the funds. The second option, called 'deep networks' focused on developing strong ties, and entailed scaling down the number of networks, and providing them with support to encourage deep network formation, all funded internally.
Case Author(s): Chen, David; Piskorski, Mikolaj Jan; Macomber, John D. Publication Date: 04/07/2009 Product Type: Case (Field) HBS Number: 9-709-444 Geographic Setting: United States Number of Employees: 20 Gross Revenues: 5 million Event Year Start: 2009 Event Year End: 2009 Subjects: CEO; Execution; Networking; Networks; Nonprofits; Reorganization Academic Discipline: Competitive strategy Product Description: The board of Young Presidents’ Organization needs to decide on the future of its Networks Initiative, designed to connect its geographically dispersed membership base through 60 different interest based networks. So far, a half of these networks have been considered successful, and now the board needs to decide what to do to make the remainder successful. Two options were considered. The first option, called ‘broad networks' focused on developing weaker ties and entailed keeping the initiative intact, but funding it better, by allowing outside sponsors to provide the funds. The second option, called 'deep networks' focused on developing strong ties, and entailed scaling down the number of networks, and providing them with support to encourage deep network formation, all funded internally.
Case Joe G. Thomas, Middle Tennessee State University
Susan K. Harmon, Middle Tennessee State University Source: The Society for Case Research, Annual Advances in Business Cases 2000 Copyright 2002 Source: SOCCR
Article Author(s): Harvard Business Review Publication Date: 04/01/2007 Product Type: Harvard Business Review Article HBS Number: F0704C Subjects: Career advancement; Women in business Academic Discipline: Human resources management Product Description: More women than men at Fortune 1000 firms have reached executive officer positions in their 30s, 40s, and 50s — and they’ve done it faster. Still, nearly half of those companies lack female executive officers altogether.
Article Author(s): Ernst, David; Bamford, James Publication Date: 06/01/2005 Product Type: Harvard Business Review Article HBS Number: R0506J Academic Discipline: Competitive strategy Product Description: A 2004 McKinsey survey of more than 30 companies reveals that at least 70% of them have major alliances that are underperforming and in need of restructuring. Moreover, JVs that broaden or otherwise adjust their scope have a 79% success rate, vs. 33% for ventures that remain essentially unchanged. Yet, most firms don’t routinely evaluate the need to overhaul their alliances or intervene to correct performance problems. That means corporations are missing huge opportunities: By revamping just one large alliance, a company can generate $100 million to $300 million in extra income a year. Here‘s how to unlock more value from alliances: (1) Launch the process. Don't wait until your venture is in the middle of a crisis; regularly scan your major alliances to determine which need restructuring. Once you've targeted one, designate a restructuring team and find a senior sponsor to push the process along. Then delineate the scope of the team's work. (2) Diagnose performance. Evaluate the venture on the following performance dimensions: ownership and financials, strategy, operations, governance, and organization and talent. Identify the root causes of the venture's problems, not just the symptoms, and estimate how much each problem is costing the company. (3) Generate restructuring options. Based on the diagnosis, decide whether to fix, grow, or exit the alliance. Assuming the answer is fix or grow, determine whether fundamental or incremental changes are needed, using the five performance dimensions above as a framework. Then assemble three or four packages of restructuring options, test them with shareholders, and gain parents' approval. (4) Execute the changes. Embark on a widespread and consistent communicatio Source: Harvard
Article Author(s): Rovit, Sam; Lemire, Catherine Publication Date: 03/01/2003 Product Type: Harvard Business Review Article Product Description: The companies that are most successful at creating long-term shareholder value tend to be those that systematically make acquisitions through good times and bad. HBS Number: F0303A Subjects: Mergers & acquisitions; Strategic planning; Strategy implementation Academic Discipline: Competitive strategy
Article Vishwanath, Vijay; Mark, Jonathan Conventional wisdom holds that market share drives profitability. Certainly, in some industries, such as chemicals, paper, and steel, market share and profitability are inextricably linked. But when the authors studied the profitabilit HBS Number: 97311 Type: Harvard Business Review Article Publication Date: 5/1/97 Subjects: Brands; Consumer goods; Consumer marketing; Market analysis; Market share; Marketing mixes; Marketing strategy; Product positioning
Article Author(s): Pascale, Richard Tanner; Sternin, Jerry Publication Date: 05/01/2005 Product Type: Harvard Business Review Article HBS Number: R0505D Subjects: Behavior; Change management; Innovation; Organizational change; Problem solving; Social change; Transformations Academic Discipline: Organizational behavior & leadership Product Description: Organizational change has traditionally come about through top-down initiatives such as hiring experts or importing best-of-breed practices. Such methods usually result in companywide rollouts of templates that do little to get people excited. But within every organization, there are a few individuals who find unique ways to look at problems that seem impossible to solve. Although these change agents start out with the same tools and access to resources as their peers, they are able to see solutions where others do not. These positive deviants are the key, the authors believe, to a better way of creating organizational change. Your company can make the most of their methods by following six steps: Make the group the guru — the members of the community are engaged in the process of their own evolution. Reframe through facts, which entails restating the problem in a way that opens minds to new possibilities. Make it safe to learn, creating an environment that supports innovative ideas. Make the problem concrete; the community combats abstraction by stating uncomfortable truths. Leverage social proof; here the community looks to the larger society for examples of solutions that have worked in parallel situations. Finally, confound the immune defense response; solutions are introduced organically from within the group in a way that promotes acceptance. Throughout the steps, the leader must adopt a facilitatory role. The positive-deviance approach has unearthed solutions to such complicated and diverse problems as malnutrition in Mali and human trafficking Source: Harvard
Article Author(s): Pascale, Richard Tanner; Sternin, Jerry Publication Date: 01/18/2006 Product Type: HBR OnPoint Article Product Description: Organizational change has traditionally come about through top-down initiatives such as hiring experts or importing best-of-breed practices. Such methods usually result in companywide rollouts of templates that do little to get people excited. But within every organization, there are a few individuals who find unique ways to look at problems that seem impossible to solve. Although these change agents start out with the same tools and access to resources as their peers, they are able to see solutions where others do not. These positive deviants are the key, the authors believe, to a better way of creating organizational change. Your company can make the most of their methods by following six steps: Make the group the guru — the members of the community are engaged in the process of their own evolution. Reframe through facts, which entails restating the problem in a way that opens minds to new possibilities. Make it safe to learn, creating an environment that supports innovative ideas. Make the problem concrete; the community combats abstraction by stating uncomfortable truths. Leverage social proof; here the community looks to the larger society for examples of solutions that have worked in parallel situations. Finally, confound the immune defense response; solutions are introduced organically from within the group in a way that promotes acceptance. Throughout the steps, the leader must adopt a facilitatory role. The positive-deviance approach has unearthed solutions to such complicated and diverse problems as malnutrition in Mali and human trafficking in East Java. This methodology can help solve even the most extreme dilemmas. HBS Number: 2874 Subjects: Behavior; Change management; Innovation; Organizational change; Problem solving; Social change; Transformations
Article Benson, Herbert Regular use of the relaxation response counteracts the harmful effects of stress. Stress creates high blood pressure, or hypertension, through the documented "fight-or-flight" response of the hypothalamus. The relaxation response is an innate, integrated set of physiologic changes opposite to the fight-or-flight response. There are many techniques that elicit the relaxation response. Various investigations indicate that regular use of one of these can also reduce alcohol intake, drug abuse, and cigarette smoking. The business community has the opportunity to help itself and its employees by introducing these stress-reducing techniques into the workplace. HBS Number: 74402 Type: Harvard Business Review Article Publication Date: 7/1/1974 Subjects: Human behavior; Performance effectiveness; Personnel policies
Article Author(s): Nunes, Joseph C.; Dreze, Xavier Publication Date: 04/01/2006 Product Type: Harvard Business Review Article HBS Number: R0604H Geographic Setting: Arizona; United Kingdom Industry Setting: Airline industry; Credit card; Film industry; Food industry; Gaming industry; Grocery stores; Retail industry; Telephone industry Subjects: Barriers; Consumer behavior; Consumer marketing; Customer retention; Data; Goals; Implementation; Loyalty; Marketing strategy; Profitability; Psychology; Rewards Academic Discipline: Marketing Product Description: Even as loyalty programs are launched left and right, many are being scuttled. How can that be? These days, everyone knows that an old customer retained is worth more than a new customer won. What is so hard about making a simple loyalty program work? Quite a lot, the authors say. The biggest challenges include clarifying business goals, engineering the reward structure, and creating incentives powerful enough to change buying behavior but not so generous that they erode margins. Additionally, companies have to sort out the puzzles of consumer psychology, which can result, for example, in two rewards of equal economic value, inspiring very different levels of purchasing. In their research, the authors have discovered patterns in what the successful loyalty programs get right and in how the others fail. Together, their findings constitute a toolkit for designing something rare indeed: a program that won’t do you wrong. To begin with, it‘s important to know exactly what a loyalty program can do. It can keep customers from defecting, induce them to consolidate certain purchases with one seller (in other words, win a greater share of wallet), prompt customers to make additional purchases, yield insight into their behavior and preferences, and turn a profit. A program can meet these objectives in several ways — for instance, by offerin Source: Harvard
Article Author(s): Nunes, Joseph C.; Dreze, Xavier Publication Date: 04/01/2006 Product Type: HBR OnPoint Article HBS Number: 4095 Subjects: Consumer behavior; Consumer marketing; Customer retention; Implementation; Loyalty; Marketing strategy; Profitability; Psychology Academic Discipline: Marketing Product Description: Even as loyalty programs are launched left and right, many are being scuttled. How can that be? These days, everyone knows that an old customer retained is worth more than a new customer won. What is so hard about making a simple loyalty program work? Quite a lot, the authors say. The biggest challenges include clarifying business goals, engineering the reward structure, and creating incentives powerful enough to change buying behavior but not so generous that they erode margins. Additionally, companies have to sort out the puzzles of consumer psychology, which can result, for example, in two rewards of equal economic value, inspiring very different levels of purchasing. In their research, the authors have discovered patterns in what the successful loyalty programs get right and in how the others fail. Together, their findings constitute a toolkit for designing something rare indeed: a program that won’t do you wrong. To begin with, it‘s important to know exactly what a loyalty program can do. It can keep customers from defecting, induce them to consolidate certain purchases with one seller (in other words, win a greater share of wallet), prompt customers to make additional purchases, yield insight into their behavior and preferences, and turn a profit. A program can meet these objectives in several ways — for instance, by offering rewards (points, say, or frequent-flier miles) divisible enough to provide many redemption opportunities but not so divisible that they fail to lock in customers. Companies striving to generate customer loyalty should avoid five common mistakes: Don' Source: Harvard
Article Author(s): Stauffer, David Publication Date: 06/01/1997 Product Type: Harvard Management Update Article Product Description: Today’s managers are increasingly forced to make decisions at a pace that allows too little time for analysis, but managers are unsure how much importance to give their intuition in making important decisions. After gathering a consensus on what intuition really is, this article explores the relevance, importance, and reliability of using intuition in the decision-making process. The article also suggests ways to enhance your intuition by techniques such as building expertise, removing distractions, keeping a journal or diary, and discussing options with an unbiased adviser or friend. HBS Number: U9706A Geographic Setting:Industry Setting: Subjects: Decision making; Management styles; Managerial behavior; Managerial skills Academic Discipline: Negotiations
Article Author(s): Halamka, John D., M.D. Publication Date: 07/01/2009 Product Type: Harvard Business Review Article HBS Number: R0907A Subjects: Health care policy; Information management; Information sharing Academic Discipline: Management of information systems Product Description: A new federal law could make it possible for you to manage your own health records — and, in turn, improve your treatment and save money.
Case Author(s): Margolis, Joshua D.; Kauss, Sarah M. Publication Date: 08/24/2004 Product Type: Case (Gen Exp) Product Description: Designed to aid in the transfer and application of knowledge gained from the executive program to the live situation that program participants face in their jobs. Teaching Purpose: To bring practical relevance to executive education programs, permitting focused consideration of a concrete, current business problem managers are facing at work. HBS Number: 9-405-037 Subjects: Business education; Education; Leadership Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-405-038), 3p, by Joshua D. Margolis, Sarah M. Kauss
Article Author(s): Salacuse, Jeswald W. Publication Date: 04/01/2005 Product Type: Negotiation Article Product Description: Everyone knows the three rules of real estate: Location! Location! Location! When it comes to making deals, choosing the right place to negotiate can be just as important. The location you select can dramatically affect the ensuing process and, ultimately, the end result. In deal making, the answer to the question “Your place or mine?” is never automatic. It requires careful study of the negotiation ahead of you. Negotiating partners located in the same city must decide whose office is most appropriate for their talks. The question of where to meet becomes even more critical for negotiators headquartered in different regions or nations because of the significant travel costs involved. When deciding on a site, you and your counterpart face four basic options: your place, his place, some other place (neutral territory), or no place at all (telephones or computers). This article considers the advantages and disadvantages of each option. HBS Number: N0504C Subjects: Decision analysis; Decision making; Location of industry; Negotiations Academic Discipline: Negotiations
Case Author(s): Khanna, Tarun; Khurana, Stephanie R.; Davis, Robyn C. Publication Date: 02/20/2008 Revision Date: 09/09/2009 Product Type: Exercise HBS Number: 708494 Subjects: Strategy; Academic Discipline: General management Product Description: This exercise is meant to help students take strategy concepts learned and adapt/apply them to their organizations.
Case Author(s): Khanna, Tarun; Khurana, Stephanie R.; Davis, Robyn C. Publication Date: 02/20/2008 Revision Date: 09/09/2009 Product Type: Exercise HBS Number: 708494 Subjects: Strategy; Academic Discipline: General management Product Description: This exercise is meant to help students take strategy concepts learned and adapt/apply them to their organizations.
Case Author(s): Khanna, Tarun; Khurana, Stephanie R.; Davis, Robyn C. Publication Date: 02/20/2008 Revision Date: 09/09/2009 Product Type: Exercise HBS Number: 708494 Subjects: Strategy; Academic Discipline: General management Product Description: This exercise is meant to help students take strategy concepts learned and adapt/apply them to their organizations.
Case Author(s): Khanna, Tarun; Khurana, Stephanie R.; Davis, Robyn C. Publication Date: 02/20/2008 Revision Date: 09/09/2009 Product Type: Exercise HBS Number: 708494 Subjects: Strategy; Academic Discipline: General management Product Description: This exercise is meant to help students take strategy concepts learned and adapt/apply them to their organizations.
Case Donnellon, Anne Examines the organizational changes and human resource strategies implemented to create an entrepreneurial culture within the formerly state-owned oil company. After a local entrepreneur radically downsized and reorganized the company, HBS Number: BAB014 Type: Case (Field) Publication Date: 9/30/1999 Geographic Setting: Argentina Industry Setting: oil & gas Number of Employees: 10,000 Gross Revenues: $6.1 billion revenues Event Year Start: 1997 Event Year End: 1998 Subjects: Corporate culture; Human resources management; Organizational design; Petroleum; South America Publisher: Babson College
Case Donnellon, A Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: BAB014 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 1999 Version Date: 30 September 1999 Geo location: Argentina Industry: Oil and gas Size: 10,000 employees Timing: 1997-1998 Topics: Corporate culture; Energy resources; Human resources management; Mining; Organisation; Organisational behavior and leadership; Organisational design; Organisational development; Petroleum; Petroleum industry; South America Abstract: Examines the organisational changes and human resource strategies implemented to create an entrepreneurial culture within the formerly state-owned oil company. After a local entrepreneur radically downsized and reorganised the company, YPF was successfully taken public in 1993. But in a country where the economy had been closed for many decades and state-owned institutions had become bloated and highly bureaucratic, changing the mindset and behavior of the workforce to turn it into a competitive player in the world economy was not automatic. It required major redesign of organisational systems like recruiting, training, and performance management. Describes the changes introduced by a new vice president of human resources and offers early reaction to those changes. The teaching purpose is to illustrate the complex and interacting set of organisational changes needed to create a high-performance culture, especially in a bureaucratic company in an emerging economy. This case was previously numbered 403-020-1.
Case Author(s): Frei, Frances X.; Edmondson, Amy C.; Weber, James; Sherman, Eliot Publication Date: 09/21/2005 Revision Date: 01/09/2006 Product Type: Case (Field) Product Description: Describes the successful turnaround of the restaurant company Yum! Brands after its spin off from PepsiCo. Covers how the company’s leadership planned and executed on virtually every dimension of the employee experience. Dilemma centers on what the company should do in terms of multibranding and international expansion. HBS Number: 9-606-041 Geographic Setting: Global Industry Setting: Fast food industry; Retail industry Number of Employees: 850, 000 Gross Revenues: $4 billion revenues Event Year Start: 1997 Event Year End: 2005 Subjects: Brand management; Brands; Expansion; International business; Multibranding; Operations management; Service management Academic Discipline: Operations management
Case Author(s): Paul W. Beamish; George Peng Publication Date: 1/23/2007 Revision Date: 8/27/2008 Product Type: Case Teaching Note: 8B06M88 Ivey ID: 9B06M088 Geographic Setting: China Industry Setting: Health Services Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Internationalization; Brand Extension; Alliances; Product Diversification Major Disciplines: Entrepreneurship; General Management; International Product Description: In 2003, 3M initiated contact with Yunnan Baiyao Group Co., Ltd. to discuss potential cooperation opportunities in the area of transdermal pharmaceutical products. Yunnan Baiyao (YB), was a household brand in China for its unique traditional herbal medicines. In recent years, the company had been engaged in a series of corporate reforms and product/market diversification strategies to respond to the change in the Chinese pharmaceutical industry and competition at a global level. By 2003, YB was already a vertically integrated, product-diversified group company with an ambition to become an international player. The proposed cooperation with 3M was attractive to YB, not only as an opportunity for domestic product diversification, but also for international diversification. YB had been attempting to internationalize its products and an overseas department had been established in 2002 specifically for this purpose. On the other hand, YB had also been considering another option namely, whether to extend its brand to toothpaste and other healthcare products. YB had to make decisions about which of the two options to pursue and whether it was feasible to pursue both.
Case Author(s): Paul W. Beamish; George Peng Publication Date: 1/23/2007 Revision Date: 8/27/2008 Product Type: Case Teaching Note: 8B06M88 Ivey ID: 9B06M088 Geographic Setting: China Industry Setting: Health Services Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Internationalization; Brand Extension; Alliances; Product Diversification Major Disciplines: Entrepreneurship; General Management; International Product Description: In 2003, 3M initiated contact with Yunnan Baiyao Group Co., Ltd. to discuss potential cooperation opportunities in the area of transdermal pharmaceutical products. Yunnan Baiyao (YB), was a household brand in China for its unique traditional herbal medicines. In recent years, the company had been engaged in a series of corporate reforms and product/market diversification strategies to respond to the change in the Chinese pharmaceutical industry and competition at a global level. By 2003, YB was already a vertically integrated, product-diversified group company with an ambition to become an international player. The proposed cooperation with 3M was attractive to YB, not only as an opportunity for domestic product diversification, but also for international diversification. YB had been attempting to internationalize its products and an overseas department had been established in 2002 specifically for this purpose. On the other hand, YB had also been considering another option namely, whether to extend its brand to toothpaste and other healthcare products. YB had to make decisions about which of the two options to pursue and whether it was feasible to pursue both.
Case Enright, Michael J. In early 1995, Svetlana Gorchinskaya must decide how to react to the import quotas imposed by the Clinton Administration on coats from the Ukraine. This case explores the inconsistencies between the administration’s stated aims of: 1) helping Ukraine reform its economy, and 2) promoting freer trade in textile and apparel products with its protectionist actions. HBS Number: 9-796-118 Type: Case (Library) Publication Date: 2/6/1996 Geographic Setting: Ukraine Industry Setting: apparel Number of Employees: 900 Event Year Start: 1995 Event Year End: 1995 Subjects: Clothing; Competition; Eastern Europe; Exports; International trade
Case Author(s): Clyman, Dana R.; Davis, Rodney; Plankey, Timothy Darden ID: UVA-QA-0576 Published: 10/18/2001 Copyright Year: 2001 Subject Area: Quantitative Analysis Keywords: internet; negotiation; mutiparty negotiations; e-business Abstract: This case is part of a three-party negotiation (see also UVA-QA-0577 and UVA-QA-0578). The three parties are Yupi Internet, Quepasa.com, and Sony Corporation. Sony is searching for a partner in the Hispanic and Latin-American portal space to carry its content in order to boost music sales. Sony is offering a variety of combinations of content and promotional support to the portals. A fascinating characteristic of this negotiation is that it is unclear whether the portals will pay Sony for access to its content or whether Sony will pay the portals for access to their audiences. The case is set up for Sony to get the two portals bidding for the contract. But the most value can be unleashed for all parties (including Sony) if the portals can get together in a merger or joint venture and do one deal with Sony.
Case Author(s): Clyman, Dana R.; Davis, Rodney; Plankey, Timothy Darden ID: UVA-QA-0576 Published: 10/18/2001 Copyright Year: 2001 Subject Area: Quantitative Analysis Keywords: internet; negotiation; mutiparty negotiations; e-business Abstract: This case is part of a three-party negotiation (see also UVA-QA-0577 and UVA-QA-0578). The three parties are Yupi Internet, Quepasa.com, and Sony Corporation. Sony is searching for a partner in the Hispanic and Latin-American portal space to carry its content in order to boost music sales. Sony is offering a variety of combinations of content and promotional support to the portals. A fascinating characteristic of this negotiation is that it is unclear whether the portals will pay Sony for access to its content or whether Sony will pay the portals for access to their audiences. The case is set up for Sony to get the two portals bidding for the contract. But the most value can be unleashed for all parties (including Sony) if the portals can get together in a merger or joint venture and do one deal with Sony.
Case Author(s): Thomas, David A.; Heaphy, Emily D.; Zane, Publication Date: 03/16/2001 Product Type: Case (Field) Product Description: Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO Terry Larsen reflect on their five-year mentor-protege relationship. They describe how building a relationship across both race and gender was challenging and ultimately highly rewarding. Their relationship develops in the context of a major culture change that Hyater-Adams and Larsen were leading the organization through. This case discusses how their relationship impacted the organization and the change process. Teaching Purpose: Allows students to develop a deep appreciation for the initiation and development of mentoring relationships. Also explores the dynamics of cross-race and cross-gender work relationships. HBS Number: 9-401-023 Geographic Setting: Philadelphia, PAIndustry Setting: bankingNumber of Employees: 2,000 Event Year Start: 1993Event Year End: 1998 Subjects: Banking; Careers & career planning; Diversity; Leadership; Mentors; Organizational change; Women Academic Discipline: Organizational behavior & leadership
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