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32. Zara: Fast Fashion Author(s): Harvard Business School: Ghemawat, Pankaj; Nueno, Jose Luis Description: Inditex, an apparel retailer from Spain, has set up an extremely quick response system for its Zara chain. Instead of predicting what women will want to wear months before a season starts, Zara observes which products are selling and which are not, then continuously adjusts what it produces and then merchandises on that basis. Powered by Zara’s success, Inditex operates in 39 countries, making it one of the most global retailers in the world, yet it faces questions concerning its future. The CIO of apparel retailer Zara must decide whether to upgrade the retailer’s outdated IT infrastructure and capabilities. Publication Date: 2004 Revision Date: N/A Event Year Start: 1996 Event Year End: 2002 Geographic Setting: International Industry Setting: Apparel/Retail Courses: Business/Management and Organization/Strategic Management/International Business/International Management Course Sequence: International Strategy; Business-level Strategy; Internal Analysis; External Environment; Intellectual Assets Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; International Business; International Management; Consumer Product Goods; Niche Marketing; Production Cycle; Merchandising Supplements: Teaching Note; Online Web Links Case Number: DLE3032
32. Zara: Fast Fashion Author(s): Harvard Business School: Ghemawat, Pankaj; Nueno, Jose Luis Description: Inditex, an apparel retailer from Spain, has set up an extremely quick response system for its Zara chain. Instead of predicting what women will want to wear months before a season starts, Zara observes which products are selling and which are not, then continuously adjusts what it produces and then merchandises on that basis. Powered by Zara’s success, Inditex operates in 39 countries, making it one of the most global retailers in the world, yet it faces questions concerning its future. The CIO of apparel retailer Zara must decide whether to upgrade the retailer’s outdated IT infrastructure and capabilities. Publication Date: 2004 Revision Date: N/A Event Year Start: 1996 Event Year End: 2002 Geographic Setting: International Industry Setting: Apparel/Retail Courses: Business/Management and Organization/Strategic Management/International Business/International Management Course Sequence: International Strategy; Business-level Strategy; Internal Analysis; External Environment; Intellectual Assets Subjects: Business Policy; Competitive Strategy; Asset Analysis; Industry Analysis; International Business; International Management; Consumer Product Goods; Niche Marketing; Production Cycle; Merchandising Supplements: Teaching Note; Online Web Links Case Number: DLE3032
Case Author(s): Lassiter, Joseph B., III; Lieb, Matthew C. Publication Date: 10/02/2000 Revision Date: 04/13/2005 Product Type: Case (Field) Product Description: Tom Clay, president of Z Corp. and founder/CEO Marina Hatsopolous must decide between using a direct sales force or using a value-added reseller to begin selling the company’s new 3-D printing prototype manufacturing system. Teaching Purpose: Shows the conflicts between cost, control, and effectiveness in choosing channels. HBS Number: 9-801-210 Geographic Setting: Massachusetts Industry Setting: CAD equipment Number of Employees: 20 Gross Revenues: $500,000 revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Business marketing; Computer peripherals; Distribution channels; Product development; Product introduction Academic Discipline: Marketing
Case Author(s): Lodge, George C.; Bell, Marie Publication Date: 04/18/1995 Product Type: Supplement (Library) Product Description: Designed to supplement Reconstruction of Zambia. Must be used with: (9-792-089) Reconstruction of Zambia. HBS Number: 9-795-144 Subjects: Africa; Developing countries; Economic development; Foreign exchange; Macroeconomics; Politics Academic Discipline: Business & government
Case Bogomolova, L N — Graduate School of Management, St. Petersburg State University (GSOM) Andreyeva, A N — Graduate School of Management, St. Petersburg State University (GSOM) Distributor: ecch (www.ecch.com) Reference: 508-021-1 Language: English Category: Marketing Data source: Field research Product Year: 2008 Geo location: Russia Industry: Food Size: 500 employees Timing: 2006 Topics: Marketing; Communications; Commodity market; Bakery products; Manufacturing; Russia; Packaging; Advertising; Retail; Management; Customer; Consumer behaviour; Fast moving consumer goods (FMCG); Integrated marketing communications (IMC) strategy; Confectionery Abstract: The case is focused on the role of those marketing communications used for the purpose of taking the lead on the highly competitive St Petersburg baked confectionery product commodity market. The analysis of those opportunities provided by the use of marketing communications is made via ZAO Okhtinskoe, an enterprise which is trying to improve its market positioning and which is at the same time in the process of transforming itself from an unprofitable former Soviet enterprise into an innovative ’boutique‘ which works on the development of its own product category. The case enables one to evaluate the prospects of the use of integrated marketing communications on a highly competitive market, with comparatively low opportunities for product branding.
Case Gilinsky, Armand, Jr.; Ditizio, Robert Is the small electric vehicle market attractive for the long-term? Are electric scooters and electric bicycles wave of the future products or are they likely to prove a fad? Is ZAP positioned to emerge as a strong competitor in small electric vehicles? An interesting case for use early in your module on business strategy. Drills students in using the tools of industry and competitive analysis and company situation analysis. Suitable for a written case or oral presentations. Publication Date: 2001 Geographic Setting: U.S. Industry Setting: Electric Vehicles Event Year Start: 1994 Event Year End: 2001 Courses: Business Policy; Entrepreneurship Course Sequence: Business Strategy Subjects: Business Strategy; Entrepreneurship Supplementary Material: Teaching Note
Case Author(s): Holloway, Charles A.; Eisen, Jeffrey Publication Date: 12/01/2002 Product Type: Case (Field) Publisher: Stanford University Product Description: Zaplet faces internal challenges following the dramatic change in the economy and the resulting market demand for its product. Teaching Purpose: To gain an understanding of the decisions required during an organizational downsizing. What are the options, and the consequences, of each decision? How does the revenue model impact the direction of the company and resulting consequences? HBS Number: OIT37 Geographic Setting: Redwood Shores, CAIndustry Setting: technology Event Year Start: 2001Event Year End: 2001 Subjects: Decision analysis; Downsizing; Economic depression; Fund raising; Organizational change; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (OIT37T), 2p, by Jeffrey Eisen
Teaching Note For use with OIT37 HBS Number: OIT37T Subjects: Decision analysis; Downsizing; Economic depression; Fund raising; Organizational change; Technology
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.
Case Author(s): Frei, Frances X.; Ely, Robin J.; Winig, Laura Publication Date: 10/20/2009 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.
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
Case Author(s): Arnold, David J.; D’Andrea, Guillermo Publication Date: 03/12/2003 Product Type: Other Product Description: Fashion retailer Zara has achieved spectacular growth via a distinctive design-on-demand operating model. This case describes this model and outlines a number of challenges facing the company, with a particular emphasis on its international expansion. Teaching Purpose: To understand the key elements of a distinctive retail model and to examine the challenges facing retailers as they internationalize. Includes color exhibits. HBS Number: 9-503-050 Geographic Setting: Spain, Global Industry Setting: retailing Number of Employees: 18,000 Gross Revenues: $2.4 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Clothing; Expansion; Fashion; International management; International marketing; Models; Retailing Academic Discipline: Marketing
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
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
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.
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.
Case Author(s): McAfee, Andrew ; McAfee, Andrew ; Sjoman, Anders ; Dessain, Vincent ; 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.
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.
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.
Case Haroon, O Publisher: Lahore University of Management Sciences (SEDC) Distributor: ecch (www.ecch.com) Reference: 02-613-2006-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 2006 Geo location: Lahore, Pakistan Industry: Finance / health care Timing: December 2004 Topics: Dispensary; HRCP (Human Rights Commission of Pakistan); Operating expenses; Population: bed ratio; Power consumption; Health care; Human resources Abstract: Lt Zarrar Ahmad’s plane was shot down by Indian jets in 1999. His parents wanted to build a hospital in memory of their son. Preliminary work on the project was started on a piece of land near Lahore Cantonment. Lt Zarrar‘s father Mansoor Ahmad contacted various potential donors for funding for the hospital but most of the donors wanted financial projections and exact funding requirements for the project. Mansoor contacted a faculty member at Lahore University of Management Sciences (LUMS) to prepare the financial feasibility of the project in 2004. The financial projections would involve preparing capital requirements for the project, projected operational costs and revenues, and preparing projected financial statements for the hospital using a set of assumptions about the future. This exercise would determine funding requirements for the project at different points in time in the future, and whether the project could be rendered financially self sustaining in the future. However, it was proposed to build the hospital in three phases which added complexity in the preparation of the projections.
Case Author(s): Haskins, Mark E.; Smith, Liz; Lilly, Kristy Darden ID: UVA-C-2181 Published: 8/12/2003 Copyright Year: 2003 Subject Area: Accounting and Control Keywords: cost accounting; cost allocation; product costs Teaching Note: UVA-C-2181TN Abstract: The primary purpose of this case is to provide students with an opportunity to practice the implementation of a simple activity-based costing (ABC) system. In doing so, students are asked to review several possible allocation bases and ascertain the best base by which to allocate plant administration costs. In addition, students are expected to calculate and compare traditional volume-based or direct-labor plus direct materials-based overhead allocation results with ABC — and then analyze which allocation method is most appropriate to the situation at Zauner Ornaments. This case also allows students to apply a managerial perspective and utilize the cost allocation results to identify potential pricing and cost management strategies.
Case Author(s): Haskins, Mark E.; Smith, Liz; Lilly, Kristy Darden ID: UVA-C-2181 Published: 8/12/2003 Copyright Year: 2003 Subject Area: Accounting and Control Keywords: cost accounting; cost allocation; product costs Teaching Note: UVA-C-2181TN Abstract: The primary purpose of this case is to provide students with an opportunity to practice the implementation of a simple activity-based costing (ABC) system. In doing so, students are asked to review several possible allocation bases and ascertain the best base by which to allocate plant administration costs. In addition, students are expected to calculate and compare traditional volume-based or direct-labor plus direct materials-based overhead allocation results with ABC — and then analyze which allocation method is most appropriate to the situation at Zauner Ornaments. This case also allows students to apply a managerial perspective and utilize the cost allocation results to identify potential pricing and cost management strategies.
Case Gompers, Paul A. ZEFER, a young Internet professional service firm, is considering its expansion options. Organic growth versus growth by acquisition is a central theme. The firm’s financing strategy will be determined by its business strategy. HBS Number: 9-299-032 Type: Case (Field) Publication Date: 1/28/1999 Revision Date: 3/8/2000 Geographic Setting: Boston, MA Industry Setting: internet professional services Number of Employees: :30 Gross Revenues: $2 million revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Consulting; Entrepreneurial finance; Growth strategy; Information technology; Internet; Professional services Supplementary Materials: Teaching Note, (5-299-077), 17p, by Paul A. Gompers
Teaching Note For use with 9-299-032 HBS Number: 5-299-077 Subjects: Consulting; Entrepreneurial finance; Growth strategy; Information technology; Internet; Professional services
Case Marafioti, E; Saviolo, S Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 305-330-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: World Industry: Fashion Size: 600 million euros sales Timing: 1910-2000 Topics: International strategies; Emerging markets; Entry strategies; Fashion industry; Competitive strategies Abstract: This is the first of a three-case series (305-330-1 to 305-332-1). The case illustrates the international growth of Ermenegildo Zegna, a leading player in the global luxury menswear industry. The case, composed in three parts, links the company’s successful growth to its ability to create and sustain a competitive advantage on a broad geographical scope. Part (A) of the case describes Zegna?s growth to become a leading player in the industry and the early steps of its internationalisation process. After having briefly outlined the company‘s history, the case illustrates how the company set up and managed international growth by transferring internationally an increasing number of its value chain activities. The case is focused on entry strategies in developed markets (Europe, USA and Japan). The case can be used alone or in combination with parts (B) & (C) to discuss various issues in international growth and global strategy.
Case Marafioti, E; Saviolo, S Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 305-331-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: World Industry: Fashion Size: 600 million euros sales Timing: 1910-2000 Topics: International strategies; Emerging markets; Entry strategies; Fashion industry; Competitive strategies Abstract: This is the second of a three-case series (305-330-1 to 305-332-1). Zegna is a leading player in the international fashion industry. The case illustrates a major step in the international growth of the company; its expansion in the Chinese market. The case should be used in combination with part (A), which provides background information required to properly frame the focal events and decisions. Parts (A), (B) & (C) can be used in sequence to describe various issues in international strategy.
Case Marafioti, E; Saviolo, S Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 305-332-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: World Industry: Fashion Size: 600 million euros sales Timing: 1910-2000 Topics: International strategies; Emerging markets; Entry strategies; Fashion industry; Competitive strategies Abstract: This is the third of a three-case series (305-330-1 to 305-332-1). Zegna is a leading player in the international fashion industry. The case illustrates the most recent move in the internationalisation paths of the company; its entry in the Indian market. The case should be used in combination with part (A), which provides background information required to properly frame the focal events and decisions. Parts (A), (B) & (C) can be used in sequence to describe various issues in international strategy.
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
Case Author(s): Douglas G. Ohmer, Claire McCarty Kilian Source: Business Case Journal — 2004 Subjects: Leadership style; Organizational behavior; Human resources; Business ethics; Morale issues; Management Description: This case presents the background, actions, and a decision point faced by an actual group of four departmental managers of a small manufacturing company in response to their concerns with the behavior and management decisions of the company’s general manager. The company, Zelte USA, is the North American subsidiary of a privately owned German company. Several situational factors complicate the case, including the divorce of the General Manager; complaints from the company‘s largest customers, which represented approximately 60% of North American business; morale issues; and cross cultural issues. After confronting the general manager with their concerns and seeing no change, the case ends with the four managers contemplating their next move.
Article Pascale, Richard Tanner An in-depth study of Japanese-managed companies in the United States and Japan reveals that when technology and governmental factors are equal, the Japanese companies’ U.S. subsidiaries do not outperform their American counterparts. Also, contrary to conventional belief, American managers use a participative decision-making style as often as Japanese managers do. Japanese executives use ambiguity as a managerial tool. Ambiguity is a useful concept in thinking about how individuals relate to each other, orally and in writing. It provides a way of legitimizing the loose rein that a manager permits in certain organizational situations. McKinsey Award Winner. HBS Number: 78209 Type: Harvard Business Review Article Publication Date: 3/1/78 Subjects: Japan; Management philosophy; McKinsey Award Winners
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
Case Author(s): Applegate, Lynda M. Publication Date: 03/27/2008 Revision Date: 01/20/2009 Product Type: Case (Field) HBS Number: 808146 Geographic Setting: United States Industry Setting: Construction industry Number of Employees: 10 Event Year Start: 2005 Event Year End: 2005 Subjects: Entrepreneurship; Academic Discipline: Entrepreneurship Product Description: This business plan, which was prepared to accompany the CommonAngels case (HBS #807-149), enables students to decide whether to invite an entrepreneur to present to potential angel investors. May be used with: (807149) CommonAngels (tm).
Case Author(s): Applegate, Lynda M. Publication Date: 03/27/2008 Revision Date: 01/20/2009 Product Type: Case (Field) HBS Number: 808146 Geographic Setting: United States Industry Setting: Construction industry Number of Employees: 10 Event Year Start: 2005 Event Year End: 2005 Subjects: Entrepreneurship; Academic Discipline: Entrepreneurship Product Description: This business plan, which was prepared to accompany the CommonAngels case (HBS #807-149), enables students to decide whether to invite an entrepreneur to present to potential angel investors. May be used with: (807149) CommonAngels (tm).
Case Author(s): Applegate, Lynda M. Publication Date: 03/27/2008 Revision Date: 01/20/2009 Product Type: Case (Field) HBS Number: 808146 Geographic Setting: United States Industry Setting: Construction industry Number of Employees: 10 Event Year Start: 2005 Event Year End: 2005 Subjects: Entrepreneurship; Academic Discipline: Entrepreneurship Product Description: This business plan, which was prepared to accompany the CommonAngels case (HBS #807-149), enables students to decide whether to invite an entrepreneur to present to potential angel investors. May be used with: (807149) CommonAngels (tm).
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
Teaching Note For use with 9-391-084 HBS Number: 5-794-070 Subjects: Competition; Electronics; Government policy; International trade; Strategy formulation
Technical note Amangbo, C — Lagos Business School Distributor: ecch (www.ecch.com) Reference: 507-130-6 Language: English Category: Marketing Data source: Field research Product Year: 2007 Geo location: Nigeria, West Africa Industry: Banking Size: Large Timing: 2005-2007 Topics: Customer delight; Customer satisfaction; Nigerian banking industry Abstract: Although there appears to be some confusion concerning the relationship between customer satisfaction and customer delight, there is a general agreement that both concepts play a critical role in creating customer loyalty. Customer loyalty has been demonstrated to have a direct correlation with corporate performance measures such as profitability. Generally, the more delighted or satisfied customers a company has, the higher its profitability and the reverse is also the case. The more outraged or dissatisfied customers a company has, the less its profits. What remains to be established is whether there is a substantial difference in the customer loyalty obtained from customer satisfaction to that obtained from customer delight. Is the cost of creating customer delight experiences worth it? This note explores the differences between customer satisfaction and customer delight, develops criteria for measuring customer delight and goes further to explore whether or not Zenith Bank of Nigeria meets the criteria of customer delight.
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.
Case Author(s): Hayes, Robert H. Publication Date: 10/01/1973 Revision Date: 05/13/1983 Product Type: Case (Field) Product Description: Provides an analysis of capital investment (new plant and equipment), production, and operations management. HBS Number: 9-674-026 Geographic Setting: Chicago, IL Industry Setting: Electronics industry Company Size: Fortune 500 Gross Revenues: $675 million sales Event Year Start: 1967 Event Year End: 1967 Subjects: Capital investments; Expansion; Facilities; Forecasting; Planning Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-677-239), 11p, by Steven C. Wheelwright
Teaching Note For use with 9-674-026 HBS Number: 5-677-239 Subjects: Capital investments; Expansion; Facilities; Forecasting; Home entertainment equipment; Planning
Case Author(s): Sultan, Fareena Publication Date: 10/17/1990 Revision Date: 07/24/1991 Product Type: Case (Field) Product Description: Managers at Zenith must decide what marketing research, if any, needs to be done now in order to assess market potential and consumer preference for a technological innovation, high definition television (HDTV) that is yet to be introduced. The case describes various marketing research options available to Zenith in August 1990. In particular managers have to decide whether to conduct a study to examine consumer preferences for the wider screen format of HDTV. They also need to forecast HDTV demand from 1992-2000 under pessimistic, most likely and optimistic scenarios that have to be defined. Can be used to expose students in an introductory marketing management course to various marketing research methods available to assess consumer preferences for new products and innovations. In particular it exposes students to conjoint analysis’ methodology. Also allows students an opportunity to assess the situation facing Zenith and explore forecasting marketing potential via scenario analysis. HBS Number: 9-591-025 Geographic Setting: United States Industry Setting: television Company Size: Fortune 500 Event Year Start: 1990 Event Year End: 1990 Subjects: Forecasting; High technology products; Innovation; Market research; Product introduction Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-591-109), 21p, by Fareena Sultan
Teaching Note For use with 9-591-025 HBS Number: 5-591-109 Subjects: Forecasting; High technology products; Innovation; Market research; Product introduction
Case Hatch JE; Nick A; Bright K The owner of a firm specializing in software and hardware for network systems has captured a substantial share of the Montreal market and is poised to grow in other geographic areas. An opportunity to penetrate the Quebec City market has arisen byengaging in a joint venture. The owner must decide whether a joint venture makes sense and how the joint venture should be designed. Ivey Number: 9A95B007 Publication Date: 30/11/1995 Revision Date: 26/02/2002 Geographic Setting: Canada Industry Setting: Business Services Company Size: Small organization Event Year Start: 1995 Subjects: Urban Development, Joint Ventures, Growth Strategy Functional Area: Finance
Article Reichheld, Frederick F.; Sasser, W. Earl, Jr. Companies that aim for "zero defections" (keeping every customer they can profitably serve) can make profits rise. Defection rates are both a measure of service quality and a guide for achieving it. By listening to the reasons why customers defect, managers know exactly where the company is falling short and where to direct their resources. HBS Number: 90508 Type: Harvard Business Review Article Publication Date: 9/1/1990 Subjects: Customer relations; Customer retention; Customer service; Quality control; Services
Article Reichheld, Frederick F.; Sasser, W. Earl, Jr. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Companies that aim for "zero defections" (keeping every customer they can profitably serve) can make profits rise. Defection rates are both a measure of service quality and a guide for achieving it. By listening to the reasons why customers defect, managers know exactly where the company is falling short and where to direct their resources. HBS Number: 519X Type: HBR OnPoint Article Publication Date: 10/1/2000 Subjects: Customer relations; Customer retention; Customer service; Quality control; Services
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.
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.
Case Hatch JE; Storie B Zero-Knowledge designs software that protects the privacy of Internet users. The company needed US$10 million to expand its business. It had already raised half the amount from U.S. venture capitalists, and was trying to determine the best way to raise the remaining amount. The executive vice president of a securities firm must put together a private placement offering for Zero-Knowledge that meets the needs of both Zero-Knowledge and the proposed institutional investors. Ivey Number: 9B01N003 Publication Date: 28/05/2001 Geographic Setting: Canada Industry Setting: Personal Services Company Size: Medium organization Event Year Start: 1999 Subjects: Private Placement, Finance, Financial Strategy Functional Area: Finance
Case Hatch JE; Clark A An entrepreneurial company, Zero-Knowledge Systems, provided privacy solutions for Internet-based applications. Their product permitted users to create multiple digital pseudonyms. The entrepreneur and his two sons were looking to U.S. venturecapitalists to fund the company’s growth and to acquire some expertise. They must put together a list of criteria to use to choose among potential funders and must assign a value to their company, so they will have an idea what percentage of thecompany they are willing to give up. Ivey Number: 9B00N010 Publication Date: 10/5/2000 Geographic Setting: Canada Industry Setting: Personal Services Company Size: Medium organization Event Year Start: 1999 Subjects: Venture Capital, Valuation, Entrepreneurial Finance, E-Commerce Functional Area: Finance
Article Author(s): Smith, Douglas Publication Date: 09/01/1999 Product Type: Harvard Management Communication Letter Article Product Description: Recent research on human motivation—self-determination theory--can be applied to sales presentations and the decision to purchase. Self-determination theory focuses on intrinsic motivation, which requires that three psychological needs must be met for a person to be intrinsically motivated to act: competence, autonomy, and relatedness. This article shows you how to meet these needs when making sales presentations. Includes a box entitled "What do you do when the curtain goes up?" which provides a five-point exercise for being comfortable in front of your audience. HBS Number: C9909D Subjects: Consumer behavior; Consumer marketing; Consumers; Psychology; Sales strategy Academic Discipline: Marketing
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
Case A Karen L. Newman, Stanley D. NollenAfter 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:
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
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
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
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.
Case Author(s): Deutscher TH; Yang A Description: Zhongda Optical Cable Engineering Company is a small company that provides optical cable engineering services to contractors who are installing intranet applications in a province in China. As an early entrant in the market and a high qualityservice provider, the company had been able to charge premium prices, however, the market has changed. There are now many competitors who provide similar services. Furthermore, contractors - and sometimes end-users - were learning how to doZhongda’s major task, optical cable welding, for themselves. Zhongda has three options: aggressively target end-user accounts; retreat from cable engineering services and focus on distributing cable components or start manufacturing optical cablewelding machines. None of these is a perfect match for Zhongda‘s capabilities, but the prospects for continued prosperity in its current role are bleak. Ivey Number: 9B03A008 Publication Date: 6/26/2003 Geographic Setting: China Industry Setting: Communications Company Size: Small organization Event Year Start: 2002 Subjects: Industrial Marketing; Market Strategy; Marketing Management; Marketing Channels Level of Difficulty: Undergraduate/MBA
Note Author(s): Michael Parent; Ken Mark Ivey ID: 9B02E010 Publication Date: 10/29/2002 Product Type: Note Teaching Note: 8B02E10 Geographic Setting: China Industry Setting: Communications Industry Size: Large Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Telecommunication Technology; Management Information Systems; Project Management Major Disciplines: International; Management Science and Information Systems Product Description: Ji’nan Broadcasting Corporation is a public television broadcaster in one of China‘s provinces. The company is working on a new market opportunity to provide data and voice telecommunication services to the majority of the province's businesses and inhabitants. Currently, no data services are provided in this province and only one competitor offers voice services. The project is behind schedule, over budget and under specification. The project manager must decide which steps to take next in order for the project to succeed.
Case Lee, J S; Rong, H Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 808-058-1 Language: English Category: Entrepreneurship Data source: Field research Product Year: 2008 Geo location: China Industry: Fashion jewellery Size: 6,000 employees Timing: 2008 Topics: Women entrepreneur; Women leadership; Career development; Private enterprise; Township enterprise Abstract: Zhou Xiaoguang, the CEO of Neoglory Group, made a legend of her business. She started business with RMB15,000 in 1986 and expanded the business of Neoglory Group to an empire of fashion jewellery with over RMB3.8 billion in assets and more than 6,000 employees in 2007. Meanwhile, she was a member of the National People’s Congress. Her progressive growth was thanks to her high commitment to learning and simple but thought-provoking management concepts. The case illustrates this extraordinary story from the perspective of Zhou‘s career experience and highlights three turning points in her life.
Case Author(s): Poorvu, William J.; Rudd, Daniel Publication Date: 06/03/1999 Product Type: Case (Field) Product Description: Cameron Sawyer, CEO of Sawyer & Co., seeks financing for a shopping center he is developing in Moscow. The case describes the opportunities and challenges of doing development in Russia. Teaching Purpose: To introduce students to the issues related to development in a place like Russia. Also highlights entrepreneurial opportunities in a changing world. HBS Number: 9-899-261 Geographic Setting: RussiaIndustry Setting: real estateNumber of Employees: 28 Event Year Start: 1999Event Year End: 1999 Subjects: Country analysis; Entrepreneurial finance; Entrepreneurship; Real estate; Retailing; Russia Academic Discipline: Entrepreneurship
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.
Case Author(s): Kirschner, Cheryl Publication Date: 03/01/2008 Product Type: Case (Field) Publisher: Babson College HBS Number: BAB132 Industry Setting: Media; Telecommunications industry Subjects: Ethics; International business; Legal aspects of business; Organizational behavior; Policy making Academic Discipline: General management Supplementary Materials: Teaching Note, (BAB632), 34p, by Cheryl Kirschner Product Description: 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. This case was awarded the Indiana University CIBER Award for the “Best International Case” by the Academy of Legal Studies in Business in 2008.
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
Case Author(s): Charles Dhanaraj; Mark Bickel Publication Date: 10/4/2007 Product Type: Case (Field) Ivey ID: 9B07M016 Geographic Setting: United States Industry Setting: Measuring & Analyzing Instruments Size: Large Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Company valuation; Global strategy; International acquisition Major Disciplines: General Management; International Product Description: Zimmer Holdings, an orthopedic devices company in the United States, is suddenly faced with the prospect of its British competitor acquiring one of the Swiss companies, which would have been an ideal target for its own acquisition. With the announcement of the merger already in the news, Zimmer Holdings has a narrow time window to decide its response. Students are asked to take the position of an advisor to senior management and provide a recommendation to management on actions to pursue. The case provides an ideal platform to discuss global competition and the imperatives of a global marketplace, evaluation of a target and assessing the uncertainties in the process, discussing negotiating strategies and post-acquisition processes.
Case Author(s): Calkins, Tim; Harmon, Joseph Publication Date: 01/01/2007 Product Type: Case (Field) HBS Number: KEL276 Geographic Setting: United States Subjects: Biotechnology; Growth strategy; Marketing; New product marketing; Strategy; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL277), 4p, by Tim Calkins, Joseph Harmon Product Description: Focuses on a simple question: should Zimmer develop a gender-specific artificial knee? The decision is complicated because while the idea seems to make sense, there is little clinical evidence that a gender-specific knee produces superior patient outcomes, and orthopedic surgeons are likely to be skeptical of the innovation.
Case Dana, L P — Nanyang Business School (NTU) Distributor: ecch (www.ecch.com) Reference: 298-022-1 Language: English Category: Finance, Accounting and Control Data source: Published sources Product Year: 1998 Geo location: Israel Industry: Services Size: Small Timing: 1990s Topics: Entrepreneurship; New venture start-up; Government promotion of small firms; Funds for enterprise; Loan Abstract: This case allows students to learn: (1) which loans are available; and (2) for whom these loans are available. The assignment asks students to help the entrepreneur in obtaining a loan.
Case Author(s): Sahlman, William A.; Greene Flaherty, Sarah Publication Date: 09/23/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 810050 Geographic Setting: United States; Asia Number of Employees: 140 Event Year Start: 2008 Subjects: Entrepreneurship; Entrepreneurial finance; Entrepreneurial management; Disruptive innovation Academic Discipline: Entrepreneurship Product Description: “ZINK Imaging” describes the issues confronting CEO Wendy Caswell as she uses a partnership model to commercialize ZINK’s disruptive printing technology platform, ZINK Paper. The case focuses on the frameworks ZINK has used to decide which markets to target and which business partners to choose. Caswell contemplates changes to the partnership model in an effort to speed product introduction to manage the company‘s burn rate and reach profitability. The context for the case is the company's imminent need to raise an additional $25 million.
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
Case Author(s): Frei, Frances X.; Rodriguez-Farrar, Hanna Publication Date: 01/10/2005 Revision Date: 06/30/2005 Product Type: Color Case HBS Number: 605054 Geographic Setting: United States Industry Setting: Car & truck rental industry Number of Employees: 22 Event Year Start: 2004 Event Year End: 2004 Subjects: Consumer behavior; Operations management; Service management; Service organizations; Services Academic Discipline: Service management Supplementary Materials: Teaching Note, (606082), 11p, by Frances X. Frei; Teaching Note, (608041), 23p, by Frances X. Frei Product Description: 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. May be used with: (606061) Influencing Customer Behavior in Service Operations; (606032) Conceptualizing the Customer Operating Role.
Case Author(s): Frei, Frances X.; Rodriguez-Farrar, Hanna Publication Date: 01/10/2005 Revision Date: 06/30/2005 Product Type: Color Case Product Description: 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. Includes color exhibits. HBS Number: 9-605-054 Geographic Setting: United States Industry Setting: Car & truck rental industry Number of Employees: 22 Event Year Start: 2004 Event Year End: 2004 Subjects: Consumer behavior; Operations management; Service management; Service organizations; Services Academic Discipline: Service management
Case Author(s): Hart, Myra; Roberts, Michael J.; Stevens, Julia D. Publication Date: 01/13/2003 Revision Date: 09/16/2003 Product Type: Case (Field) Product Description: Zipcar is a start-up organized around the idea of “sharing” car usage via a membership organization. This case describes several iterations of the Zipcar business model and financial plan. These iterations include a very early version and a version developed just prior to the launch of the business, as well as data from the first few months of operations. Students are called on to analyze the underlying economics and business model for the venture and to see how these assumptions are holding up as the business is actually rolled out. Teaching Purpose: To understand the notion of a business model and unit economics and flow through the impact of actual operating results. HBS Number: 9-803-096 Geographic Setting: Boston, MAIndustry Setting: car sharingCompany Size: start-upNumber of Employees: 5Gross Revenues: $1 million revenues Event Year Start: 1999Event Year End: 2000 Subjects: Automobiles; Business models; Entrepreneurship; Financing; Growth strategy; Operating costs Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-804-060), 17p, by Michael J. Roberts
Teaching Note For use with 9-803-096 HBS Number: 5-804-060 Subjects: Automobiles; Business models; Entrepreneurship; Financing; Growth strategy; Operating costs
Case Author(s): Hennessy, Julie Publication Date: 01/01/2008 Product Type: Case (Field) HBS Number: KEL360 Geographic Setting: United States Industry Setting: Pharmaceutical industry Subjects: Consumer behavior; New product marketing; Product introduction Academic Discipline: General management Supplementary Materials: Supplement (Field), (KEL361), 4p, by Julie Hennessy Product Description: The Biaxin case deals with competition in the mature market for antibiotics designed for use in the treatment of bacterial respiratory infections. The case tells the story of how Pfizer’s Zithromax stole the share dominance of an established brand, Abbott‘s Biaxin. The case deals with the importance in pharma markets of consumer (patient) and channel (physician and insurance payer) insight as well as pharmacological efficacy data.
Case Author(s): Hennessy, Julie Publication Date: 01/01/2008 Product Type: Supplement (Field) HBS Number: KEL361 Subjects: Consumer behavior; Marketing; New product marketing; Product introduction Academic Discipline: General management Product Description: Supplements the (A) case. Must be used with: (KEL360) Zithromax Z-Pak and the “Blaxin BBQ” (A).
Case Channon, D — Imperial College London Distributor: ecch (www.ecch.com) Reference: 395-129-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 1995 Geo location: Czechoslovakia Industry: Banking Size: Medium Timing: 1992 Topics: Banking strategy; Eastern Europe; Privatisation Abstract: The case deals with the development of the newly-privatised Zivnostenska Bank in Czechoslovakia at the time of the country’s shift from a centrally-planned to a market-based economy. Against the background of the changes in the economy and banking system, the strategy of the bank is identified and analysed.
Case Braxton Maddox, Jennifer Traywick, both of The University of Alabama Description: Can Zoë’s Kitchen, which has grown into a chain of 16 restaurants in 4 states, transform itself into a national chain capable of making an impact in the fast-casual dining segment of the fast food industry? An excellent case for use in the first half of the course. Publication Date: 2007 Geographic Setting: Southeast U.S. Industry Setting: Restaurant Event Year Start: 1995 Event Year End: 2005 Courses: Business Polcy; Entrepreneurship Course Sequence: Lead Off; Business Strategy Subjects: Business Policy; Entrepreneurship; Industry Analysis; Leadership Supplements: Teaching Note
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
Case Author(s): Teisberg, Elizabeth O.; Leonard, James Publication Date: 12/16/1994 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-795-053) Zoll Medical Corp. (A). HBS Number: 9-795-054 Subjects: Innovation; Medical supplies; Product development; Prototypes; Research & development; Technology Academic Discipline: Competitive strategy
Case Author(s): Teisberg, Elizabeth O.; Leonard, James Publication Date: 12/16/1994 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-795-053) Zoll Medical Corp. (A). HBS Number: 9-795-055 Subjects: Innovation; Medical supplies; Product development; Research & development; Technology Academic Discipline: Competitive strategy
Case Author(s): Teisberg, Elizabeth O.; Leonard, James Publication Date: 12/21/1995 Revision Date: 07/11/1996 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-795-053) Zoll Medical Corp. (A). HBS Number: 9-796-078 Subjects: Innovation; Medical supplies; Product development; Research & development; Technology Academic Discipline: Competitive strategy
Case Author(s): Eades, Kenneth M. Darden ID: UVA-F-1163 Published: 2/21/1997 Revised: 1/1/2000 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; financial policy; public administration; valuation; international; Alternative Business Issue or Setting; cross-cultural issues; diversity issues Teaching Note: UVA-F-1163TN Abstract: The CEO of Zoltek Companies, Inc., is faced with the opportunity to buy Magyar Viscosa, a company that has recently emerged from bankruptcy and that was not for sale as part of Hungary’s privatization program. The student must first decide if acquiring Viscosa would be consistent with Zoltek‘s operating strategy and then must structure a bid for Viscosa that is likely to satisfy both Zoltek's shareholders and Hungary's State Property Agency.
Case Author(s): Eades, Kenneth M. Darden ID: UVA-F-1163 Published: 2/21/1997 Revised: 1/1/2000 Copyright Year: 1997 Subject Area: Finance Keywords: acquisitions; bargaining/bidding; financial policy; public administration; valuation; international; Alternative Business Issue or Setting; cross-cultural issues; diversity issues Teaching Note: UVA-F-1163TN Abstract: The CEO of Zoltek Companies, Inc., is faced with the opportunity to buy Magyar Viscosa, a company that has recently emerged from bankruptcy and that was not for sale as part of Hungary’s privatization program. The student must first decide if acquiring Viscosa would be consistent with Zoltek‘s operating strategy and then must structure a bid for Viscosa that is likely to satisfy both Zoltek's shareholders and Hungary's State Property Agency.
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.
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.
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.
Case Author(s): Hart, Myra; Peyus, Sharon I. Publication Date: 09/20/2000 Revision Date: 08/10/2001 Product Type: Case (Field) Product Description: A successful entrepreneur (retailing) starts a new venture in dry cleaning. The case focuses on transferable models, skills, and knowledge from one venture to the next. Areas of emphasis are: managing growth, challenges of operations, financing, and competitive moves. Teaching Purpose: Used in the "execution" module of Starting New Ventures. The complexity of keeping all the functions on track and the importance of attention to detail are emphasized. HBS Number: 9-801-114 Geographic Setting: United StatesIndustry Setting: dry cleaningCompany Size: start-upNumber of Employees: 200 Event Year Start: 1997Event Year End: 2000 Subjects: Competitive advantage; Entrepreneurship; Growth strategy; Operations management; Partnerships; Services Academic Discipline: Entrepreneurship
Case Kupp, M — ESMT European School of Management & Technology GmbH Anderson, J — ESMT European School of Management & Technology GmbH Distributor: ecch (www.ecch.com) Reference: ESMT-306-0065-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2006 Geo location: UK Industry: Financial services Timing: End 2006 Topics: Zopa; Value innovation; On-line banking; Peer-to-peer; Differentiation; Competitive advantage; New market space; Firm resources; First-mover advantage; UK banking industry; On-line brokerage Abstract: Launched in early 2005, Zopa is a peer-to-peer on-line brokerage that couples British residents who want to lend with those who want to borrow. The company represents a new business model in the retail financial services industry, and since Zopa is not technically a bank and does not lend money itself, the capital requirements to run the business are relatively small. Compared to a traditional full service bank Zopa concentrates on only a few steps of the value chain. This case study provides an overview of the financial service industry, especially banks, in the UK in 2006 and how Zopa, a value innovator, has developed a unique position in the market through an innovative business model. Rich data especially on banking trends is given. Additional data on key players in the industry is supplied. This data will enable students to develop a good understanding of the elements of a value innovation and how technologies have the potential to shake up an established industry structure and its key players. Focus is on the concept of value innovation and sustainable competitive advantage. The case can also be used to address the topic of how incumbent firms should respond to innovative new business models. A video ’ESMT-306-0065-3‘ is available to accompany this case. This case was previously numbere Source: ecch
Case Compeau D; Qayyum A ZS Associates is a consulting company with offices in the United States, Europe and plans to establish an office in Canada. The manager of scheduling realizes that the company’s scheduling system would not be able to keep up with the needs of thefirm. The current system tracks the consultant‘s skills and their assignments to various projects. An MBA student working as an intern with the firm must provide a recommendation whether to develop software in-house, have new software custom built externally or purchase off-the-shelf software. He must analyse the options while considering the growth needs of the firm, features required in the software and cost. Ivey Number: 9B02E007 Publication Date: 23/05/2002 Geographic Setting: United States Industry Setting: Business Services Company Size: Medium organization Event Year Start: 2001 Subjects: Management Information Systems, Information System Design, Systems Analysis, Computer System Implementation Functional Area: Management Science & Information Systems
Case Author(s): Spekman, Robert E.; Kumar, Sameer; Kalla, Arya Publication Date: 08/29/2007 Product Type: Case (Field) HBS Number: UV0895 Geographic Setting: United States Industry Setting: Pharmaceutical industry Event Year Start: 2006 Event Year End: 2006 Subjects: Business to business; Marketing; Sales force management Academic Discipline: Marketing Product Description: This case describes a consulting firm that is assisting a pharmaceutical company as it faces a strategic question regarding how to determine the size of its sales force. An Excel file containing two of the case exhibits is included and is available by contacting sales@dardenbusinesspublishing.com. A related Technical Note entitled “A Note on Sizing the Sales Force” (UVA-M-0746) is available that describes several approaches one could employ to size a sales force; it addresses the advantages of each approach as well as the weaknesses. May be used with: (UV0744) A Note on Sizing the Sales Force.
Case Author(s): Kumar, Sameer; Kalla, Arya; Spekman, Robert E. Darden ID: UVA-M-0745 Published: 8/29/2007 Copyright Year: 2006 Subject Area: Marketing Keywords: marketing strategy; sales force management; sales force design; business to business marketing Student Spreadsheet: UVA-S-M-0745 Abstract: This case describes a consulting firm that is assisting a pharmaceutical company as it faces a strategic question regarding how to determine the size of its sales force. An Excel file containing two of the case exhibits is included and is available by contacting sales@dardenbusinesspublishing.com. A related Technical Note entitled “A Note on Sizing the Sales Force” (UVA-M-0746) is available that describes several approaches one could employ to size a sales force; it addresses the advantages of each approach as well as the weaknesses.
Case Rangan, V. Kasturi Describes the evolution of Zucamor and its business strategy, particularly after the opening of the Argentine economy in 1992-93. Traces the action that led to its association with U.S. paper giant Union Camp. Poses some of the critical challenges faced by the company’s new management. Teaching Purpose: To explore the impact of globalization and market commoditization and discuss actions to put value back into the business. HBS Number: 9-599-096 Type: Case (Field) Publication Date: 06/03/1999 Revision Date: 04/21/2000 Geographic Setting: Argentina Industry Setting: paper Gross Revenues: $60 million revenues Subjects: Alliances; Commodities; Globalization; International marketing; Strategic market planning
Case Louis D. Marino, John Hattaway, Katy Beth Jackson, all of the University of Alabama Description: Does Microsoft’s Zune, a late entrant into the marketplace, have a realistic chance of competing successfully against Apple‘s iPod? An excellent case for drilling students in analyzing competitive forces, driving forces, industry key success factors, first-mover advantages and late-mover disadvantages, and market entry strategies. Has an accompanying video. Publication Date: 2007 Geographic Setting: International Industry Setting: Consumer goods Event Year Start: 2006 Event Year End: 2006 Courses: Business Policy Course Sequence: Business strategy Subjects: business policy/strategy Supplements: Teaching Note Case Number: THM16012
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
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
Case Hundy, B — Cranfield Institute of Technology, Cranfield University Distributor: ecch (www.ecch.com) Reference: 387-040-2 Language: English Category: Strategy and General Management Data source: Generalised experience Product Year: 1987 Geo location: UK Industry: Plastics moulding Size: Small Timing: 1982 Topics: Company performance evaluation; Corporate strategy; Manufacturing strategy; Marketing strategy; Policy analysis; Strategy formulation Abstract: A holding company has finally lost patience with a subsidiary which has been losing money for some time. The current Directors can undertake a management buyout but need to show potential profitability to attract financial backing. The objectives of the case are to encourage an analysis of the strengths and weaknesses of the firm and the opportunities and threats in the environment as an aid to developing a corporate strategy.
Article Author(s): Zyman, Sergio; Bierck, Richard Publication Date: 05/01/2000 Product Type: Harvard Management Communication Letter Article Product Description: Sergio Zyman, former chief marketing officer at the Coca-Cola Co. and author of the recent book The End of Marketing as We Know It, offers some advice on product positioning and consumer research. HBS Number: C0005F Subjects: Communication; Interviews; Marketing strategy Academic Discipline: Marketing
Case Cooper, Robin; Turney, Peter B.B. Zytec is introducing a new cost system that uses the base cycle time and supplier lead time. The case relates the new cost system to their continuous improvement program and allows students to determine if the new cost system is well designed. HBS Number: 9-190-066 Type: Case (Field) Publication Date: 4/23/1990 Revision Date: 3/18/1991 Geographic Setting: United States Subjects: Continuous improvement; Cost accounting; Cost allocation; Cost systems; Electronics; Performance measurement Supplementary Materials: Supplement (Field), (9-190-077), 1p, by Robin Cooper, Peter B.B. Turney; Teaching Note, (5-191-206), 8p, by Robin Cooper
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