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Alphabetically : Y
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 Cases
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| 12 pp.
| 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
Source: Dess-Lumpkin-Eisner
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| 12 pp.
| 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
Source: Dess-Lumpkin-Eisner
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| Yahoo! and Customer Privacy (A)
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| 14 pp.
| 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.
Source: Darden
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| Yahoo! in China (A)
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| 26 pp.
| Case
Author(s): Sucher, Sandra J.; Baer, Daniel
Publication Date: 02/04/2009 Revision Date: 09/25/2009
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 609051
Geographic Setting: United States; China Gross Revenue: $1.6 billion
Event Year Start: 2004 Event Year End: 2007
Subjects: Cross cultural relations; International business; Ethics; Accountability; Strategy
Academic Discipline: General management
Supplementary Materials: Supplement, (609073), 3p, by Sandra J. Sucher, Daniel Baer; Case Teaching Note, (610067), 25p, 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.
Source: Harvard
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| 26 pp.
| 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.
Source: Harvard
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| Yahoo! Messenger: Network Integration
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| 29 pp.
| 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
Source: Harvard
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| Yahoo!’s Stock-Based Compensation (A)
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| 12 pp.
| 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
Source: Harvard
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| Yahoo!: Becoming a Competitor in the Career Listings Space (A)
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| 16 pp.
| 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).
Source: Harvard
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| Yahoo!: Business on Internet Time
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| 27 pp.
| Case
Author(s): Rivkin, Jan W.; Rivkin, Jan W.; Girotto, Jay
Publication Date: 07/10/1999 Revision Date: 01/06/2000
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 700013
Number of Employees: 900 Gross Revenue: $30 billion market value
Event Year Start: 1999 Event Year End: 1999
Subjects: Competition; Strategy formulation; Internet; Search engines
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement, (602112), 3p, by Alan MacCormack; Case Teaching Note, (700086), 20p, by Jan W. Rivkin, Jay Girotto
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. Special emphasis is given to the interactions among Yahoo!’s functions and the effects of those interactions on firm flexibility.
Source: Harvard
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| 27 pp.
| 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
Source: Harvard
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| Yale School of Management
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| 26 pp.
| Case
Author(s): Garvin, David A.; Datar, Srikant M.; Weber, James
Publication Date: 02/13/2008 Revision Date: 02/29/2008
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 308011
Event Year Start: 2005 Event Year End: 2008
Subjects: Nonprofit organizations; Leadership development; Organizational development
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (310096), 5p, by Srikant M. Datar, David A. Garvin
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.
Source: Harvard
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| 26 pp.
| Case
Author(s): Garvin, David A.; Datar, Srikant M.; Weber, James
Publication Date: 02/13/2008 Revision Date: 02/29/2008
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 308011
Event Year Start: 2005 Event Year End: 2008
Subjects: Nonprofit organizations; Leadership development; Organizational development
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (310096), 5p, by Srikant M. Datar, David A. Garvin
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.
Source: Harvard
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| Yale University Investments Office
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| 26 pp.
| 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
Source: Harvard
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| Yale University Investments Office: August 2006
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| 25 pp.
| Case
Author(s): Lerner, Josh
Publication Date: 01/03/2007 Revision Date: 05/08/2007
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 807073
Geographic Setting: Connecticut Number of Employees: 20
Event Year Start: 2006 Event Year End: 2006
Subjects: Assets; Asset allocation; Financial management; Asset management; Financial strategy; Leveraged buyouts; Venture capital
Academic Discipline: Finance
Supplementary Materials: Case Teaching Note, (809015), 11p, by Josh Lerner, Ann Leamon; Spreadsheet Supplement, (XLS100), 0p, by Josh Lerner
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.
Source: Harvard
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| Yale University Investments Office: July 2000
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| 25 pp.
| 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
Source: Harvard
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| YAMAHA INDONESIA (A): POSITIONING AND LAUNCHING AUTOMATIC MOTORCYCLES IN INDONESIA
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| 16 pp.
| 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.
Source: ecch
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| Yamanote Kaikan
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| 17 pp.
| 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.
Source: Harvard
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| 17 pp.
| 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
Source: Harvard
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| Yamato Transport: Valuing and Pricing Network Services (A)
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| 11 pp.
| 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
Source: Harvard
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| 11 pp.
| 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
Source: Harvard
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| YANG MIANMIAN: PRESIDENT OF HAIER
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| 12 pp.
| 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.
Source: ecch
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| Yangcheng: AES in China
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| 30 pp.
| 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?
Source: Harvard
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| Yaowawit School Kapong
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| 13 pp.
| Case
Author(s): Nuttavuthisit, Krittinee
Publication Date: 01/01/2008
Product Type: Case
Publisher: Kellogg School of Management, Northwestern Univ.
HBS Number: KEL352
Geographic Setting: Thailand Industry Setting: Accommodation & food services
Subjects: Business & society; Community development; Entrepreneurship; Externalities; Social programs; Social responsibility; Strategic objectives; Strategic positioning; Top-down goal setting
Academic Discipline: Social enterprise & ethics
Product Description: The tsunami of December 2004 caused widespread devastation in the southern part of Thailand. After the tragedy, the Yaowawit School Kapong was founded with the aims to provide education and living support to needy children. This public welfare boarding school has been completely funded by partners and donors from all over the world via the Children’s World Academy Foundation. However, a major question looms: For how long can the school continue to financially rely on charitable help? Because of this challenge, from the beginning the school‘s projects have been created to offer a practical education for the children and also generate income to cover the costs of running the school. One of these projects is the Yaowawit Lodge, which was developed to serve as the essential income-generating unit and to provide children with practical training in the hospitality business, the most promising job opportunity in this part of Thailand. Because of its unique character as a for-profit unit within a non-profit organization, Yaowawit Lodge must find ways to target niche customers, position itself in the market, and deliver marketing strategies accordingly. Additional challenges it faces include the location, which is far from the popular tourist areas; market perceptions concerning the combination of a primary school and a hotel; and the child labor issue. Learning objective: (1) To
Source: Harvard
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| Yataro Iwasaki: Founding Mitsubishi (A)
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| 27 pp.
| Case
Author(s): Jones, Geoffrey G.; Egawa, Masako; Yamazaki, Mayuka
Publication Date: 06/23/2008 Revision Date: 02/02/2010
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 808158
Geographic Setting: Japan
Event Year Start: 1834 Event Year End: 1885
Subjects: Business history; Globalization; Entrepreneurs
Academic Discipline: Entrepreneurship
Supplementary Materials: Supplement, (809038), 5p, by Geoffrey Jones, Masako Egawa, Mayuka Yamazaki
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 Iwasaki’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.
Source: Harvard
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| YEATS VALVES AND CONTROLS INC. (v 1.5)
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| 16 pp.
| 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.
Source: Darden
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| 16 pp.
| 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.
Source: Darden
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| Yieldex (A)
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| 11 pp.
| Case
Author(s): Stuart, Toby; Wagonfeld, Alison Berkley
Publication Date: 01/22/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 809090
Geographic Setting: California; Colorado
Event Year Start: 2007 Event Year End: 2008
Subjects: Entrepreneurial finance; Angel financing; Venture capital; Entrepreneurial management; Change management; Technology; Software development
Academic Discipline: Entrepreneurship
Supplementary Materials: Supplement, (809091), 3p, by Toby Stuart, Alison Berkley Wagonfeld; Case Teaching Note, (811011), 9p, by Toby Stuart
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.
Source: Harvard
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| Yla Eason (A)
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| 7 pp.
| 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
Source: Harvard
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| Yla Eason (B)
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| 5 pp.
| Case
Author(s): Meyer, Kathleen; Allen, Suzanne; Wattenber
Publication Date: 12/15/1996
Product Type: Supplement (Field)
Publisher: Business Enterprise Trust
Product Description: Supplements Yla Eason (A). Must be used with: (9-996-054) Yla Eason (A).
HBS Number: 9-996-055
Subjects: Diversity; Entrepreneurship; Ethics; Market research; Retailing; Social enterprise; Toy industry
Academic Discipline: Social enterprise & ethics
Supplementary Materials: 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
Source: Harvard
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| Yo, Listen Up: A Brief Hearing on the Most Neglected Communication Skill
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| 4 pp.
| 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
Source: Harvard
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| Yogurt Mamas: Probiotics in Tanzania
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| 22 pp.
| 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
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| YOU CAN’T PLEASE ALL OF THE PEOPLE ALL OF THE TIME: WAL-MART‘S ADVENTURES IN JAPAN
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| 15 pp.
| 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.
Source: ecch
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| You Have More Capital than You Think
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| 16 pp.
| 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
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| Young and the Clueless
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| 12 pp.
| 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
Source: Harvard
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| Young and the Clueless (HBR OnPoint Enhanced Edition)
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| 16 pp.
| 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
Source: Harvard
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| YOUNG DESIGNERS EMPORIUM: GROWTH AND THE ENTREPRENEUR
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| 8 pp.
| 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.
Source: ecch
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| Young Presidents’ Organization
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| 23 pp.
| 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.
Source: Harvard
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| 23 pp.
| 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.
Source: Harvard
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| Your Alliances Are Too Stable
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| 12 pp.
| 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
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| Your Company’s Secret Change Agents
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| 20 pp.
| 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
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| Your Company’s Secret Change Agents (HBR OnPoint Enhanced Edition)
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| 20 pp.
| 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
Source: Harvard
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| Your Loyalty Program Is Betraying You
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| 20 pp.
| 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
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| Your Loyalty Program Is Betraying You (HBR OnPoint Enhanced Edition)
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| 20 pp.
| 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
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| 23 pp.
| The Corporate Diplomacy Challenge: A Leader’s Guide to Navigating this Important Career Transition
Author(s): Watkins, Michael D.
Publication Date: 10/06/2009
Product Type: HBS Press Chapter
HBS Number: 5340BC
Subjects: Alliances; Career advancement; Influence; Leadership; Networking
Academic Discipline: General management
Product Description: Many leaders are used to wielding authority and making executive decisions with their place in the hierarchy in mind. But what happens when leaders move into positions where getting things done suddenly depends more on influence and the ability to build coalitions of support than on authority? Whether your new role involves navigating within a “matrix” organization, negotiating with powerful external partners, such as government agencies, or leading a critical support function, such as HR or IT, without control over critical budgets, you need to learn how to practice corporate diplomacy — effectively leveraging organizational alliances, networks, and other business relationships to get things done. In this chapter, transition acceleration expert Michael Watkins shows you how.
Source: Harvard
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| 22 pp.
| The STARS Portfolio Challenge: A Leader’s Guide to Navigating this Important Career Transition
Author(s): Watkins, Michael D.
Publication Date: 10/06/2009
Product Type: HBS Press Chapter
HBS Number: 5349BC
Subjects: Career advancement; Change management; Leadership; Organizational change; Strategy
Academic Discipline: General management
Product Description: It’s possible that as a new leader in an organization, you‘ll encounter one of the following transition scenarios: start-up, turnaround, accelerated growth, realignment, or sustaining success. The reality, however, is that you'll rarely encounter a pure situation that fits neatly into one category. Instead, it's likely that you will inherit a complex mix of all of them — a STARS portfolio, with different parts of your organization immersed in their own unique business situations. In this chapter, transition acceleration expert Michael Watkins describes a process for conducting a STARS portfolio analysis that will help you pinpoint the different situations reflected in your organization, and shows you how to use the results to determine the right approach to creating momentum for change.
Source: Harvard
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| 22 pp.
| Understanding the Challenges of Eight Classic Career Transitions
Author(s): Watkins, Michael D.
Publication Date: 10/06/2009
Product Type: HBS Press Chapter
HBS Number: 5336BC
Subjects: Career advancement; Change management; Leadership; Organizational change
Academic Discipline: General management
Product Description: You’ve got big plans and ambitions in your career, and you‘ve done well. But are you ready for your next move? Because your path to the top will be built through a series of major career moves, and each time you make a change you have the opportunity to shine or to stumble. Shine and you will be positioned for still greater things. Stumble and you may never recover. Whether you've been promoted, are joining a new company, or moving to an office abroad, your next move will be a defining moment, and each classic leadership transition comes with its own set of challenges. If you fail to understand the unique demands of the diverse career transitions you will encounter, you may be setting yourself up for a career-ending fall. In this chapter, Michael Watkins, leading expert on accelerating transitions, outlines his “Seven Elements of Successful Transitions” and examines the core acceleration challenges for several different career transitions that the typical leader will go through.
Source: Harvard
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| Yum! Brands, Inc: A Corporate Do-Over
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| 30 pp.
| Case
Author(s): Frei, Frances X.; Frei, Frances X.; Edmondson, Amy C.; Edmondson, Amy C.; Weber, James ; Sherman, Eliot
Publication Date: 09/21/2005 Revision Date: 01/09/2006
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 606041
Number of Employees: 850, 000 Gross Revenue: $4 billion revenues
Event Year Start: 1997 Event Year End: 2005
Subjects: International business; Operations; Brands; Brand management; Expansion; Service management; Multibranding
Academic Discipline: Service Management
Supplementary Materials: Case Teaching Note, (606108), 22p, by Frances X. Frei, Amy C. Edmondson
Product Description: Used in the second module of a Harvard Business School course on Managing Service Operations, which addresses the design of sustainable service models (606-031). Describes the successful turnaround of the restaurant company Yum! Brands after its spin off from PepsiCo and covers how the company’s leadership planned and executed on virtually every dimension of the employee experience. The main dilemma centers on what the company should do in terms of multibranding — housing two brands in one physical location.
Source: Harvard
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| Yunnan Baiyao: Traditional Medicine Meets Product/Market Diversification
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| 17 pp.
| 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.
Source: Ivey
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| 17 pp.
| 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.
Source: Ivey
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| YvesCreations LLC: Alex Goes to Hollywood
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| 17 pp.
| Case (Field)
Author(s): David T.A. Wesley; Chris Robertson
Ivey ID: 9B09M087
Publication Date: 10/30/2009 Revision Date: 2/26/2010
Product Type: Case
Teaching Note: 8B09M87
Geographic Setting: United States; Switzerland Industry Setting: Motion Pictures - TV, Radio & Video Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Personnel management; Leadership; Distribution
Major Disciplines: Entrepreneurship; General Management; International
Product Description: A young entrepreneur with a passion for filmmaking moved to Los Angeles and set up his own film production. The film, entitled "Movin ’In," had many of the ingredients of a successful motion picture. It had an international cast, talented and well-known stars, top rate production value, and a likeable story. However, he soon learned that these were not the only factors required for a successful movie. After years of hard work and an investment of nearly $1 million, the entrepreneur could not find anyone to distribute his film. At the time of the case, it was difficult to get distribution because there were more films on the market than ever before. Historically, it took more effort to make an independent film, and distribution was easier to secure. When the digital revolution began, the market was flooded with more independent films than distributors could handle. By 2001, independent films were a commodity and DVD distribution deals were plentiful, but theatrical distribution was almost impossible to get because there were more independent films than screens to put them on. The case considers the many challenges faced by all entrepreneurs, such as leadership, management and personality conflicts, as well as those unique to the film industry.
Source: Ivey
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