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Pinnacle Management Strategy Case Base
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EntreMed, Inc.: Survival Strategy in the Turbulent Biotech Industry
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| 17 pp.
| Case
Author(s): Douglas N. Ross, Towson University, David L. Entin, Entremed, Inc., and Douglas M. Sanford, Jr., Towson University Description: EntreMed, Inc. is deeply in debt and does not have much revenue. It has about 300 patents and a number of new drugs in the latter stages of the regulatory approval process. Management is faced with personnel, intellectual property, ethical, and alliance strategic challenges, and the companys survival hangs in the balance. Publication Date: 2006 Geographic Setting: U.S. Industry Setting: Biotech Event Year Start: 2003 Event Year End: 2003 Courses: Corporate strategy; Business policy Subjects: Corporate strategy in turbulent environments, Intellectual property strategy, Strategic alliance strategy
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General Motors Asian Alliances
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| 20 pp.
| Case
Joseph L. Badaracco, Jr., Naomi Hasegwa This case describes all of General Motors major alliances with Asian firms, including Toyota, Fanuc, Isuzu, Daewoo, Suzuki, Nissan, and Hitachi. Also shows the differences between the alliances based primarily on cost considerations and those aimed at learning from other organizations. Source: Harvard Business School. Copyright 1988, Revised May 1988. Courses: Business Policy/Strategy; International Trade Topics:
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Governing the House of the Mouse: Corporate Governance at Disney, 1984-2006
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| 33 pp.
| Case
Author(s): Steve Gove Publication Date: 2007 Subjects: Strategic management; Corporate governance; Board of directors; Agency theory; Executive pay; CEO succession Product Description: Michael Eisner joined the Walt Disney company in 1984, just after the venerated icon of American animated culture was the target of a hostile takeover. Over the next twenty years, Eisner would lead the company through a remarkable transformation during a period of rapid industry change. Disneys revenues would grow from $1.5 billion to over $30 billion, the number of employees from 28,000 to over 125,000, and the firms stock appreciate some 1,600 percent. At the heart of the company remained Disney's animated film unit. Under Eisner's revitalization, Disney churned out such hits as The Lion King and Aladdin, fell into decline, and, with partner Pixar, transitioned animated film making into the digital age with films such as Toy Story and Finding Nemo. In a paradox, this remarkable performance occurred in a company whose corporate governance practices were repeatedly labeled as among the worst in corporate America. This case chronicles the entry of Eisner at Disney and his growth of the firm while emphasizing governance issues. Corporate governance situations highlighted include: anti-takeover tactics, executive succession, executive pay, board composition and oversight, and director independence. The case begins in 1984 with the hiring of Eisner, ending in 2006 with Disney's acquisition of Pixar. Along the way are Eisner's multi-million dollar compensation structure, the hiring and exit of top executives Jeffrey Katzenberg and Michael Ovitz (and their lawsuits against the firm), an unsolicited takeover attempt by Comcast, shareholder and director revolts, director changes, Eisner's eventual exit, and Steve Jobs joining Disney's board as the company's largest shareholder.
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Handspring Treo
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| 26 pp.
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Melissa Schilling; Chad Beaupierre; Scott Bevier; Roberto Ekesi; Vicken Librarikian This case examines Handsprings decision to phase out its Visor line of personal digital assistants, and focus all development instead on a new smartphone called the Treo. This was a significant decision for the company because a) smartphones required different areas of expertise than PDAs, b) the major cellular phone providers such as Nokia, Ericsson, Motorola, and Kyocera, were aggressively entering the smartphone market, meaning that Handspring would have a new range of big, highly efficient and well established competitors.aaThe decision meant that Handspring would have to develop new competencies, face new competitors, and write off some of the R&D investment it has put into its Springboard technology. Courses: Business Policy/Strategy; Technological Innovation Management Topics: Telecommunications; Competition; Computer industry; Industry analysis; New product development; Repositioning; Technology
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Magee Enterprises, Inc.
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| 24 pp.
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Patricia P. McDougall, Karen D. Loch With no investment capital, computer hacker and university student, Marshall Magee, entered the computer software industry utilizing the shareware channel of distribution. Magee Enterprises, Inc. has grown rapidly, reaching sales of $2 million in only six years. Although a small company, the firm expects a rapid pace of growth, as well as moving into new products and business ventures. To implement this, the firm must become a professionally managed company while maintaining its entrepreneurial tradition. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: Entrepreneurship; Management; Small Business Topics:
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| 24 pp.
| Case B: 1978-1988
Nancy Donahue, Pankaj Ghemawat Examines the airline industrys primary competitors (Texas Air, United, American, Delta, Northwest, TWA, USAir, and Pan Am) and traces their strategic moves in the areas of planes, people, routes, and marketing. Provides a follow-up to U.S. Airline Industry1978-88 (A). Source: Harvard Business School. Copyright 1989, Revised June 28, 1990. Courses: Business and Society; Business Policy/Strategy
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U.S. Biotech Industry Note
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| 20 pp.
| Note
Author(s): Douglas N. Ross, Towson University, David L. Entin, Entremed, Inc., and Douglas M. Sanford, Jr., Towson University Description: Introduces the management challenges involved in the biotech industry, one of the fastest-growing, most research-intensive industries in the U.S. The case describes the strategies that various firms use, the history and nature of biotech technology, the cost and challenge of obtaining government approval for new drugs, the role of capital markets in financing, intellectual property, and ethical issues. Publication Date: 2006 Geographic Setting: U.S. Industry Setting: Biotech Event Year Start: 2000 Event Year End: 2004 Courses: Business policy Subjects: Corporate strategy in turbulent environments, Intellectual property strategy
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Western Pacific Airlines
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| 23 pp.
| Case
Author(s): Steve Gove Publication Date: 2007 Subjects: Strategic management; New venture; Start-up; Competitive dynamics; Competitive rivalry; Incumbent competition; Resource-based view of the firm Product Description: In 1995, Western Pacific (WestPac) Airlines, a start-up, attracted widespread interest not by their challenging United Airlines dominance in the Denver air travel market or WestPacs position amongst the fastest growing airlines in the nation. Rather, it was that WestPac's aircraft were painted as flying billboards. One aircraft, for Las Vegas casino chain Sam's Town, featured a 35' scantily clad cowgirl painted on the 737's rudder. Other ads for Colorado's Broadmoor Hotel, Thrifty Rent-A-Car, the Stardust Hotel, and the Simpsons demonstrated WestPac's entrepreneurial spirit, appearing in countless newspapers and several television ads. While such innovative marketing was cited as brilliant and provided WestPac with exposure and $800,000 per aircraft, would it enable WestPac to survive an industry which had seen the startup of 34 air carriers since deregulation in 1978 only two of which remained by 1996? The case study follows Western Pacific Airlines from founding by Ed Beauvais, who started America West Airlines in 1981, through periods of rapid growth and expansion, the leveraging of temporary location advantages in the Colorado air travel market, indirect competition with the entrenched United Airlines, the launch of a subsidiary regional airline, and the carrier's move to Denver International Airport and head-to-head competition with incumbent United. The case concludes with rumors of a possible merger between Western Pacific and Denver-based Frontier Airlines.
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