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Alphabetically : Z
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 Zaplet, Inc. (A)
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| 28 pp.
| Case
Author(s): DeLacey, Brian J.; Leonard-Barton, Dorothy
Publication Date: 04/13/2001 Revision Date: 07/12/2001
Product Type: Case (Field)
HBS Number: 9-601-165
Geographic Setting: Redwood City, CA Industry Setting: High technology Company Size: start-up Number of Employees: 100
Event Year Start: 1998 Event Year End: 2000
Subjects: Entrepreneurial management; Entrepreneurship; High technology; Innovation; Organizational design; Organizational learning; Product development; Product positioning; Software
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-090), 7p, by Brian J. DeLacey, Dorothy Leonard-Barton
Product Description: Start-up Zaplet, Inc., has radical software, prestigious venture capital funding, and a multitude of business opportunities. New CEO Alan Baratz must select a strategy and redesign the organization to deliver. This case describes the roles and philosophies of the founders and the Kleiner, Perkins venture capitalist in building the company, the creation of the options for various business applications, and the process of selecting a business focus. Issues include the role of experimentation in selecting a market for new technology, the influence of venture capital, the importance of recruiting key employees, transitions for founders, and matching organizational form to strategy. The key decision is how to further focus the company.
Source: Harvard
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| 28 pp.
| Case
Author(s): Leonard, Dorothy ; Leonard, Dorothy
Publication Date: 04/13/2001 Revision Date: 07/12/2001
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 601165
Geographic Setting: California Number of Employees: 100
Event Year Start: 1998 Event Year End: 2000
Subjects: Computers; Entrepreneurship; Entrepreneurial management; Innovation; Organizational design; Organizational learning; Product positioning; Product development; Applications
Academic Discipline: Operations management
Supplementary Materials: Case Teaching Note, (602090), 7p, by Dorothy Leonard, Brian J. Delacey
Product Description: Start-up Zaplet, Inc., has radical software, prestigious venture capital funding, and a multitude of business opportunities. New CEO Alan Baratz must select a strategy and redesign the organization to deliver. This case describes the roles and philosophies of the founders and the Kleiner, Perkins venture capitalist in building the company, the creation of the options for various business applications, and the process of selecting a business focus. Issues include the role of experimentation in selecting a market for new technology, the influence of venture capital, the importance of recruiting key employees, transitions for founders, and matching organizational form to strategy. The key decision is how to further focus the company.
Source: Harvard
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| Zappos’s CEO on Going to Extremes for Customers
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| 8 pp.
| Article
Author(s): Hsieh, Tony
Publication Date: 07/01/2010
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R1007A
Subjects: Core competencies; Brand management; Customer service; Customer experiences
Academic Discipline: Service Management
Product Description: In 2004 the biggest problem the online shoe retailer Zappos faced was how to staff its customer call center with dedicated, high-caliber service reps. The company’s headquarters were in San Francisco, where the high cost of living-and the upwardly mobile Silicon Valley mentality-deterred people from making customer service a career. Although it is an internet company, Zappos finds that most customers telephone at least once at some point. Its philosophy is to view every one of the thousands of phone calls and e-mails it receives daily as an opportunity to build the very best customer service into the brand. To do that, Zappos would need to find call center reps elsewhere. But the outsourcing possibilities were disappointing, and the company‘s previous experience with using vendors for warehousing and shipping had been poor. Hsieh and his team realized that customer service should permeate the whole company, not just one department. So they decided to move their headquarters to Las Vegas, a 24/7 city where employees are used to working late hours and the economy is focused on hospitality. Surprisingly, more than 75% of the staff was willing to relocate, and the company culture became even stronger as a result of the move. Although Amazon now owns Zappos-which has expanded into clothing, housewares, cosmetics, and other items-Hsieh's customer service still strives to make a personal connection with shoppers. He calls the Zappos reps the best in the world.
Source: Harvard
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| 8 pp.
| Article
Author(s): Hsieh, Tony
Publication Date: 07/01/2010
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R1007A
Subjects: Core competencies; Brand management; Customer service; Customer experiences
Academic Discipline: Service Management
Product Description: In 2004 the biggest problem the online shoe retailer Zappos faced was how to staff its customer call center with dedicated, high-caliber service reps. The company’s headquarters were in San Francisco, where the high cost of living-and the upwardly mobile Silicon Valley mentality-deterred people from making customer service a career. Although it is an internet company, Zappos finds that most customers telephone at least once at some point. Its philosophy is to view every one of the thousands of phone calls and e-mails it receives daily as an opportunity to build the very best customer service into the brand. To do that, Zappos would need to find call center reps elsewhere. But the outsourcing possibilities were disappointing, and the company‘s previous experience with using vendors for warehousing and shipping had been poor. Hsieh and his team realized that customer service should permeate the whole company, not just one department. So they decided to move their headquarters to Las Vegas, a 24/7 city where employees are used to working late hours and the economy is focused on hospitality. Surprisingly, more than 75% of the staff was willing to relocate, and the company culture became even stronger as a result of the move. Although Amazon now owns Zappos-which has expanded into clothing, housewares, cosmetics, and other items-Hsieh's customer service still strives to make a personal connection with shoppers. He calls the Zappos reps the best in the world.
Source: Harvard
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| Zappos.com 2009: Clothing, Customer Service and Company Culture
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| 27 pp.
| Case
Author(s): Frei, Frances X.; Ely, Robin J.; Winig, Laura
Publication Date: 10/20/2009 Revision Date: 01/28/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 610015
Number of Employees: >500 Gross Revenue: 1 Billion
Event Year Start: 2009 Subjects: Leadership; Organizational culture; Service management; Customer service
Academic Discipline: Service Management
Product Description: On July 17, 2009, Zappos.com, a privately-held online retailer of shoes, clothing, and other soft line retail categories, learned that Amazon.com, a $19 billion multinational online retailer, had won its Board of Directors’ approval to offer to merge the two companies. Amazon had been courting Zappos since 2005, hoping a merger would enable Amazon to expand and strengthen its market share in soft line retail categories. While Amazon‘s interest intrigued Zappos' senior executives, they had not felt the time was right, until now. Amazon's offer-10 million shares of stock (valued at $807 million), $40 million in cash and restricted stock units for Zappos' employees and a promise that Zappos could operate as an independent subsidiary-was on the table. Zappos' financial advisor, Morgan Stanley, estimated the future equity value of an IPO to be between $650 million and $905 million; this estimate skewed the Amazon offer-at least in financial terms-toward the high end of Zappos' estimated market value. Hsieh and Lin, Zappos' CEO and COO respectively, knew that much of Zappos' growth, and hence its value, had been due to the company's strong culture and obsessive emphasis on customer service. In 2009, they were focusing on the three C's-clothing, customer service and company culture-the keys to the company's continued growth. Hsieh and Lin had only a few days to consider whether to recommend the merger to Zappos' board at their July 21st meeting.
Source: Harvard
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| Zappos.com: Developing a Supply Chain to Deliver WOW!
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| 27 pp.
| Case
Author(s): Hoyt, David W.; Lee, Hau L.; Marks, Michael
Publication Date: 02/13/2009
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: GS65
Geographic Setting: United States Industry Setting: Footwear industry
Subjects: Corporate culture; Customer service; Finished goods; Inventory management; Logistics; Marketing; Supply chain management
Academic Discipline: General management
Supplementary Materials: Teaching Note, (GS65TN), 12p, by David W. Hoyt, Michael Marks
Product Description: Zappos was founded in 1999, during the Internet boom, to sell shoes online. The company’s founding premise was to provide the ultimate in selection to its customers — all brands, styles, sizes, and colors. Zappos organized all aspects of its business (including recruiting, culture, call center, inventory, website, and supply chain) to provide the best possible service — it wanted to “wow” everyone who interacted with the company, from customers to employees to corporate partners. Zappos grew rapidly, and by 2008 was profitable with net sales (after returns) of about $650 million. The company faced a number of issues as it looked forward. While it had penetrated only about 3 percent of the U.S. market for shoes, Zappos had expanded its product lines to items such as camping gear and video games. It needed to determine those elements of its strategy had contributed to its success in shoes, and whether it would be able to duplicate that success in other product lines. It also needed to determine how it could scale its business — much of the effort it had made to “wow” its customers was labor intensive and expensive — could this be scaled to a company with revenues of tens of billions? Finally, the economic landscape changed dramatically in late 2008, with the financial market collapse and recession. The service-intensive Zappos
Source: Harvard
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| ZARA **Best selling case**
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| 15 pp.
| Case
Ferdows, K — Georgetown University
Domiguez Machuca, J A — University of Sevilla
Lewis, M — Warwick Business School
Distributor: ecch (www.ecch.com) Reference: 603-002-1 Language: English
Category: Production and Operations Management Data source: Field research
Product Year: 2003
Geo location: Spain and global Industry: Fashion apparel Size: Large multinational Timing: 2002
Topics: Global supply chain; Design-product-distribution-retail integration; Fast-response networks; Fashion retailing; Queuing and inventory models; Manufacturing-marketing interface; Time-based competition; Mechanising
Abstract: The case offers an illustration of a fast-response global supply, production, and retail network. In 2002 Zara, operating out of La Coruna in north-west Spain, was the only retailer that could deliver garments to its 507 stores in 33 countries in just fifteen days after they were designed. Its unique systems for product design, order administration, production, distribution and retailing were behind this astonishing capability. Its unconventional approach provides interesting opportunities for discussion and learning. The case is quite popular with executives, MBA’s and undergraduate business students. It can be used in a remarkably wide range of courses - from a core operations management course to electives focused on international operations, operations strategy, global logistics, distribution, retailing, as well as in specialised and general executive programmes. The teaching note includes several photographs from Zara‘s operations in La Coruna, and the appendices are available as PowerPoint files as the teaching note supplement '603-002-9'. This case was the winner of the 2003 Indiana University Center for International Business Education and Research (CIBER)-sponsored Production and Operations Management Society (POMS) International Ca
Source: ecch
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| ZARA: A CUT APART FROM THE COMPETITION
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| 20 pp.
| Case
Morosini, P — EPFL Ecole Polytechnique Federale de Lausanne
Burneo, M — EPFL Ecole Polytechnique Federale de Lausanne
Distributor: ecch (www.ecch.com) Reference: 309-113-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2009
Version Date: 25 January 2009
Geo location: Europe Industry: Retail Size: 9 billion euros sales, 70,000 employees Timing: 1975-2008
Topics: Inditex; Vertical integration; Supply chain; Communications; Internationalisation; Fashion; Retailing; Innovation; Growth; Success; Customer orientation
Abstract: This case analyses the key factors to the success of Inditex of Spain, the owner of Zara, which in the first quarter of 2008 became the number one apparel retailer in the world. With sales nearing 10 billion euros, it dethroned the reigning leader: the American GAP. Only four years earlier, Inditex had only half the sales of Gap’s and ranked third behind Sweden‘s H&M. The clothing industry followed design, production and distribution processes that required up to nine months. On a mission to take long lead times out of the equation, Zara began responding quickly and inexpensively to shifts in consumer tastes and to newly emerging trends, first throughout Spain and then to the main shopping streets around the world. The first Zara store opened in 1975 on a central street in La Coruna, Spain. Since then, Zara had built its reputation as a fast-fashion retailer by delivering lookalike products of popular, higher-end clothing fashions. Anywhere in the world, the same scene inside the vast Zara stores was played out: crowds of women of all ages vying to try - and buy - the latest fashion designs before they were off the racks. Inditex not only moved in its own orbit dictated by 'Instant Fashions', it broke with many more traditional practices governing apparel
Source: ecch
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| ZARA: Fast Fashion
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| 35 pp.
| Case
Author(s): Ghemawat, Pankaj ; Ghemawat, Pankaj ; Nueno, Jose Luis
Publication Date: 04/01/2003 Revision Date: 12/21/2006
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 703497
Geographic Setting: Spain Number of Employees: 26,724 Gross Revenue: 3,250 million eurodollars revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Vertical integration; Globalization; Target markets; Time based competition; Competitive advantage; Supply chain management
Academic Discipline: Competitive strategy
Supplementary Materials: Case Teaching Note, (703496), 21p, by Pankaj Ghemawat
Product Description: Focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to wear, ZARA observes what’s selling and what‘s not and continuously adjusts what it produces and merchandises on that basis. Powered by ZARA's success, Inditex has expanded into 39 countries, making it one of the most global retailers in the world. But in 2002, it faces important questions concerning its future growth.
Source: Harvard
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| 35 pp.
| Case
Author(s): Ghemawat, Pankaj; Nueno, Jose Luis
Publication Date: 04/01/2003 Revision Date: 12/21/2006
Product Type: Case (Field)
HBS Number: 9-703-497
Geographic Setting: Spain; Global Industry Setting: Fashion industry Number of Employees: 26,724 Gross Revenues: 3,250 million eurodollars revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Competitive advantage; Globalization; Market selection; Supply chain; Time based competition; Vertical integration
Academic Discipline: Competitive strategy
Supplementary Materials: Case Video, (9-703-901), 58 min, by Pankaj Ghemawat; Case Video, DVD, (9-703-900), 58 min, by Pankaj Ghemawat; Case Video, Streaming, (9-180-9), 58 min, by Pankaj Ghemawat; Teaching Note, (5-703-496), 21p, by Pankaj Ghemawat
Product Description: Focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to wear, ZARA observes what’s selling and what‘s not and continuously adjusts what it produces and merchandises on that basis. Powered by ZARA's success, Inditex has expanded into 39 countries, making it one of the most global retailers in the world. But in 2002, it faces important questions concerning its future growth.
Source: Harvard
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| Zara: IT for Fast Fashion
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| 23 pp.
| Case
Author(s): McAfee, Andrew; Sjoman, Anders; Dessain, Vincent
Publication Date: 06/25/2004 Revision Date: 09/06/2007
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 604081
Geographic Setting: Spain Number of Employees: 32,000 Gross Revenue: $4 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Vertical integration; Operations; Information systems; Information & technology; Production; Computer networks; Supply chain management
Academic Discipline: Operations management
Supplementary Materials: Case Teaching Note, (604104), 20p, by Andrew McAfee
Product Description: In 2003, Zara’s CIO must decide whether to upgrade the retailer‘s IT infrastructure and capabilities. At the time of the case, the company relies on an out-of-date operating system for its store terminals and has no full-time network in place across stores. Despite these limitations, however, Zara's parent company, Inditex, has built an extraordinarily well-performing value chain that is by far the most responsive in the industry. The case describes this value chain, concentrating on its operations and IT infrastructure.
Source: Harvard
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| 23 pp.
| Case
Author(s): McAfee, Andrew; Sjoman, Anders; Dessain, Vincent
Publication Date: 06/25/2004 Revision Date: 09/06/2007
Product Type: Case (Field)
HBS Number: 9-604-081
Geographic Setting: Spain Industry Setting: Apparel industry; Retail industry Number of Employees: 32,000 Gross Revenues: $4 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Computer networks; Information systems; Information technology; Operations management; Production; Supply chain; Vertical integration
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-604-104), 5p, by Andrew McAfee
Product Description: In 2003, Zara’s CIO must decide whether to upgrade the retailer‘s IT infrastructure and capabilities. At the time of the case, the company relies on an out-of-date operating system for its store terminals and has no full-time network in place across stores. Despite these limitations, however, Zara's parent company, Inditex, has built an extraordinarily well-performing value chain that is by far the most responsive in the industry. The case describes this value chain, concentrating on its operations and IT infrastructure.
Source: Harvard
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| ZAREEN AND MAJID DURRANI
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| 11 pp.
| Case
Haque, E u; Arifeen, S
Publisher: Lahore University of Management Sciences (SEDC)
Distributor: ecch (www.ecch.com) Reference: 17-010-2007-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Published sources
Product Year: 2007
Geo location: Lahore, Pakistan Industry: NGOs (non-governmental organisations), HR (human resources), gender Timing: 2006
Topics: Business commitments; Professional women; Boutique; Sahil fashions; Self fulfilment; Frustration
Abstract: Zareen Durrani, Managing Director, Sahil Fashions, Karachi, shuffled her feet nervously as the pediatrician examined her five year old daughter. Next to her, Majid Durrani, her husband, was trying, rather unsuccessfully, to calm their three and a half year old son. The doctor’s office wore a sombre look with the occupants quite oblivious of the pleasant March night in 2006. Zareen was worried as her two little kids had been running high temperatures all day. Her attempts with Calpol medication had been of no help and she was fervently hoping that there was nothing seriously wrong. She had a number of business commitments to meet the next day and the days ahead. ‘I simply cannot afford even a minute off', she sighed.
Source: ecch
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| Zeitgeist Leadership
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| 20 pp.
| Article
Author(s): Mayo, Anthony J.; Nohria, Nitin
Publication Date: 10/01/2005
Product Type: Harvard Business Review Article
HBS Number: R0510B
Geographic Setting: Europe
Subjects: Business conditions; Business cycles; Business history; CEO; Demographics; Entrepreneurs; Global business; Government & business; Labor relations; Leadership; Managers; Performance; Regulations; Success; Surveys; Technology
Academic Discipline: Organizational behavior & leadership
Product Description: Companies and leaders don’t succeed or fail in a vacuum. When it comes to long-term success, the ability to understand and adapt to changing business conditions is at least as important as any particular personality trait or competency. A clear picture of how powerful the Zeitgeist can be emerges from the authors‘ comprehensive study of the way the business landscape in the United States evolved, decade by decade, throughout the 20th century. Six contextual factors in particular, they found, most affected the prospects for business: the level of government intervention in business, global events, demographics, shifts in social mores, developments in technology, and the strength or weakness of the labor movement. A lack of contextual sensitivity can trip up even the most brilliant executive. No less a luminary than Alfred P. Sloan was relieved of General Motor's day-to-day management in the 1930s because he was unwilling to meet with the new UAW. Conversely, an understanding of the Zeitgeist can play a crucial but unheralded role in business performance. To understand better this connection between business performance and context, the authors studied 1,000 great U.S. business leaders of the 20th century and identified three distinct archetypes: Entrepreneurs, often ahead of their time, overcame dire challenges to build something new. Managers excelled at reading and exploiting the existing Zeitgeist to grow their
Source: Harvard
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| Zeneca’s Direct-to-Consumer Advertising of Nolvadex®
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| 26 pp.
| Case
Author(s): Eaton, Margaret L.; Ehrlich, Jason; Chopra, Naveen
Publication Date: 04/12/2005
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In May 1999, the Moon Shot team gathered to review the results of a $54.4 million direct-to-consumer (DTC) ad campaign. Moon Shot was a cross-functional team at Zeneca Inc., a pharmaceutical, agrochemical, and specialty products company. The ad campaign was to promote the use of the drug Nolvadexa (Zeneca’s brand name for Tamoxifen Citrate) for use in reducing the risk of breast cancer in women at high risk, an estimated 9 million women in the United States. Details Zeneca‘s development of Tamoxifen and how the company marketed the drug. Focuses on Zeneca's DTC prescription drug advertising campaign and the issues that campaign raised.
HBS Number: BME2
Industry Setting: Pharmaceutical industry
Subjects: Advertising campaigns; Consumer marketing; Direct marketing; Ethics; Product development
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (BME2TN), 2p, by Margaret L. Eaton, Jason Ehrlich, Naveen Chopra
Source: Harvard
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| Zenith and High-Definition Television — 1990
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| 23 pp.
| Case
Author(s): Yoffie, David B.; Gomes-Casseres, Benjamin; Hazard, Heather A.
Publication Date: 02/28/1991 Revision Date: 04/19/1991
Product Type: Case (Field)
Product Description: Describes Zenith’s strategy in HDTV and high resolution monitors. Includes overview of HDTV industry with profiles of major competitors worldwide and policies of U.S., Japanese, and European governments. Focuses on competition over standards setting, industrial policy, and Zenith‘s strategy in components production.
HBS Number: 9-391-084
Geographic Setting: United States, Europe, Japan Industry Setting: television Company Size: Fortune 500 Gross Revenues: $2 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Competition; Electronics; Government policy; International trade; Strategy formulation
Academic Discipline: Business & government
Supplementary Materials: Case Video, (9-891-513), 14 min, by Benjamin Gomes-Casseres, David B. Yoffie; Teaching Note, (5-794-070), 21p, by Benjamin Gomes-Casseres
Source: Harvard
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| Zenith Bank: The Marketing of an Initial Public Offering
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| 20 pp.
| Case
Author(s): Amangbo, Chinyelu; Clawson, James G.
Darden ID: UVA-M-0751
Published: 2/27/2008
Copyright Year: 2008
Subject Area: Marketing
Keywords: IPO, Commonwealth English, market efficiency, market planning, banks, market signalling, signaling marketing management, strategy, international banking, Nigeria
Abstract: This case is useful in teaching marketing strategy as part of a marketing course. It can also be used to teach promotional strategy. Only one week into Zenith Bank of Nigeria’s initial public offering (IPO), Jim Ovia and his management team faced a new regulation that required that the capital base of banks be raised from (Nigerian naira) NGN2 billion to NGN25 billion. They needed to review their approach to marketing the IPO and try something outside the traditional marketing campaigns of public offerings in Nigeria. The highest amount ever realized from the Nigerian capital market was NGN11 billion. The new regulations resulted in Ovia‘s needing to revise the marketing objectives for the IPO from about NGN9 billion to an unspecified amount that would increase the bank shareholders' fund to well over the minimum requirement of NGN25 billion.
The material is particularly valuable in situations where an international flavour is desired or beneficial.
Source: Darden
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| Zensar: The Future of Vision Communities (A)
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| 22 pp.
| Case
Author(s): Garvin, David A.; Tahilyani, Rachna
Publication Date: 06/28/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 311024
Geographic Setting: India Number of Employees: 5,000 Gross Revenue: $200 million
Event Year Start: 2009 Subjects: Management philosophy; Innovation; Leadership; Human resources management; Organizational culture; Information & technology; Collaboration; Managing people
Academic Discipline: General management
Supplementary Materials: Supplement, (311025), 4p, by David A. Garvin, Rachna Tahilyani
Product Description: To maximize their effectiveness, color cases should be printed in color. Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation. As the company grows, managers must decide how to scale the Vision Community process so that it retains its spirit of employee involvement and engagement while encompassing a larger, more geographically dispersed group of participants.
Source: Harvard
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| ZERO JUNK MAIL
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| 17 pp.
| Case
Author(s): Parry, Mark E.; Fitzgerald, Janet
Darden ID: UVA-M-0553
Published: 5/19/1998
Copyright Year: 1998
Subject Area: Marketing
Keywords: market analysis, marketing research, pricing
Teaching Note: UVA-M-0553TN
Abstract: Executives at this Internet-based company evaluate the results of a pricing survey to decide what changes to make, if any, to the annual fee charged for the company’s junk mail elimination services. Founded in 1996, Adios Junk Mail provides comprehensive elimination of unwanted direct-marketing solicitations. Clients select what types of direct marketing they want stopped. Once a month, the company generates a list of customers and their elimination preferences. It then mails the list to direct-mail companies, telemarketers, and database companies, requesting that the customers‘ names be suppressed.
Source: Darden
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| 17 pp.
| Case
Author(s): Parry, Mark E.; Fitzgerald, Janet
Darden ID: UVA-M-0553
Published: 5/19/1998
Copyright Year: 1998
Subject Area: Marketing
Keywords: market analysis, marketing research, pricing
Teaching Note: UVA-M-0553TN
Abstract: Executives at this Internet-based company evaluate the results of a pricing survey to decide what changes to make, if any, to the annual fee charged for the company’s junk mail elimination services. Founded in 1996, Adios Junk Mail provides comprehensive elimination of unwanted direct-marketing solicitations. Clients select what types of direct marketing they want stopped. Once a month, the company generates a list of customers and their elimination preferences. It then mails the list to direct-mail companies, telemarketers, and database companies, requesting that the customers‘ names be suppressed.
Source: Darden
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| ZETES’ IPO: MANAGING THE PROCESS OF GOING PUBLIC
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| 39 pp.
| Case
Alle, M — ASBL Solvay Executive Education
Verdin, P — ASBL Solvay Executive Education
Renier, N — ASBL Solvay Executive Education
Distributor: ecch (www.ecch.com) Reference: 108-059-1 Language: English
Category: Finance, Accounting and Control Data source: Field research
Product Year: 2008
Geo location: Belgium Industry: Electronic equipment Size: 633 employees Timing: 2005
Topics: Initial public offering (IPO); Conflict of interest; IPO pricing; Valuation; Chinese wall; Strategic decision; Bookbuilding process; Capital markets; Hot issue market; Underpricing; Greenshoe; Convertible loans; Roadshow; Due diligence; Oversubscription
Abstract: The dynamism of industrialised economies rests substantially on the productivity and competitiveness of their small and medium enterprises (SMEs). Among those, the most successful ones often face a rapid growth and require the episodic injection of financial funds. One day the small SME reaches the critical size that allows it to consider an IPO (initial public offering). After the equity market collapse of 2001, we observed in 2005 a renewal in IPO’s volume, opening a window of opportunity for companies looking for the public quotation. The stock exchange certainly offers an attractive source of financing, but this is still a delicate decision which best requires the company to follow a coherent strategy. What‘s at stake in this operation is therefore broader. Zetes' case tells us the typical story of the small Belgian SME which experienced a surprising growth, and succeeded in anticipating technological changes, in part due to the vision of its leader, Alain Wirtz. The company quickly became a leading systems' integrator and started to plan to call on the public market to give itself a new impulse. At some stage, it appeared to them that the right strategic time for an IPO had come, but at the last m
Source: ecch
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| Zetor Tractors
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| 13 pp.
| Case A
Karen L. Newman, Stanley D. Nollen After the “Velvet Revolution,” the Czech Republic faced the task of privatizing its state-owned enterprises, and the companies faced the task of coping with an environment where customers decided what to buy. Zetor, a Czech manufacturer of tractors and bearings, has lost half its sales, its biggest export customer, its distribution channels, and its financing. The Managing Director reorganizes and forms an alliance with John Deere, but it is uncertain whether Zetor will survive as an independent company.
Source: North American Case Research Association, Case Research Journal, Winter 1995, Vol. 15, Issue 1. Copyright 1995.
Courses: Business Policy/Strategy; International Business; Organizational Behavior
Topics:
Source: NACRA
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| ZEUS ASSET MANAGEMENT, INC.
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| 7 pp.
| Case
Author(s): Allayannis, Yiorgos (George)
Darden ID: UVA-F-1232
Published: 7/31/1998
Copyright Year: 1998
Subject Area: Finance
Keywords: assets; performance evaluation; portfolio management
Teaching Note: UVA-F-1232TN
Faculty Spreadsheet: UVA-S-F-1232TN
Abstract: In May 1998, the director of Research at Zeus Asset Management is reflecting on the current performance evaluation of Zeus’s mutual funds (which include an equity fund, a bond fund, a balanced fund, and an international fund) and ways to improve the measurement of performance. Zeus has become increasingly aware that absolute returns, or relative returns (returns relative to a benchmark), will not suffice as a measurement of performance and that a measurement (or a series of measurements) of risk-adjusted performance must be added. Performance evaluation is key to structuring compensation and incentive schemes in general, as well as strategic planning for the company‘s future. Given Zeus's relatively risk-averse clientele, the “correct” measurement of risk is imperative. Students are asked to compute several measures of risk-adjusted performance. Familiarity with running regression models in Excel is required; alternatively, the case can be used to pursue that objective. The case comes with an Excel spreadsheet containing the relevant data (time series of returns [net of risk-free rate] of three mutual funds and corresponding benchmark indices). The case can be used as a vehicle for discussing several concepts: (1) the alternative measures of performance evaluation for mutual funds and their relative merits (e.g., why absolute or relative returns may not reveal the entire truth about performance; which index to use as a benchmark); (2) the alternative measures of risk-adjusted performance (e.g., Sharpe's ratio, Treynor, Jensen's alpha, Gruber's Four Factor alpha, Graham and Harvey's measure of risk-adjusted
Source: Darden
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| 7 pp.
| Case
Author(s): Allayannis, Yiorgos (George)
Darden ID: UVA-F-1232
Published: 7/31/1998
Copyright Year: 1998
Subject Area: Finance
Keywords: assets; performance evaluation; portfolio management
Teaching Note: UVA-F-1232TN
Faculty Spreadsheet: UVA-S-F-1232TN
Abstract: In May 1998, the director of Research at Zeus Asset Management is reflecting on the current performance evaluation of Zeus’s mutual funds (which include an equity fund, a bond fund, a balanced fund, and an international fund) and ways to improve the measurement of performance. Zeus has become increasingly aware that absolute returns, or relative returns (returns relative to a benchmark), will not suffice as a measurement of performance and that a measurement (or a series of measurements) of risk-adjusted performance must be added. Performance evaluation is key to structuring compensation and incentive schemes in general, as well as strategic planning for the company‘s future. Given Zeus's relatively risk-averse clientele, the “correct” measurement of risk is imperative. Students are asked to compute several measures of risk-adjusted performance. Familiarity with running regression models in Excel is required; alternatively, the case can be used to pursue that objective. The case comes with an Excel spreadsheet containing the relevant data (time series of returns [net of risk-free rate] of three mutual funds and corresponding benchmark indices). The case can be used as a vehicle for discussing several concepts: (1) the alternative measures of performance evaluation for mutual funds and their relative merits (e.g., why absolute or relative returns may not reveal the entire truth about performance; which index to use as a benchmark); (2) the alternative measures of risk-adjusted performance (e.g., Sharpe's ratio, Treynor, Jensen's alpha, Gruber's Four Factor alpha, Graham and Harvey's measure of risk-adjusted
Source: Darden
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| Zeus Electronics
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| 7 pp.
| Case
Bagley, Constance E.; Bacher, Gary E.
Explores a variety of legal issues raised by a proposed marketing plan for the sale of personal digital assistants in the United States, Europe, and Japan by a fictitious U.K. company, Zeus Electronics, PLC, with sales of L12 billion. Antitrust and competition law issues include horizontal price fixing and market division, monopolization, tying arrangements, resale price maintenance, and vertical nonprice restraints. Other issues include product liability, enforceability of license terms in an unsigned "shrink-wrap" agreement, and restrictions on promotional practices.
HBS Number: M287 Type: Case (Gen Exp)
Publication Date: 08/01/1996 Revision Date: 10/01/1997
Geographic Setting: London, England Industry Setting: electronics Gross Revenues: $27 billion revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Antitrust laws; Computer industry; Electronics; International marketing; Legal aspects of business; Marketing strategy; Product liability
Supplementary Materials: Teaching Note, (M287T), 36p, by Constance E. Bagley, Gary E. Bacher
Publisher: Stanford University
Source: Harvard
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| Zhejiang Corporation of China Telecom
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| 13 pp.
| Case
Author(s): Whang, Seungjin
Publication Date: 11/20/2008
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: GS68
Geographic Setting: China Industry Setting: Telecommunications industry
Subjects: Customer retention; IT infrastructure; Marketing; Supply chain management; Wireless technologies
Academic Discipline: Management of information systems
Product Description: China Telecom was a major provider of telecommunication services in China. It was organized into three layers?Corporate HQ, Provincial companies, and city branches. Zhejiang Corporation, one of China Telecom’s 31 provincial companies, adopted enterprise software to combat rising competition from wireless providers to its fixed line phone services. This case explores how Zhejiang Corp. centralized its database and key transactions to analyze data, create semi-customized promotions, and reach out into non-telephone services. Then, in May 2008, the Chinese government restructured the telecommunications industry, turning China Telecom into a national carrier and removing previous restrictions on its ability to provide mobile phone services. Now that China Telecom could offer full-blown mobile service, it had to develop a new strategy to market its portfolio of products.
Source: Harvard
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| Zia Yusuf at SAP: Having Impact
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| 16 pp.
| Case
Author(s): Pfeffer, Jeffrey
Publication Date: 02/03/2009
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: OB73
Subjects: Career advancement; Global business; Leadership; Managing superiors; Networks; Personal strategy & style; Power & influence; Software development
Academic Discipline: Organizational behavior & leadership
Product Description: Zia Yusuf, a Pakistani graduate of Harvard Business School in 1998, joined SAP, a high technology software company, in 2000 after working first at Goldman Sachs. Although Yusuf had no technical background nor ever worked in sales, marketing, or software development, he moved up rapidly at SAP, bringing a great deal of business value to the organization. This case explores Yusuf’s success in navigating the organizational dynamics of a very complex and large organization, tracing his career path at SAP and before.
Source: Harvard
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| ZIDANE’S LAST RED CARD: CASE A
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| 5 pp.
| Case
Kirschner, C
Publisher: Babson College
Distributor: ecch (www.ecch.com) Reference: BAB132 Language: English
Category: Ethics and Social Responsibility Data source: Field research
Product Year: 2008
Version Date: 5 December 2007
Topics: Business law; Legal environment of business; General management; Sports marketing; Ethics; Global business or international business; Sports law; Rulemaking, policymaking and compliance; Journalism and media; Organizational behavior; Torts
Abstract: With more country participants than the United Nations, World Cup football (soccer) is one of the most multinational businesses in the world. Zinedane Zidane’s headbutt of Marco Materazzi near the conclusion of the last match of the 2006 championship between France and Italy triggered a diverse range of questions and problems for FIFA and others. A host of ethical, business, legal (especially disciplinary regulations) and political implications of World Cup football find their genesis in Zidane‘s headbutt. The pedagogical intent is: (1) to lay a foundation for ethics discussions by introducing ethical theories and their applications; (2) to develop an appreciation for the complexity of ethical decision-making through identification of affected parties and examination of those parties' perspectives; (3) to gain an enhanced understanding of the process of making and enforcing rules and policies in business; (4) to practice management decision-making; (5) to explore the roles of religion, morality, race and nationality in social, business and world-citizen type settings; (6) to introduce fundamental principles of evidence, including types of proof, quality of evidence and credibility issues; and (7) to probe basic tort law and to practice applying tort principals to real world situations. This case is written for use in undergraduate management, business, pre-law or liberal arts classes or gr
Source: ecch
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| Zipcar
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| 19 pp.
| Case
Author(s): Hart, Myra; Carter, Wendy
Publication Date: 10/01/2001 Revision Date: 09/18/2002
Product Type: Case (Field)
Product Description: Provides a detailed description of the processes and tasks associated with creating a new venture in an emerging industry (subscription car-sharing for urban dwellers). Chronicles the entrepreneur’s concept development, industry analysis, market research, identity definition, and brand building. Also provides background on writing the business plan, creating a budget and building financials, developing a management team, creating business partnerships, and financing the businesses. Teaching Purpose: Raises several issues—including how to manage the “chicken and the egg” process of building and testing the concept, getting resources, and engaging customers when starting a new venture. Provides examples of ‘’bootstrapping‘' and creative fundraising and concludes with the question of how to grow the business strategically.
HBS Number: 9-802-085
Geographic Setting: Boston, MA Industry Setting: car rental
Company Size: start-up Number of Employees: 7 Gross Revenues: $235,000 revenues
Event Year Start: 1999 Event Year End: 2000
Subjects: Automobiles; Entrepreneurial management; Entrepreneurship; Financing; Leadership; Venture capital; Women in business
Academic Discipline: Entrepreneurship
Source: Harvard
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| Zipcar: Influencing Customer Behavior
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| 8 pp.
| Case
Author(s): Frei, Frances X.; Frei, Frances X.
Publication Date: 01/10/2005 Revision Date: 06/30/2005
Product Type: Case
Publisher: Harvard Business School
HBS Number: 605054
Geographic Setting: United States Number of Employees: 22
Event Year Start: 2004 Event Year End: 2004
Subjects: Operations; Consumer behavior; Service management
Academic Discipline: Service Management
Supplementary Materials: Case Teaching Note, (608041), 23p, by Frances X. Frei
Product Description: Used in the first module of a Harvard Business School course on Managing Service Operations, which addresses managing the operating role of customers (606-032). To maximize their effectiveness, color cases should be printed in color. At Zipcar, customers share the use of cars and, as a result, rely on each other for their service experience. Customers are required to keep the car clean and the gas tank full and to return the car on time. Told from the perspective of two customers: Sal Fishman, who has a car and is running late at an interview, and Anita Karr, who has just arrived at her reserved car’s empty parking spot.
Source: Harvard
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| 8 pp.
| Case
Author(s): Frei, Frances X.; Frei, Frances X.
Publication Date: 01/10/2005 Revision Date: 06/30/2005
Product Type: Case
Publisher: Harvard Business School
HBS Number: 605054
Geographic Setting: United States Number of Employees: 22
Event Year Start: 2004 Event Year End: 2004
Subjects: Operations; Consumer behavior; Service management
Academic Discipline: Service Management
Supplementary Materials: Case Teaching Note, (608041), 23p, by Frances X. Frei
Product Description: Used in the first module of a Harvard Business School course on Managing Service Operations, which addresses managing the operating role of customers (606-032). To maximize their effectiveness, color cases should be printed in color. At Zipcar, customers share the use of cars and, as a result, rely on each other for their service experience. Customers are required to keep the car clean and the gas tank full and to return the car on time. Told from the perspective of two customers: Sal Fishman, who has a car and is running late at an interview, and Anita Karr, who has just arrived at her reserved car’s empty parking spot.
Source: Harvard
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| Zoll Medical Corp. (A)
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| 17 pp.
| Case
Teisberg, Elizabeth O.; Leonard, James
When is a product ready for the market? In this case, engineers present a prototype medical device product to the CEO for approval. The product, developed under a tight deadline, is essentially identical to the main competitor’s product, but that competitor is temporarily off the market due to regulatory problems. The CEO must decide whether to take the product quickly to market to take advantage of the window of opportunity, or to send the engineers back to the lab to develop a more distinctive product that could differentiate Zoll more in the long term. Teaching Purpose: Examines issues in managing innovation and new product development. Addresses the questions of: When is a new product ready for market? When should the engineers be asked to do more? How is value to the customer factored into these decisions?
HBS Number: 9-795-053 Type: Case (Field)
Publication Date: 12/16/1994 Revision Date: 1/20/1995
Geographic Setting: Massachusetts Industry Setting: medical devices Number of Employees: 125 Gross Revenues: $14 million revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Innovation; Medical supplies; Product development; R&D; Technology
Supplementary Materials: Supplement (Field), (9-795-054), 1p, by Elizabeth O. Teisberg, James Leonard; Supplement (Field), (9-795-055), 3p, by Elizabeth O. Teisberg, James Leonard; Supplement (Field), (9-796-078), 2p, by Elizabeth O. Teisberg, James Leonard
Source: Harvard
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| Zoots — Financing Growth (A)
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| 28 pp.
| Case
Author(s): Roberts, Michael J.; Sahlman, William; Krasnow, Todd
Publication Date: 06/20/2007 Revision Date: 03/17/2008
Product Type: Case (Field)
HBS Number: 807139
Geographic Setting: United States Industry Setting: Dry cleaning & laundry
Event Year Start: 2000 Event Year End: 2007
Subjects: Entrepreneurial finance; Financial strategy; Private equity; Venture capital
Academic Discipline: Finance
Product Description: Traces the genesis and founding of Zoots, the largest chain of dry cleaning establishments in the U.S. Founded by some of the founders of the very successful Staples chain, the company raises a very large amount of capital without fully proving its business model, and by 2006 is in need of yet more funding. Pushes students to dissect the business model and current operations — and their financial performance — and figure out what went wrong initially, if the business model and operations are now on solid footing, and, assuming capital can be raised, whether it is better to take the “bird in the hand” of significant capital at an admittedly disappointing valuation, or wait for a strategic investor who would pay a higher price but will need significantly more time to complete due diligence.
Source: Harvard
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| 28 pp.
| Case
Author(s): Roberts, Michael J.; Sahlman, William; Krasnow, Todd
Publication Date: 06/20/2007
Product Type: Case (Field)
HBS Number: 9-807-139
Geographic Setting: United States Industry Setting: Dry cleaning & laundry
Event Year Start: 2000 Event Year End: 2007
Subjects: Entrepreneurial finance; Financial strategy; Private equity; Venture capital
Academic Discipline: Finance
Product Description: Traces the genesis and founding of Zoots, the largest chain of dry cleaning establishments in the U.S. Founded by some of the founders of the very successful Staples chain, the company raises a very large amount of capital without fully proving its business model, and by 2006 is in need of yet more funding. Pushes students to dissect the business model and current operations — and their financial performance — and figure out what went wrong initially, if the business model and operations are now on solid footing, and, assuming capital can be raised, whether it is better to take the “bird in the hand” of significant capital at an admittedly disappointing valuation, or wait for a strategic investor who would pay a higher price but will need significantly more time to compete due diligence.
Source: Harvard
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| 28 pp.
| Case
Author(s): Roberts, Michael J.; Sahlman, William; Krasnow, Todd
Publication Date: 06/20/2007 Revision Date: 03/17/2008
Product Type: Case (Field)
HBS Number: 807139
Geographic Setting: United States Industry Setting: Dry cleaning & laundry
Event Year Start: 2000 Event Year End: 2007
Subjects: Entrepreneurial finance; Financial strategy; Private equity; Venture capital
Academic Discipline: Finance
Product Description: Traces the genesis and founding of Zoots, the largest chain of dry cleaning establishments in the U.S. Founded by some of the founders of the very successful Staples chain, the company raises a very large amount of capital without fully proving its business model, and by 2006 is in need of yet more funding. Pushes students to dissect the business model and current operations — and their financial performance — and figure out what went wrong initially, if the business model and operations are now on solid footing, and, assuming capital can be raised, whether it is better to take the “bird in the hand” of significant capital at an admittedly disappointing valuation, or wait for a strategic investor who would pay a higher price but will need significantly more time to complete due diligence.
Source: Harvard
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| Zotter — Living by Chocolate
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| 19 pp.
| Case
Author(s): Khaire, Mukti; Aichinger, Stefan; Hoffman, Monika; Schnoedl, Maximilian
Publication Date: 02/22/2010 Revision Date: 04/27/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 810091
Geographic Setting: Austria Gross Revenue: 14.3 Million Euros in 2008
Event Year Start: 2009 Subjects: Global business; Entrepreneurship; Entrepreneurial management; Innovation
Academic Discipline: Entrepreneurship
Product Description: To maximize their effectiveness, color cases should be printed in color. This case is about a boutique chocolate manufacturer’s decision to grow. Zotter, an Austrian company that was a pioneer in the organic and Fairtrade chocolate movement, uses the traditional confit technique to make premium hand-scooped chocolates in unusual and innovative flavor combinations. Having done many novel things to educate the market about the value of premium, organic and Fairtrade chocolate, Zotter consolidated its market position within the premium segment of the Austrian market for chocolate. The company only recently started to sell its product outside Austria. However, the time- and labor-intensive manufacturing process and the high prices of Zotter chocolates limit the scalability of the company, even though the founder desires to grow. While the founder has many ideas for the firm, it is not clear which path would be optimal for the kind of growth he desires. The case provides students an opportunity to discuss how entrepreneurs create markets for novel products, and how they can consolidate their position. To demonstrate to students how entrepreneurs create markets for novel products, and how they can consolidate their position.
Source: Harvard
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| ZWIESEL KRISTALLGLAS AG: INTERNATIONAL ROLL-OUT IN A TRADITIONAL INDUSTRY (A)
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| 16 pp.
| Case
Kaufmann, L; Michel, A; Jager, M; Kues, A; Meyer, P; Nagele, E; Warnig, C
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 306-205-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2006
Geo location: Germany Industry: Glass Size: Greater than 750 million sales Timing: 2004
Topics: Internationalisation; Globalisation; Expansion; Strategy; Brand management; Innovation; Restructuring; Asia; Performance measurement; International business; Differentiation; Balanced scorecard; Offshoring
Abstract: This is the first of a two-case series (306-205-1 and 306-206-1). Part (A ) of the case study focuses on brand management, and the innovation and internationalisation strategy of Zwiesel Kristallglas AG (ZKAG), one of the world’s leading glass manufacturers in the business-to-business industry. Part (B) requires students to develop a performance measurement system and a sound implementation strategy of the system. The story evolves around Dr Andreas Buske, Managing Director and joint owner of Zwiesel Kristallglas AG. After a period of significant restructuring between 2001 and 2004, ZKAG was developing into a healthy company and tried to strengthen its abilities to innovate again. However, sales still did not live up to their expectations. Moreover a survey by a renowned professor proved that Zwiesel‘s brand strategy was not properly designed. The image of ZKAG was split into two parts: a functional, rational, innovative side and an emotional, traditional and magical brand. The situation demanded quick action and consideration of radical changes. There were two options, either giving up one of the product lines or moving towards a dual brand strategy. Limited growth opportunities in the saturated European market turned out to be one of the reasons for the stag
Source: ecch
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| ZWIESEL KRISTALLGLAS AG: INTERNATIONAL ROLL-OUT IN A TRADITIONAL INDUSTRY (B)
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| 7 pp.
| Case
Kaufmann, L; Michel, A; Jager, M; Kues, A; Meyer, P; Nagele, E; Warnig, C
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 306-206-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2006
Geo location: Germany Industry: Glass Size: Greater than 50 million euros sales Timing: 2004
Topics: Internationalisation; Globalisation; Expansion; Strategy; Brand management; Innovation; Restructuring; Asia; Performance measurement; International business; Differentiation
Abstract: This is the second of a two-case series (306-205-1 and 306-206-1). Part (A) of the case study focuses on brand management, and the innovation and internationalisation strategy of Zwiesel Kristallglas AG (ZKAG), one of the world’s leading glass manufacturers in the business-to-business industry. Part (B) requires students to develop a performance measurement system and a sound implementation strategy of the system. The story evolves around Dr Andreas Buske, Managing Director and joint owner of Zwiesel Kristallglas AG. After a period of significant restructuring between 2001 and 2004, ZKAG was developing into a healthy company and tried to strengthen its abilities to innovate again. However, sales still did not live up to their expectations. Moreover a survey by a renowned professor proved that Zwiesel‘s brand strategy was not properly designed. The image of ZKAG was split into two parts: a functional, rational, innovative side and an emotional, traditional and magical brand. The situation demanded quick action and consideration of radical changes. There were two options, either giving up one of the product lines or moving towards a dual brand strategy. Limited growth opportunities in the saturated European market turned out to be one of the reasons for the stagnating sales figures. Asian
Source: ecch
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