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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business School Cases — General Management  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Adult Life Stages   Add   View  16 pp.  Case Author(s): Davis, John A. Publication Date: 01/08/2009 Revision Date: 11/05/2009 Product Type: Note Publisher: Harvard Business School HBS Number: 809097 Subjects: Organizational behavior; Employee development Academic Discipline: General management Product Description: This note describes basic concepts of adult life stage theory and summarizes Daniel Levinson's research findings on the adult development of men and women.    IBM and Siemens: Revitalizing the Rolm Division (B)   Add   View  2 pp.  Case Author(s): Nanda, Ashish ; Nanda, Ashish ; Davila, Antonio ; Levenson, Georgia Publication Date: 01/13/1997 Revision Date: 11/20/1997 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 397061 Subjects: Restructuring; Corporate strategy; Joint ventures; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (397060), 13p, by Ashish Nanda Product Description: Supplements the (A) case.    IBM in the 21st Century: The Coming of the Globally Integrated Enterprise   Add   View  20 pp.  Case Author(s): Kanter, Rosabeth Moss Publication Date: 03/31/2008 Revision Date: 10/07/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 308105 Number of Employees: 385000 Gross Revenue: $99 billion Event Year Start: 2005 Subjects: Innovation; Change management; Organizational change; IT management Academic Discipline: General management Supplementary Materials: Case Teaching Note, (310006), 11p, by Rosabeth Moss Kanter, Matthew Bird Product Description: Members of IBM's fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and Director of Research, the IVT5's focus was on “the global IBMer”-define and develop global leaders; make the “globally integrated enterprise” relevant to all employees through corporate citizenship initiatives reflective of the company's values; and help IBM compete globally by ensuring market access. The scope was all 170 countries in which IBM operated. As leaders who had risen to their positions as systems thinkers committed to innovation, the team knew it was necessary to stand back and look at the big picture-to see how IBM worked now and operate at its best in order to understand the gaps, dilemmas, and opportunities.    IBM and Siemens: Revitalizing the Rolm Division (C)   Add   View  2 pp.  Case Author(s): Nanda, Ashish ; Nanda, Ashish ; Davila, Antonio ; Levenson, Georgia Publication Date: 01/13/1997 Revision Date: 11/20/1997 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 397062 Subjects: Restructuring; Corporate strategy; Joint ventures; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (397060), 13p, by Ashish Nanda Product Description: Supplements the (A) case.    IBM’s Values and Corporate Citizenship   Add   View  16 pp.  Case Author(s): Kanter, Rosabeth Moss Publication Date: 03/31/2008 Revision Date: 09/16/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 308106 Number of Employees: 385000 Gross Revenue: $99 billion Event Year Start: 2005 Subjects: Innovation; Change management; Organizational change; IT management Academic Discipline: General management Supplementary Materials: Case Teaching Note, (310007), 12p, by Rosabeth Moss Kanter, Matthew Bird Product Description: IBM's transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong culture and a commitment to fairness and social responsibility. As IBM entered its second century, it was appropriate to take a fresh look at its values while remaining unwavering in ethics, integrity, and-to use the twenty-first century word-the highest standards of corporate citizenship. All of this could be done with strategic use of IBM technology and innovation. Yet IBMers in a variety of businesses and geographies also wanted the company to do even more. Members of the fifth Integration and Values Team (IVT5) pondered this and other global citizenship possibilities, reviewing how people were developed and worked as the transition to the GIE was underway.    Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (C)   Add   View  2 pp.  Case Author(s): Garvin, David A.; Roberto, Michael A. Publication Date: 12/19/2002 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 303081 Subjects: Communication strategy; Decision making; Management philosophy; Leadership; Business policy; Organizational change Academic Discipline: General management Supplementary Materials: Case Teaching Note, (303126), 40p, by David A. Garvin, Michael A. Roberto Product Description: Supplements the (A) case.    Tata Consultancy Services   Add   View  12 pp.  Case Author(s): Deshpande, Rohit ; Deshpande, Rohit ; Schulman, Seth Publication Date: 01/10/2005 Revision Date: 11/03/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 505058 Geographic Setting: India Number of Employees: 24,000 Gross Revenue: $1 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Globalization; IPO; Ethics; Employee retention; Information & technology; Outsourcing Academic Discipline: General management Product Description: As CEO of Tata Consultancy Services (TCS), S. “Ram” Ramadorai had grown the company into an emerging IT services powerhouse, with marquee clients such as General Electric, offices in 32 countries, and revenues of nearly $2 billion dollars. Now, he was about to steer TCS through an initial public offering — the largest ever by a private Indian company. Despite his excitement, Ramadorai knew that in some ways the timing of the IPO was not ideal. TCS had profited tremendously from corporate America's willingness to outsource IT and business process functions to overseas providers. But outsourcing had recently come under attack, with some politicians and labor leaders denouncing it as a threat to American jobs and America's economic dominance. In addition, TCS was facing rising labor costs in India and competition from emerging IT industries in East Asia, South America, and elsewhere. How would Ramadorai address these issues to ease investors' concerns on the eve of the IPO?    Wiwa v. Royal Dutch/Shell   Add   View  3 pp.  Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 10/05/2009 Revision Date: 02/12/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 310038 Geographic Setting: Nigeria; United States Number of Employees: 0/102,000 Gross Revenue: $0/$458,361 million Event Year Start: 2009 Subjects: Global business; International operations; Legal aspects of business; Litigation; Accountability; Transparency Academic Discipline: General management Product Description: On the eve of trial, and after nearly 14 years of pre-trial litigation, the parties in Wiwa v. Royal Dutch/Shell jointly announced that the four U.S. lawsuits stemming from the execution of the Ogoni Nine in 1995 had been settled. Recommended for use with [399126], [399127], [399129], [300039], and [300040].    Chongqing Peace Medical Corporation Ltd (A): Establishing A Foothold in China’s Health-Care Environment   Add   View  23 pp.  Case Author(s): Fratantuono, Michael J.; Li, Zhuoran Publication Date: 09/21/2009 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU863 Geographic Setting: China Subjects: Organizational behavior; Leadership; Operations; Core competencies; Corporate strategy; Logistics Academic Discipline: General management Supplementary Materials: Supplement, (HKU864), 25p, by Michael J. Fratantuono, Zhuoran Li; Case Teaching Note, (HKU865), 20p, by Michael J. Fratantuono, Zhuoran Li Product Description: Peace Medical Corporation Ltd ("Peace Medical”), headquartered in Chongqing, China, was founded in 2001 as a joint venture between the very large, state-owned Chongqing Medicine Company ("CMC”), which owns a 51% stake, and Jeff Jiang, the company president, who owns a 49% stake. Both Peace Medical and CMC are medical product supply companies, which are wholesalers that buy pharmaceutical products from manufactures and sell them to hospital-based pharmacies or retail drug stores. From the outset, the arrangement between CMC and Peace Medical has benefited both parties. Jiang was only in his mid-30s when he co-founded Peace Medical. He belongs to a generation of business leaders who came of age during China's ongoing transition from an economy governed by central planning to one operating according to market processes. He has tried to base the success of his company on a strong organizational culture, good management techniques and a clear strategy-an approach that stands in contrast to that of more elderly businessmen, who have learned to rely on political instincts as much as on business principles while governing state-owned organizations. The case describes the reforms of China's health-care system introduced by the government. It also describes the evolution of Peace Medical over its first seven years of operations, and culminates by asking students to asse    Stolt-Nielsen Transportation Group (D)   Add   View  6 pp.  Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 10/14/2009 Revision Date: 11/17/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 310046 Subjects: Laws & regulations; Legal aspects of business; Agreements; Litigation; Alliances; Competition; Cartels Academic Discipline: General management Supplementary Materials: Supplement, (310047), 10p, by Lynn Sharp Paine, Lara Adamsons    Stolt-Nielsen Transportation Group (C)   Add   View  2 pp.  Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 10/14/2009 Revision Date: 11/17/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 310045 Subjects: Laws & regulations; Legal aspects of business; Agreements; Litigation; Alliances; Competition; Cartels Academic Discipline: General management Supplementary Materials: Supplement, (310046), 6p, by Lynn Sharp Paine, Lara Adamsons; Supplement, (310047), 10p, by Lynn Sharp Paine, Lara Adamsons    Stolt-Nielsen Transportation Group (B)   Add   View  1 pp.  Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 10/14/2009 Revision Date: 11/17/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 310044 Subjects: Laws & regulations; Legal aspects of business; Agreements; Litigation; Alliances; Competition; Cartels Academic Discipline: General management Supplementary Materials: Supplement, (310045), 2p, by Lynn Sharp Paine, Lara Adamsons; Supplement, (310046), 6p, by Lynn Sharp Paine, Lara Adamsons; Supplement, (310047), 10p, by Lynn Sharp Paine, Lara Adamsons    Stolt-Nielsen Transportation Group   Add   View  13 pp.  Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 10/14/2009 Revision Date: 11/17/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 310043 Subjects: Laws & regulations; Legal aspects of business; Agreements; Litigation; Alliances; Competition; Cartels Academic Discipline: General management Supplementary Materials: Supplement, (310044), 1p, by Lynn Sharp Paine, Lara Adamsons; Supplement, (310045), 2p, by Lynn Sharp Paine, Lara Adamsons; Supplement, (310046), 6p, by Lynn Sharp Paine, Lara Adamsons; Supplement, (310047), 10p, by Lynn Sharp Paine, Lara Adamsons Product Description: Richard Wingfield considers whether to continue a cooperative agreement with industry peers in the deep-sea parcel tanker shipping industry. What are the economic and strategic implications of ending the agreement? What are the legal implications of continuing? Where is the line between cooperation and conspiracy, and what should a company do if the legality of a long-standing business practice comes into question?    Radiant Cosmetics: What’s in a Pout?   Add   View  21 pp.  Case Author(s): Pozen, Robert C.; Hammond, Mary Ellen Publication Date: 07/20/2009 Revision Date: 08/03/2010 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 310003 Event Year Start: 2008 Subjects: Intellectual capital; Patents; Trademarks; International business; Advertising; Distribution; New product marketing Academic Discipline: General management Supplementary Materials: Case Teaching Note, (310130), 5p, by Robert C. Pozen, Mary Ellen Hammond Product Description: In 2006, Radiant Cosmetics president and CEO, Margaret Clark was contemplating the launch of a new, lip-plumping product called “Four Carat Pout.” Clark faced many decisions concerning the launch: marketing the product as a luxury brand or a retail item; how to position the product as a possible starting point for an expanded anti-aging line; and how to market and distribute the product internationally, particularly in France. Issues of intellectual property were also essential to the launch: in the past, Radiant had faced problems with cosmetic counterfeits. With the launch of the new product Four Carat Pout, Clark needed to decide whether to pursue patents, copyrights and/or trademarks for various aspects of the new product. The case focuses on the interplay between marketing strategies and intellectual property issues in international fashion products.    Merger of Equals: The Integration of Mellon Financial and The Bank of New York (C)   Add   View  3 pp.  Case Author(s): Taliaferro, Ryan D.; Rose, Clayton ; Lane, David Publication Date: 10/27/2009 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 210028 Geographic Setting: New York Number of Employees: 40000 Gross Revenue: $12 billion Event Year Start: 2007 Subjects: Finance; Integration planning; Technology Academic Discipline: General management Supplementary Materials: Case Teaching Note, (210060), 12p, by Ryan D. Taliaferro, Clayton Rose Product Description: [Continuation of “A” and “B” cases.] Less than a month after the close of the merger between The Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses - and realizing the $180 million of annual cost savings that they had promised Wall Street - were fraught with risk. Senior executives must evaluate the seriousness of the risks and identify alternative ways of integrating the two firms, while safeguarding the technologies that process and clear a substantial fraction of the world's financial transactions.    Merger of Equals: The Integration of Mellon Financial and The Bank of New York (B)   Add   View  2 pp.  Case Author(s): Taliaferro, Ryan D.; Rose, Clayton ; Lane, David Publication Date: 10/27/2009 Revision Date: 02/09/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 210025 Geographic Setting: New York Number of Employees: 40000 Gross Revenue: $12 billion Event Year Start: 2007 Subjects: Finance; Integration planning; Technology Academic Discipline: General management Supplementary Materials: Supplement, (210028), 3p, by Ryan D. Taliaferro, Clayton Rose, David Lane; Case Teaching Note, (210060), 12p, by Ryan D. Taliaferro, Clayton Rose Product Description: [Continuation of “A” case.] Less than a month after the close of the merger between The Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses - and realizing the $180 million of annual cost savings that they had promised Wall Street - were fraught with risk. Senior executives must evaluate the seriousness of the risks and identify alternative ways of integrating the two firms, while safeguarding the technologies that process and clear a substantial fraction of the world's financial transactions. [Continues with “C” case.]    Merger of Equals: The Integration of Mellon Financial and The Bank of New York (A)   Add   View  26 pp.  Case Author(s): Taliaferro, Ryan D.; Rose, Clayton ; Lane, David Publication Date: 10/27/2009 Revision Date: 02/09/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 210016 Geographic Setting: New York Number of Employees: 40000 Gross Revenue: $12 billion Event Year Start: 2007 Subjects: Finance; Integration planning; Technology Academic Discipline: General management Supplementary Materials: Supplement, (210025), 2p, by Ryan D. Taliaferro, Clayton Rose, David Lane; Supplement, (210028), 3p, by Ryan D. Taliaferro, Clayton Rose, David Lane; Case Teaching Note, (210060), 12p, by Ryan D. Taliaferro, Clayton Rose Product Description: Less than a month after the close of the merger between The Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses - and realizing the $180 million of annual cost savings that they had promised Wall Street - were fraught with risk. Senior executives must evaluate the seriousness of the risks and identify alternative ways of integrating the two firms, while safeguarding the technologies that process and clear a substantial fraction of the world's financial transactions. [Continues with “B” and “C” cases.]    Memo From Counsel: Antitrust Law and Customer Allocation   Add   View  3 pp.  Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 10/14/2009 Revision Date: 11/17/2009 Product Type: Note Publisher: Harvard Business School HBS Number: 310048 Subjects: Laws & regulations; Legal aspects of business; Agreements; Litigation; Alliances; Competition; Cartels Academic Discipline: General management Product Description: When do antitrust laws come into play in a bidding situation? What should a company do if an antitrust violation is uncovered? This memo discusses “hard-core” antitrust violations, focusing on bid rigging and market allocation, under the laws of the U.S. and other leading antitrust regimes.    Diagnostic Genomics   Add   View  30 pp.  Case Author(s): Herzlinger, Regina E.; Allyn, Mark P. Publication Date: 10/07/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 309040 Gross Revenue: $20 million Event Year Start: 2008 Subjects: Strategy Academic Discipline: General management Product Description: Should this gene detection firm enter the business of providing tests for the detection of genetic diseases? If so, how should it prioritize the tests it could develop?    Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good   Add   View  23 pp.  Case Author(s): Kanter, Rosabeth Moss; Bird, Matthew Publication Date: 07/07/2009 Revision Date: 12/08/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 310010 Geographic Setting: Kenya Number of Employees: 23000 Gross Revenue: UK 10 billion pounds Event Year Start: 2003 Event Year End: 2008 Subjects: Innovation; Change management Academic Discipline: General management Product Description: To maximize their effectiveness, color cases should be printed in color. James Musyoki, Lemmy Mutahi, and Ken Kariuki, all from East African Breweries Limited (EABL), a subsidiary of London-based Diageo, heard the disheartening news in the first week of December 2008. For the second time in six months, the Kenyan Finance Ministry had raised excise taxes on alcoholic beverages in an effort to plug the country's budget deficit; the bill was awaiting the President's signature. The price increase would put EABL's Allsops, Citizen, and President Beers out of the reach of their target markets, and Musyoki, Kariuki, and Mutahi hoped that the increase would not affect the excise-exempt Senator Keg lager - a lower-income brew which had created significant social and economic gains in Kenya since its launch in 2004. What would it take to save Senator Beer?    Consumer-Driven Health Care: Medtronic’s Health Insurance Options   Add   View  14 pp.  Case Author(s): Herzlinger, Regina E.; Bokser, Seth; Hurwitch, John Publication Date: 08/15/2001 Revision Date: 01/11/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 302006 Geographic Setting: Minnesota Number of Employees: 25,000 Gross Revenue: $20 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Government policy; Innovation; Health insurance; Market planning strategy Academic Discipline: General management Supplementary Materials: Reprint not HBS Owned, (305087), 2p, by Forbes.Com Product Description: Describes the variety of health insurance plans that Medtronic offers, including a high-deductible, consumer-driven health plan with a health reimbursement account that also enables health care providers to quote their own prices. Asks students to consider the choices facing the firm's human resources manager and its employees and the viability of the new consumer-driven models.    Cardinal Health: The Medicine Shoppe Acquisition   Add   View  21 pp.  Case Author(s): Herzlinger, Regina E.; Abecasis, Miguel; Cheng, Brenda Publication Date: 09/25/2002 Revision Date: 03/10/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 303043 Gross Revenue: $2 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Materials management; Mergers & acquisitions; Acquisitions; Operations; Distribution Academic Discipline: General management Supplementary Materials: Supplement, (303088), 4p, by Regina E. Herzlinger Product Description: Robert Walter, the founder and CEO of Cardinal Health, a pharmaceutical distributor, is contemplating the purchase of Medicine Shoppe, a chain of apothecaries. The purchase might be construed as competition against his own drugstore customers. But one of its many advantages is the window it provides on the turbulent outside environment, with consolidation of his customers and managed care pressure on the pharmaceutical industry.    Ben & Jerry’s Homemade Ice Cream, Inc.: Keeping the Mission(s) Alive   Add   View  22 pp.  Case Author(s): Theroux, John Publication Date: 10/17/1991 Revision Date: 12/15/1993 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 392025 Geographic Setting: Vermont Number of Employees: 330 Gross Revenue: $58.5 million 1989 sales Event Year Start: 1991 Event Year End: 1991 Subjects: Management philosophy; Entrepreneurial management; Organizational development; Compensation; Morale; Organizational culture; Social responsibility Academic Discipline: General management Supplementary Materials: Case Teaching Note, (395238), 5p, by Richard E. Walton Product Description: Ben & Jerry's is an anti-establishment, values-driven company that has become a successful venture. The dominant founder, Ben Cohen, is not an effective manager, but he brings creative marketing and product skills that have been important to the company's success. He also is controlling shareholder and the force behind the company's socially-minded culture. One of the many policies that have reflected Ben's values but which has created difficulty in managing the organization is the 5 to 1 compensation differential between the top and the bottom of the organization. Up to mid 1990, the company was operating in an explosive growth business with relatively weak competitors; this has changed by the time of the case in September 1990. The case opens as Chuck Lacy is taking over as president. He needs to decide what to do about the 5 to 1 rule and the related issues of Ben's role, and the value of the company's counterculture style. Students must consider the difficulty and importance of the general manager's responsibility in reconciling company values with commercial imperatives and to consider the effect of compensation policy on morale and organizational effectiveness.    Acciona and the Battle for Control of Endesa   Add   View  31 pp.  Case Author(s): Villalonga, Belen ; Silverberg, Rachelle Publication Date: 10/13/2009 Revision Date: 11/30/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 210029 Geographic Setting: Europe; Spain Number of Employees: 175000 Gross Revenue: 6.3 billion euros Event Year Start: 2007 Subjects: Finance; International finance; Mergers & acquisitions; Energy; Corporate governance; Diversification; Business & government; Conglomerates; Family-owned businesses Academic Discipline: General management Product Description: Acciona, S.A. is a global infrastructure and renewable energy conglomerate that is publicly traded in Spain and controlled by the Entrecanales family. In 2006, the company joined the highly politicized cross-border takeover battle for Spain's largest electric utility, Endesa, by acquiring a 10% stake that it subsequently built up to 21%. Other interested suitors were E.ON and Enel, the largest electric utilities in Germany and Italy, respectively. In March 2007, Acciona's executive chairman Jose Manuel Entrecanales is considering three strategic alternatives: tendering its shares — and realizing a capital gain of 1.2 billion euros, 13% of Acciona's market capitalization; holding out as a strategic but minority shareholder in Endesa; or negotiating an agreement with Enel and/or E.ON.    Uria Menendez (C)   Add   View  2 pp.  Case Author(s): Eccles, Robert G. Publication Date: 01/10/2008 Revision Date: 03/10/2008 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 408090 Geographic Setting: Spain Subjects: Globalization; Leadership development; Human resources management; Employee development; Work life balance; Strategic planning; Strategic alliances; Growth strategy Academic Discipline: General management Product Description: The Uria Menendez C case describes the passing of the firm's founder, Rodrigo Uria, its continued success (including being one of the Top 10 MNA law firms in the world) and its decision to open an office in Warsaw.    TD Canada Trust (B): Linking the Service Model to the P&L   Add   View  21 pp.  Case Author(s): Campbell, Dennis ; Kazan, Brent Publication Date: 04/23/2008 Revision Date: 10/31/2008 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 108043 Geographic Setting: Canada Event Year Start: 2001 Event Year End: 2005 Subjects: Mergers & acquisitions; Global business; Customer satisfaction; Analytics Academic Discipline: General management Supplementary Materials: Supplement, (108055), 10p, by Dennis Campbell, Brent Kazan; Case Teaching Note, (108076), 22p, by Dennis Campbell    Stolt-Nielsen Transportation Group (Supplement)   Add   View  10 pp.  Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 10/14/2009 Revision Date: 11/17/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 310047 Subjects: Laws & regulations; Legal aspects of business; Agreements; Litigation; Alliances; Competition; Cartels Academic Discipline: General management    Messer Griesheim (B)   Add   View  5 pp.  Case Author(s): Lerner, Josh ; Herman, Kerry ; Achleitner, Ann-Kristin ; Nathusius, Eva Publication Date: 02/18/2009 Revision Date: 01/12/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 809057 Geographic Setting: Europe Event Year Start: 2001 Event Year End: 2003 Subjects: Venture capital; Private equity Academic Discipline: General management Supplementary Materials: Case Teaching Note, (810089), 10p, by Josh Lerner, Ann-Kristin Achleitner, Eva Lutz Product Description: In 2001, Allianz Capital Partners and Godlman Sachs acquired a majority stake in Messer Greisheim, a European industrial gas concern held by Hoeschst. The dealmakers faced several challenges, including delicate corporate governance issues due to partial family ownership and a consolidating sector. By late 2003 the private equity players were ready to exit and the Messer family agitated for further control. Several factors were in play: the family had a buy-back option, the window of which was quickly closing; there were few possible strategic buyers, given the anti-trust issues facing a European player interested in buying the firm; and the family made no secret of its desire to retain a piece of the firm at the very least and some measure of control. The case provides an update post-exit.    Messer Griesheim (A)   Add   View  19 pp.  Case Author(s): Lerner, Josh; Achleitner, Ann-Kristin; Nathusius, Eva; Herman, Kerry Publication Date: 02/18/2009 Revision Date: 07/20/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 809056 Geographic Setting: Europe Event Year Start: 2001 Event Year End: 2003 Subjects: Venture capital; Private equity Academic Discipline: General management Supplementary Materials: Supplement, (809057), 5p, by Josh Lerner, Kerry Herman, Ann-Kristin Achleitner, Eva Nathusius; Case Teaching Note, (810089), 10p, by Josh Lerner, Ann-Kristin Achleitner, Eva Lutz Product Description: In 2001, Allianz Capital Partners and Goldman Sachs acquired a majority stake in Messer Griesheim, a European industrial gas concern held by Hoechst. The dealmakers faced several challenges, including delicate corporate governance issues due to partial family ownership and a consolidating market for industrial gases. Aiming to make Messer Griesheim a more attractive potential acquisition, Messer Griesheim management had drawn up a restructuring plan as early as 2000. By late 2003 the private equity players were ready to exit and the Messer family agitated for further control. Several factors were in play: the family had a buy-back option, the window of which was quickly closing; there were few possible strategic buyers, given the anti-trust issues facing a European player interested in buying the firm; and the family made no secret of its desire to retain a piece of the firm, at the very least, and some measure of control. The case explores the steps taken by the private equity investors to restructure the firm, and the relationship the partners forged with the family owners, to bring about a favorable exit for the private equity partners and ownership for the Messer family.    Danaka Corporation: Growth Portfolio Management   Add   View  16 pp.  Case Author(s): Jeffery, Mark ; Cooper, Robert ; Sengupta, Debarshi Publication Date: 01/01/2007 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL300 Subjects: Portfolio management; Global business; Innovation; Strategy alignment; R&D; Growth strategy; Strategy; Implementing innovation Academic Discipline: General management Product Description: A major barrier for growth of large multi-business unit firms is the inability to resource the critical initiatives to win-both in terms of dollars and people. The underpinning of the challenge involves the conflict between resourcing current cash-generating legacy businesses vs. new initiatives which may not, in the short term, produce positive financial results. Most companies do not have a formal portfolio process to deal with this fundamental issue. Danaka is a fictional company based on real business experiences. The company has strong growth markets as well as markets that are commoditizing. Unfortunately, the latter represent a sizable portion of the company's business. A framework is given that establishes a matrix to analyze the Danaka businesses using their critical financial criteria-cash generation and top-line growth. Projects are divided into four categories based on how they fit into the matrix, and resource allocations are then analyzed. Students discover that the current allocation does not enable Danaka to meet its aggressive growth goals. The case incorporates an interactive spreadsheet model in which students can dynamically change the various resource allocations and see the impact on future top-line growth. The essence of the case is how to manage the resource allocation for a multi-business unit firm when present allocations will not meet future growth goals.    Al Dunlap at Sunbeam   Add   View  21 pp.  Case Author(s): Hall, Brian J.; Khurana, Rakesh ; Madigan, Carleen Publication Date: 04/12/1999 Revision Date: 12/15/2003 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 899218 Geographic Setting: United States Number of Employees: 7,500 Gross Revenue: $109,415,000 revenues Event Year Start: 1996 Event Year End: 1998 Subjects: Stockholders; Corporate governance; Executive committees; CEO; Compensation; Incentives; Stock options Academic Discipline: General management Supplementary Materials: Case Teaching Note, (902135), 16p, by Brian J. Hall Product Description: Al Dunlap was one of the best-known corporate turnaround artists of the 1990s. In 1996, he was hired at Sunbeam to effect a restructuring, but was fired almost two years later when the company's financial performance and stock price began to decline. Many of the controversies that had surrounded him at his previous job, Scott Paper, followed him to Sunbeam: his rejection of the multiple stakeholder view of corporate governance, his aggressive managerial style, his shaky relations with the media, and his high level of pay. The case describes Dunlap's compensation package at Sunbeam and addresses the issue of how U.S. companies compensate “superstar” CEO's.    ACCOR (B)   Add   View  3 pp.  Case Author(s): Rosenzweig, Philip M.; Rosenzweig, Philip M.; Raillard, Benoit Publication Date: 09/08/1992 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 393013 Geographic Setting: France Subjects: Acquisitions; International business Academic Discipline: General management Supplementary Materials: Case Teaching Note, (394137), 11p, by Philip M. Rosenzweig Product Description: Supplements the (A) case.    Business Corruption in China   Add   View  22 pp.  Case Author(s): Farhoomand, Ali F.; Woo, Claudia, HL Publication Date: 06/22/2006 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU581 Geographic Setting: China Subjects: Business & society; Business government relations; Corporate governance; Corruption; Country analysis; Developing countries; Ethics; Laws & regulations Academic Discipline: General management Product Description: Provides an overview of business corruption in China, placing it in a context that takes into account various political, economic, legal, and cultural elements. More specifically, it examines corporate ownership and structure in China, identifies sources of corruption, and analyses the impact of corruption on the country's social and economic stability. Closes with a set of recommendations for countering business corruption in China.    Global Wine War 2009: New World versus Old   Add   View  23 pp.  Case Author(s): Bartlett, Christopher A. Publication Date: 08/13/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 910405 Geographic Setting: United States; Australia; France Event Year Start: 2009 Subjects: Industry analysis; International business; International marketing; Exports; Competition; Competitive advantage Academic Discipline: General management Supplementary Materials: Case Teaching Note, (910412), 13p, by Christopher A. Bartlett Product Description: The case contrasts the tradition-bound Old World wine industry with the market-oriented New World producers, the battle for the US market, the most desirable export target in 2009 due to its large, fast-growing, high priced market segments. The case allows analysis of the way in which newcomers can change the rules of competitive engagement in a global industry. It also poses the question of how incumbents can respond, especially when constrained by regulation, tradition, and different capabilities than those demanded by changing consumer tastes and market structures.    XenSource (B)   Add   View  1 pp.  Case Author(s): Leslie, Mark Publication Date: 06/25/2008 Revision Date: 09/30/2009 Product Type: Case Publisher: Stanford University HBS Number: E267B Geographic Setting: California; United Kingdom Subjects: Market planning strategy; Marketing strategy; Start-ups; Open source software Academic Discipline: General management Supplementary Materials: Supplement, (E267C), 1p, by Mark Leslie, Katherine Rudolph-Bose; Case Teaching Note, (E267TN), 6p, by Mark Leslie Product Description: After significant changes in management, strategic direction and product focus, XenSource, a virtualization software start-up that relies on open source code, faces key decisions regarding the positioning and packaging of its products, a challenge which is compounded by two additional factors: (1) the tension with the open source element and how to best go to market with that element and (2) the start-up's objective to catch / overtake the established incumbent in the virtualization space, VMware.    TD Canada Trust (C): Translating the Service Model to Service Operations   Add   View  10 pp.  Case Author(s): Campbell, Dennis ; Kazan, Brent Publication Date: 04/23/2008 Revision Date: 10/31/2008 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 108055 Geographic Setting: Canada Event Year Start: 2001 Event Year End: 2005 Subjects: Mergers & acquisitions; Customer satisfaction; Analytics Academic Discipline: General management Supplementary Materials: Case Teaching Note, (108076), 22p, by Dennis Campbell    Red Tomato: Keeping it Local   Add   View  32 pp.  Case Author(s): Alvarez, Jose D.; Shelman, Mary; Winig, Laura Publication Date: 11/06/2009 Revision Date: 05/26/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 510023 Geographic Setting: Canada; United States Number of Employees: 10 Gross Revenue: $3 million Event Year Start: 2009 Subjects: Nonprofit organizations; Marketing; Branding Academic Discipline: General management Product Description: This case describes the operating model and history of Red Tomato, a non-profit organization dedicated to branding and logistical support for locally grown produce farmers in the northeast U.S. The case highlights the challenges involved in making locally grown produce available to large consumer markets.    Recurring failures in corporate governance: A global disease?   Add   View  8 pp.  Case Author(s): Rajagopalan, Nandini ; Zhang, Yan Publication Date: 11/15/2009 Product Type: Case Publisher: Business Horizons/Indiana Univ. HBS Number: BH356 Subjects: Global business; Corporate governance; Scandals; Occupational safety Academic Discipline: General management Product Description: This article examines occurrences of corporate governance failures, and analyzes why such failures occur nationally and gloabally. Also considered is governance reform and suggestions toward that end.    Palm (D): Epilogue as of 2008   Add   View  3 pp.  Case Author(s): Casadesus - Masanell, Ramon ; Boudreau, Kevin ; Mitchell, Jordan Publication Date: 05/20/2008 Revision Date: 03/08/2010 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 708517 Geographic Setting: United States Number of Employees: 1200 Gross Revenue: $1.6 billion Event Year Start: 2008 Subjects: Planning systems; Computers; Innovation; Technology; Business models; Competition; Competitive advantage; Business growth; Products Academic Discipline: General management Product Description: This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.    Palm (C): 2005   Add   View  5 pp.  Case Author(s): Casadesus - Masanell, Ramon ; Boudreau, Kevin ; Mitchell, Jordan Publication Date: 05/20/2008 Revision Date: 03/08/2010 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 708516 Geographic Setting: United States Number of Employees: 1200 Gross Revenue: $1.3 billion Event Year Start: 2005 Subjects: Planning systems; Computers; Innovation; Technology; Business models; Competition; Competitive advantage; Business growth; Products Academic Discipline: General management Supplementary Materials: Supplement, (708517), 3p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell Product Description: This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.    Palm (B): 2001   Add   View  6 pp.  Case Author(s): Casadesus - Masanell, Ramon ; Boudreau, Kevin ; Mitchell, Jordan Publication Date: 05/20/2008 Revision Date: 03/08/2010 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 708515 Geographic Setting: United States Number of Employees: 1000 Gross Revenue: $1.6 billion Event Year Start: 2001 Subjects: Planning systems; Computers; Innovation; Technology; Business models; Competition; Competitive advantage; Business growth; Products Academic Discipline: General management Supplementary Materials: Supplement, (708516), 5p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell; Supplement, (708517), 3p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell Product Description: This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.    Palm (A): The Debate on Licensing Palm’s OS (1997)   Add   View  14 pp.  Case Author(s): Boudreau, Kevin ; Casadesus - Masanell, Ramon ; Mitchell, Jordan Publication Date: 05/20/2008 Revision Date: 03/08/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 708514 Geographic Setting: United States Number of Employees: under 1000 Gross Revenue: $7 million Event Year Start: 1997 Subjects: Planning systems; Computers; Innovation; Technology; Business models; Competition; Competitive advantage; Business growth; Products Academic Discipline: General management Supplementary Materials: Supplement, (708515), 6p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell; Supplement, (708516), 5p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell; Supplement, (708517), 3p, by Ramon Casadesus - Masanell, Kevin Boudreau, Jordan Mitchell Product Description: This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.    Note on Medical Travel   Add   View  19 pp.  Case Author(s): Herzlinger, Regina E.; Green, Sara Publication Date: 02/11/2008 Revision Date: 12/17/2009 Product Type: Note Publisher: Harvard Business School HBS Number: 308084 Event Year Start: 2008 Subjects: International business Academic Discipline: General management Product Description: Background notes for MedVal and Fortis case studies.    Note on Accountability in the U.S. Health Care System   Add   View  31 pp.  Case Author(s): Herzlinger, Regina E.; Millenson, Michael Publication Date: 03/26/2008 Revision Date: 01/22/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 308111 Gross Revenue: $2/1 Trillion Event Year Start: 2007 Subjects: Ethics; Accountability Academic Discipline: General management Product Description: This note explains how health care providers, health insurers, and consumers are held accountable for their performance and the entrepreneurial opportunities thus created.    New Sector Alliance (B)   Add   View  1 pp.  Case Author(s): Herzlinger, Regina E.; Herzlinger, Regina E.; Gay, Louisa R. Publication Date: 06/21/2005 Revision Date: 08/09/2006 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 305091 Academic Discipline: General management Product Description: Supplements the (A) case.    New Sector Alliance (A): An Entry into Health Care?   Add   View  53 pp.  Case Author(s): Herzlinger, Regina E.; Herzlinger, Regina E.; Cronin, Jeffrey ; Schwartz, Stacy Publication Date: 08/21/2003 Revision Date: 08/15/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 304004 Geographic Setting: United States Number of Employees: 2-4 Gross Revenue: $100,000 revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Health care policy Academic Discipline: General management Supplementary Materials: Supplement, (305091), 1p, by Regina E. Herzlinger, Louisa R. Gay Product Description: Describes the structure of the U.S. health care system and presents a study of a nonprofit consulting firm that hopes to enter the health care system. Includes descriptions of hospitals, doctors, insurers, medical technology providers, medical devices, pharmaceuticals, biotechnology, and pharmaceutical benefit managers. Also discusses patients and their diseases and causes of death.    New Frontiers in Target Discovery and Validation   Add   View  2 pp.  Case Author(s): Herzlinger, Regina E.; Herzlinger, Regina E.; Caviar, Niv ; Lynn, Andrea ; Chatterton, Jon Publication Date: 10/09/2002 Revision Date: 06/24/2003 Product Type: Note Publisher: Harvard Business School HBS Number: 303054 Subjects: Licensing; Technology Academic Discipline: General management Product Description: Explains Immusol and Novartis's technology.    Mergers and acquisitions: Overcoming pitfalls, building synergy, and creating value   Add   View  7 pp.  Case Author(s): Hitt, Michael A; King, David ; Krishnan, Hema ; Makri, Marianna ; Schijven, Mario ; Shimizu, Katsuhiko Publication Date: 11/15/2009 Product Type: Case Publisher: Business Horizons/Indiana Univ. HBS Number: BH353 Subjects: Mergers & acquisitions; Global business; Synergy; Value creation Academic Discipline: General management Product Description: Mergers and acquisitions (M&A) represent a popular strategy used by firms for many years, but the success of this strategy has been limited. In fact, several reviews have shown that, on average, firms create little or no value by making acquisitions. While there has been a significant amount of research on mergers and acquisitions, there appears to be little consensus as to the reasons for outcomes achieved from them. Herein, we begin by reviewing some of the extant research on mergers and acquisitions, identifying the key variables on which the studies have focused. Thereafter, we summarize some of the major work on a primary reason for failure — paying too high a premium — and discuss why executives often delay too long the divestiture of poorly performing businesses that were acquired. Additionally, we examine research suggesting the importance of an acquisition capability based on organizational learning from the acquisitions and complementary science and technology for strategic renewal. Finally, we end with a discussion of the research on cross-border mergers and acquisitions which have become prominent in recent years.    Innovating in Health Care — Glossary   Add   View  12 pp.  Case Author(s): Herzlinger, Regina E. Publication Date: 07/26/2006 Revision Date: 12/10/2007 Product Type: Note Publisher: Harvard Business School HBS Number: 307011 Academic Discipline: General management Product Description: Provides a glossary of terms used in Harvard Business School's Innovating in Health Care, 2006, Course.    Innovating in Health Care — Framework   Add   View  54 pp.  Case Author(s): Herzlinger, Regina E. Publication Date: 08/08/2005 Revision Date: 08/31/2006 Product Type: Case Publisher: Harvard Business School HBS Number: 306042 Subjects: Financing; Government policy; Innovation; Technology; Accountability; Consumers; Business models; Development stage enterprises; Government regulations Academic Discipline: General management Product Description: Contains the framework for the second-year Innovating in Health Care course. Delineates the role of six exogenous forces on new ventures: structure, financing, regulations, consumers, accountability, technology, and public policy. Also, presents the essential elements of business models for new health care ventures. A rewritten version of an earlier note.    Genzyme’s CSR Dilemma: How to Play its HAND   Add   View  23 pp.  Case Author(s): Bartlett, Christopher A.; Khanna, Tarun ; Choudhury, Prithwiraj Publication Date: 08/20/2009 Revision Date: 08/31/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 910407 Geographic Setting: Massachusetts Number of Employees: 11000 Gross Revenue: 4.6 billion Event Year Start: 2005 Event Year End: 2009 Subjects: Developing countries; International business; Ethics; Strategic alliances; Business & government; Social responsibility; Strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (910414), 9p, by Christopher A. Bartlett Product Description: Genzyme, a global biotechnology company, launches a program to develop therapies for neglected diseases, (e.g. malaria, TB), giving away the intellectual property. This case focuses on the decision of which diseases, which partnerships, and which markets should management decide to fund. But the bigger issue is how this program developed under the umbrella role Genzyme's corporate social responsibility fits into its global competitive strategy.    Forecasting the Adoption of E-Books   Add   View  4 pp.  Case Author(s): Ofek, Elie ; Ofek, Elie ; Wickersham, Peter Publication Date: 05/03/2005 Product Type: Exercise Publisher: Harvard Business School HBS Number: 505063 Event Year Start: 2005 Event Year End: 2005 Subjects: Forecasting; Innovation; Success; Product development Academic Discipline: General management Supplementary Materials: Case Teaching Note, (508091), 24p, by Elie Ofek Product Description: Gives students an opportunity to understand the challenges inherent in forecasting the diffusions of innovations. Provides data for forecasting the adoption of electronic books. Students are encouraged to use the Bass Model framework, while being cognizant of its limitations.    Mozilla: Scaling Through a Community of Volunteers   Add   View  30 pp.  Case Author(s): Rao, Hayagreeva ; Sutton, Robert I.; Hoyt, David W. Publication Date: 12/12/2009 Product Type: Case Publisher: Stanford University HBS Number: HR35 Subjects: Volunteers; Internet; Open source software Academic Discipline: General management Product Description: Mozilla launched its Firefox web browser in November 2004, when Microsoft's Internet Explorer had a market share of over 90 percent, and was giving its browser away. Five years later, Firefox had a 25 percent share, and more than 300 million people were using the browser. Firefox, and other Mozilla products, were open source programs. A small Mozilla staff worked with tens of thousands of volunteers to develop, test, debug, and promote its software. This case study discusses ways that Mozilla developed and cultivated its community of volunteers, motivated them, and channeled their passion.    McKinsey & Co.: Managing Knowledge and Learning   Add   View  20 pp.  Case Author(s): Bartlett, Christopher A. Publication Date: 06/28/1996 Revision Date: 01/04/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 396357 Number of Employees: 6,000 Gross Revenue: $1.8 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Innovation; Business policy; Knowledge management; Knowledge transfer; Managing professionals; Multinational corporations Academic Discipline: General management Supplementary Materials: Case Teaching Note, (398065), 16p, by Christopher A. Bartlett Product Description: Describes the development of McKinsey & Co. as a worldwide management consulting firm from 1926 to 1996. In particular, it focuses on the way in which McKinsey has developed structures, systems, processes, and practices to help it develop, transfer, and disseminate knowledge among its 3,800 consultants in 69 offices worldwide. Concludes by focusing on three young consultants operating in each dimension of the firm's organization — the local office, the industry practice, and the firm's competence center. Managing director, Rajat Gupta, wonders if the changes he has made are sufficient to maintain the firm's vital knowledge development process.    Diamond Foods   Add   View  34 pp.  Case Author(s): Bell, David E.; Shelman, Mary Publication Date: 12/15/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 510013 Geographic Setting: United States Number of Employees: 850 Gross Revenue: $600 million Event Year Start: 2009 Subjects: Leadership; Cooperatives; Advertising campaigns; Market segmentation; Corporate strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (510067), 7p, by David E. Bell, Natalie Kindred, Mary Shelman Product Description: CEO Michael Mendes has transformed a grower-owned cooperative into a publicly traded top marketer of snack foods. Diamond's organization, culture, product development process, advertising and promotion strategy, and specifically its marketing department have been built “from the ground up” to address fundamental changes in retail structure and consumer behavior. Can the Diamond model be successfully applied to other food categories?    BRL Hardy: Globalizing an Australian Wine Company   Add   View  20 pp.  Case Author(s): Bartlett, Christopher A. Publication Date: 12/21/2000 Revision Date: 10/06/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 300018 Geographic Setting: Australia; United Kingdom Gross Revenue: $250 million revenues Event Year Start: 1992 Event Year End: 1998 Subjects: International business; International marketing; Entrepreneurship; Competitive strategy; New product marketing; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (300128), 16p, by Christopher A. Bartlett Product Description: Two new product launch decisions face Christopher Carson, managing director of BRL Hardy, Europe. Responsible for the European operations of a major Australian wine company, Carson has begun to globalize his strategy beyond selling the parent company's wines. After a difficult joint venture with a Chilean wine source, he is proposing to launch an Italian line of wines. His local team has also developed a new Australian brand that would compete directly with a parent company's global brand rollout.    Bank of America Sports Sponsorship   Add   View  10 pp.  Case Author(s): Greyser, Stephen A.; Teopaco, John L. Publication Date: 08/12/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 910406 Geographic Setting: United States Industry Setting: Finance; Marketing strategy Number of Employees: Very Large Gross Revenue: $56.9 billion Event Year Start: 2006 Subjects: Finance; Marketing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (910420), 8p, by Stephen A. Greyser, John L. Teopaco Product Description: A major sports sponsor must decide on new, renewal, or withdrawal from significant relations with teams/leagues/events, using a distinctive approach to assessment.    Applied Research Technologies, Inc.: Global Innovation’s Challenges   Add   View  11 pp.  Case Author(s): Bartlett, Christopher A.; Beckham, Heather Publication Date: 02/19/2010 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 4168 Geographic Setting: United States; India Event Year Start: 2006 Subjects: Organizational behavior; International business; Entrepreneurship; Teams; Project management; Organizational culture; Corporate strategy; Delegation; Managing creativity & innovation Academic Discipline: General management Supplementary Materials: Case Teaching Note, (4169), 11p, by Christopher A. Bartlett, Heather Beckham Product Description: Applied Research Technologies, Inc. (ART) is a diversified technology company which has used its entrepreneurial culture and encouragement of innovation as an ongoing competitive advantage. The case concentrates on the challenges faced by Peter Vyas, the Filtration Unit manager, who must decide whether to request $2 million in project funding from the divisional vice president, Cynthia Jackson. Similar Filtration projects have failed twice before, damaging the credibility of the Filtration Unit and Vyas personally. Jackson has recently been challenged to turn around or shut down the unit. Students must determine a strategy from the perspectives of both a unit manager and a division VP. This two-tier focus provides the opportunity to analyze the management decision process at different levels of the organization. Topics include empowerment, project management, and managing innovation. Topics Include: Managing Innovation, International Business, Organizational Behavior, Empowerment, Teams, Corporate Culture, Entrepreneurship, Project Management, Delegation, Corporate Strategy, and Diversified Technology    1366 Technologies   Add   View  36 pp.  Case Author(s): Lassiter, Joseph B.; Nanda, Ramana; Kiron, David Publication Date: 10/20/2009 Revision Date: 06/09/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 810005 Geographic Setting: United States Number of Employees: 20+ Event Year Start: 2009 Subjects: Financial strategy; Financing; Entrepreneurial finance; Entrepreneurial management; Innovation; Corporate strategy; Development stage enterprises Academic Discipline: General management Supplementary Materials: Case Teaching Note, (811003), 16p, by Ramana Nanda, Joseph B. Lassiter Product Description: To maximize their effectiveness, color cases should be printed in color. Just months after declaring their intent to become a solar cell equipment supplier, van Mierlo and Sachs were again revisiting the issue of what the company should be. Becoming a successful solar cell manufacturer would potentially be much more lucrative than becoming a successful equipment supplier. But, the latter was much less capital intensive and perhaps a less operationally risky approach. For van Mierlo and Sachs, the question - “What kind of company should 1366 become?” - was back on the table.    Youth Villages   Add   View  25 pp.  Case Author(s): Grossman, Allen; Foster, William; Ross, Catherine Publication Date: 11/06/2008 Revision Date: 04/06/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 309007 Geographic Setting: Tennessee Gross Revenue: $93 million Event Year Start: 2008 Subjects: Business government relations; Health care policy; Nonprofit organizations; Health; Growth strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (310078), 9p, by Allen Grossman Product Description: Tennessee-based nonprofit Youth Villages had an impressive record of serving emotionally and behaviorally troubled youth and their families, with higher success rates and lower costs than most child services providers. Yet expanding to offer its services on a broader scale proved challenging.    State of Emergency at Mercy Hospital   Add   View  13 pp.  Case Author(s): Delong, Thomas J.; Shah, Chirag Publication Date: 10/07/2008 Revision Date: 06/28/2010 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 409048 Number of Employees: 100+ Event Year Start: 2002 Subjects: Leadership; Career planning; Career advancement Academic Discipline: General management Supplementary Materials: Case Teaching Note, (810068), 12p, by Richard G. Hamermesh Product Description: Dr. Scott Gabu, Chairman of the Emergency Department of the world-renowned, university-based Mercy Hospital, was deeply disturbed when he read the letter from the family of John Samson, a patient who had come to the emergency room one week earlier, that described an incident that occurred at the hospital in which Dr. Jason Diliper, the attending Chief Resident in charge of Mr. Samson, irresponsibly threatened Mr. Samson's health by leaving his bedside while Mr. Samson was having difficulty breathing. Diliper had been a rising star at the hospital, but lately a number of reports about his behavior had concerned Gabu. Was Diliper burning out? What should Gabu do?    CompuServe (E)   Add   View  3 pp.  Case Author(s): Heskett, James L. Publication Date: 10/30/1985 Revision Date: 11/14/1986 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 386098 Subjects: Leadership; Change management; Business policy; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (386158), 10p, by James L. Heskett Product Description: Describes events and raises issues subsequent to Charlie McCall's acceptance of the job of CEO at CompuServe.    CompuServe (D)   Add   View  5 pp.  Case Author(s): Heskett, James L. Publication Date: 10/30/1985 Revision Date: 11/14/1986 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 386097 Subjects: Leadership; Change management; Business policy; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (386158), 10p, by James L. Heskett Product Description: Describes events and raises issues subsequent to Charlie McCall's acceptance of the job as CEO at CompuServe.    CompuServe (C)   Add   View  3 pp.  Case Author(s): Heskett, James L. Publication Date: 10/30/1985 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 386096 Subjects: Leadership; Change management; Business policy; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (386158), 10p, by James L. Heskett Product Description: Describes events and raises issues subsequent to Charlie McCall's acceptance of the job of CEO at CompuServe.    Williamson’s Impact on the Theory and Practice of Management   Add   View  11 pp.  Case Author(s): Teece, David J. Publication Date: 02/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR455 Subjects: Profitability; Management philosophy; Economic theory; Risk management; Corporate strategy Academic Discipline: General management Product Description: Although unknown to most CEOs, at least until his recent recognition by the Nobel Economics Prize Committee, Oliver Williamson has had a large impact on management theory and practice. There are many organization and strategy questions where his research is highly relevant. Williamson has spent much of his career trying to understand how things ought to be organized to promote efficiency, minimize manageable contractual risk, and achieve profitability. He developed transaction cost economics as a framework to assist managers in making critical strategic decisions.    Williamson’s Contribution and Its Relevance to 21st Century Capitalism   Add   View  9 pp.  Case Author(s): Tadelis, Steven Publication Date: 02/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR454 Subjects: Economic theory; Corporate governance; Corporate strategy; Outsourcing Academic Discipline: General management Product Description: What is the significance of Oliver Williamson's Nobel prize? This short article is an attempt to answer this question succinctly. First, he demonstrated when it is more efficient for a firm to make a component in-house rather than outsource it to another firm. Second, his work was path breaking because economic research at the time was largely fixated on market transactions and treated firms as black boxes of production. Williamson's work made economic scholars realize the need to analyze governance and incentives within and between firms in order to better understand how efficiency can be maintained in a capitalist society. Third, his original insights and the research area he pioneered-transaction costs economics-offer clear guidance for business strategy and public policy.    Tournaments for Ideas   Add   View  22 pp.  Case Author(s): Morgan, John ; Wang, Richard Publication Date: 02/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR448 Subjects: Innovation; Creativity; Product development Academic Discipline: General management Product Description: Governments and foundations have successfully harnessed tournaments to spur innovation. Yet this tool is not widely used by firms. This article presents a framework for managers seeking to organize tournaments for ideas. It examines the theoretical underpinnings of tournaments and then connects this analysis with three recent innovations-the power of the network, the wisdom of crowds, and the power of love-that can boost the effectiveness of tournaments.    Procter & Gamble Europe: Vizir Launch   Add   View  18 pp.  Case Author(s): Bartlett, Christopher A. Publication Date: 11/17/1983 Revision Date: 10/16/1989 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 384139 Geographic Setting: Europe Gross Revenue: $11 billion assets Event Year Start: 1981 Event Year End: 1981 Subjects: International business; Subsidiaries; Business policy; Marketing strategy; Market entry; Marketing implementation Academic Discipline: General management Supplementary Materials: Case Teaching Note, (388131), 13p, by Christopher A. Bartlett; Case Teaching Note, (587171), 11p, by Robert D. Buzzell Product Description: Describes P&G's expansion in Europe, including the development of a strong country subsidiary management, responsive to local market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first Eurobrand, and managing it in a coordinated Europewide fashion.    Hamilton Real Estate: Confidential Role Information for the Executive VP of Pearl Investments (SELLER)   Add   View  3 pp.  Case Author(s): Malhotra, Deepak Publication Date: 01/03/2005 Product Type: Exercise Publisher: Harvard Business School HBS Number: 905053 Subjects: Negotiations; Contracts; Ethics Academic Discipline: General management Supplementary Materials: Case Teaching Note, (910037), 29p, by Deepak Malhotra Product Description: Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton.    Hamilton Real Estate: Confidential Role Information for the CEO of Estate One (BUYER)   Add   View  3 pp.  Case Author(s): Malhotra, Deepak Publication Date: 01/03/2005 Product Type: Exercise Publisher: Harvard Business School HBS Number: 905052 Subjects: Negotiations; Contracts; Ethics Academic Discipline: General management Supplementary Materials: Case Teaching Note, (910037), 29p, by Deepak Malhotra Product Description: Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton.    Nike in Transition (A): The Ascendancy of Bob Woodell   Add   View  17 pp.  Case Author(s): Bartlett, Christopher A.; Lightfoot, Robert W. Publication Date: 05/06/1992 Revision Date: 08/20/1996 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 392105 Geographic Setting: Oregon Number of Employees: 4,000 Gross Revenue: $920 million revenues Event Year Start: 1983 Event Year End: 1984 Subjects: Succession planning; Management styles; Entrepreneurship; Leadership; Business policy; Organizational change; Implementing strategy Academic Discipline: General management Product Description: Explores Bob Woodell's tenure as Nike's first COO. Describes development of Woodell's management style, his attempts to develop the organization, and his responses to unforeseen business problems. Changing market forces, new competitors, a build-up of low-end inventory, and the absence of Phil Knight, the company's founder, in daily operations, make this a difficult time for Nike. Against the backdrop of disappointing financial results and an upcoming shareholders' meeting, students are asked to assess Woodell's performance, whether management is truly in control of the organization and the company's business, and what role Knight should be playing in the organization.    Nike (E)   Add   View  7 pp.  Case Author(s): Christensen, C. Roland; Rikert, David C.; Roberts, Michael J. Publication Date: 10/16/1984 Revision Date: 03/05/1999 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 385033 Geographic Setting: United States Gross Revenue: $694 million sales Event Year Start: 1982 Event Year End: 1982 Subjects: Management styles; Entrepreneurship; Middle management; Organizational change Academic Discipline: General management Supplementary Materials: Case Teaching Note, (385100), 6p, by Michael J. Roberts; Case Teaching Note, (385162), 5p, by Michael J. Roberts; Case Teaching Note, (385163), 6p, by Michael J. Roberts Product Description: Provides the background for a discussion of Nike (E1), (E2), and (E3). Outlines Nike's senior management group's early program to deal with the company's increasingly difficult competitive circumstance.    Nike (C)   Add   View  11 pp.  Case Author(s): Christensen, C. Roland; Rikert, David C. Publication Date: 10/16/1984 Revision Date: 04/09/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 385029 Geographic Setting: United States Gross Revenue: $694 million sales Event Year Start: 1982 Event Year End: 1982 Subjects: Management styles; Entrepreneurship; Middle management; Organizational change Academic Discipline: General management Supplementary Materials: Case Teaching Note, (385096), 10p, by Michael J. Roberts; Case Teaching Note, (385162), 5p, by Michael J. Roberts; Case Teaching Note, (385163), 6p, by Michael J. Roberts Product Description: Explores the president of Nike's leadership, and focuses on his general management style, his personal philosophy, and his pattern of working with key members of management.    Nike (B)   Add   View  25 pp.  Case Author(s): Christensen, C. Roland; Rikert, David C. Publication Date: 10/16/1984 Revision Date: 03/03/1999 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 385027 Geographic Setting: United States Gross Revenue: $694 million sales Event Year Start: 1982 Event Year End: 1982 Subjects: Management styles; Entrepreneurship; Middle management; Organizational change Academic Discipline: General management Supplementary Materials: Case, (385031), 11p, by David C. Rikert; Case Teaching Note, (385094), 12p, by Michael J. Roberts; Case Teaching Note, (385162), 5p, by Michael J. Roberts; Case Teaching Note, (385163), 6p, by Michael J. Roberts Product Description: Describes Nike's corporate culture and looks closely at individual key senior and middle managers, outlining the processes by which the management group conducts its business and noting the values which bind the management group together. The teaching objective is to help the student understand how Nike “works” given current circumstances and to predict what problems and opportunities may develop as Nike grows.    Nike (A) (Condensed)   Add   View  25 pp.  Case Author(s): Yoffie, David B. Publication Date: 05/16/1991 Revision Date: 10/13/1998 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 391238 Geographic Setting: United States Gross Revenue: $694 million 1982 sales Subjects: Management styles; Entrepreneurship; Middle management; Organizational change Academic Discipline: General management Supplementary Materials: Case Teaching Note, (385092), 16p, by Michael J. Roberts; Case Teaching Note, (385162), 5p, by Michael J. Roberts; Case Teaching Note, (385163), 6p, by Michael J. Roberts Product Description: Describes the history of Nike, its strategy, and the industry in which it competes. The teaching objective is to ask the student to identify and evaluate Nike's economic/technical strategy.    Microfin   Add   View  30 pp.  Case Author(s): Chu, Michael; Kramer, Enrique Publication Date: 06/04/2009 Revision Date: 07/13/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 309126 Geographic Setting: Uruguay Number of Employees: 25 Gross Revenue: $1 million Event Year Start: 2008 Subjects: Finance; Developing countries; Inflation; Working conditions; Strategy formulation; Industry structure; Microfinance; Strategy Academic Discipline: General management Product Description: The case presents the management dilemmas of a new institution in an undeveloped microfinance market in Latin America. Supported by a globally-recognized industry player, it is the result of the efforts of two fledgling local entrepreneurs with a business model they believe can achieve a substantial and profitable share of a potential $150 million market. With the backdrop of the 2002 banking crisis, the governing leftist coalition is promoting microfinance as a means to reduce poverty, but banking authorities have so far issued no regulation to promote it. Another competitor with similar characteristics to Microfin has started doing business a few months earlier and there are rumors that the largest bank in the country is studying the possibility of a fully owned subsidiary exclusively dedicated to microfinance.    Grosvenor Park   Add   View  14 pp.  Case Author(s): Poorvu, William J.; Sweetman, Katherine Publication Date: 08/31/1989 Revision Date: 05/08/1991 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 390010 Geographic Setting: Maryland Event Year Start: 1988 Event Year End: 1988 Subjects: Financing; Project management Academic Discipline: General management Supplementary Materials: Case Teaching Note, (391225), 7p, by Katherine Sweetman Product Description: Dick Dublin believes he has designed a townhouse development which will appeal to mobile young professionals. Dublin has removed some market risk by locking in a forward commitment for low interest rate loans for future purchasers at Grosvenor Park. The pricing strategy calculated to ensure a quick sell-out may be foiled by the expensive demands of the local planning department. Grosvenor Park is a good case study in residential project management, spanning the life cycle from pre-development to sell-out.    Friend Bank: The Time for Hope   Add   View  25 pp.  Case Author(s): Rose, Clayton; Sesia, Aldo , Jr. Publication Date: 05/25/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 310070 Geographic Setting: Alabama Number of Employees: 50 Gross Revenue: $800 million Event Year Start: 2010 Subjects: Risk management; Execution; Family-owned businesses; Strategy; Financial crisis Academic Discipline: General management Product Description: In 2010, Friend Bank was entering the fifth year of Hope Harris Johnson's ambitious 20-year growth plan to transform her family's one branch community bank into an institution with a substantial presence in southeastern Alabama. Harris Johnson was pleased, so far, with the results. Strategically they had exceeded expectations in opening a second office and execution of the plan was going well. And while the financial and economic crisis that began in 2008 had affected the financial results, it also presented Friend with competitive opportunities. Nonetheless, realizing her ultimate goals for Friend would not come easily.    Fine tuning market oriented practices   Add   View  13 pp.  Case Author(s): Gray, Brendan Publication Date: 07/15/2010 Product Type: Case Publisher: Business Horizons HBS Number: BH394 Subjects: Competitive advantage; Benchmarks Academic Discipline: General management Product Description: Being more market oriented-in other words, getting closer to customers while keeping a wary eye on competitors in order to respond quickly and effectively to changing market conditions-has long been viewed as a key way of improving competitive advantage. However, there is still a lack of understanding about how to optimize the implementation of market oriented business strategies, particularly in the service sector. This article addresses that gap by investigating how customer and competitor focused practices can be fine tuned to create differential advantages. An in-depth qualitative study of professional, financial, and business service firms in New Zealand suggests that how well market oriented practices are implemented is much more important than the range of practices that are adopted.    Evaluation of performance in a product development context   Add   View  11 pp.  Case Author(s): Cedergren, Stefan; Wall, Anders; Norstrom, Christer Publication Date: 07/15/2010 Product Type: Case Publisher: Business Horizons HBS Number: BH393 Subjects: Innovation; Product development Academic Discipline: General management Product Description: In today's competitive environment, the need is greater than ever to deploy product development investments more effectively. To assist managers, we have developed two conceptual tools to support the evaluation of performance in product development. The Performance Measurement Evaluation Matrix (PMEX) helps managers evaluate performance measurement systems they currently use, in order to identify areas requiring improvement. Results from using the PMEX indicate that it is common to associate performance measurements with the efficiency aspects of time, cost, and quality, without monitoring the value created. Performance is largely perceived by managers in terms of time, cost, and quality of the activities in the later phases of the development process. We contend that an effective performance measurement system is based on performance criteria, and then derives measurements based on these. It is argued that there should be a change in the perception of performance, before performance evaluation systems can be improved. The Product Development Organizational Performance Model (PDOPM) assists in developing the perception of performance by relating uncertainty, efficiency, and effectiveness at three generic activity levels within the product development function. The use of our tools provides an improved perception of performance and its measurement, thus enabling improvements to the evaluation of performance.    DAAG Europe (A)   Add   View  12 pp.  Case Author(s): Aguilar, Francis J.; Svensk, Robert E. Publication Date: 08/01/1973 Revision Date: 09/05/1986 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 374037 Geographic Setting: France Gross Revenue: $300 million sales Event Year Start: 1969 Event Year End: 1969 Subjects: Credit; Business policy; Marketing strategy; Pricing strategy; Corporate strategy; Industry structure; Machinery Academic Discipline: General management Supplementary Materials: Supplement, (374036), 5p, by Robert E. Svensk; Case Teaching Note, (388004), 17p, by Francis J. Aguilar Product Description: Company must decide whether to raise prices and tighten consumer credit in light of its strategy to rationalize production, introduce a new line of model elevators and increase its market share. Points up the interrelationships of the different functional areas within a corporate strategy and to some extent the time frame associated with strategic change.    Breaking the Buck   Add   View  16 pp.  Case Author(s): Pozen, Robert C.; Leonard, Elizabeth M. Publication Date: 05/18/2010 Revision Date: 08/18/2010 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 310135 Event Year Start: 2008 Event Year End: 2009 Academic Discipline: General management Product Description: After an incredibly volatile six months since Lehman Brothers declared bankruptcy, Finbar McCall contemplated his options. As the investment manager of RPG Prime Reserve Fund, Inc. (RPGXX), McCall had just heard the news that the U.S. Treasury was extending the availability of insurance for eligible money market funds. When the insurance was first offered in September of 2008, RPGXX immediately applied for coverage. McCall's dilemma in February of 2009, when an extension of the Treasury insurance was offered, involved weighing the cost of the insurance against the comfort it might provide to skittish RPGXX shareholders and the increased flexibility it would allow in investing RPGXX's assets. This case provides a brief history and explanation of money market funds, the phenomenon known as “breaking the buck,” and how the government's assistance changed the landscape of money market funds in the last months of 2008 and into 2009.    Belmont Industries, Inc. (D)   Add   View  2 pp.  Case Author(s): Bower, Joseph L. Publication Date: 08/25/2000 Product Type: Supplement (Gen Exp) Publisher: Harvard Business School HBS Number: 301019 Subjects: Executive committees; Compensation; Employee attitude; Personnel policies Academic Discipline: General management Supplementary Materials: Case Teaching Note, (398180), 3p, by Joseph L. Bower Product Description: Supplements the (A) case. A rewritten version of an earlier supplement.    Belmont Industries, Inc. (C)   Add   View  1 pp.  Case Author(s): Bower, Joseph L. Publication Date: 08/25/2000 Product Type: Supplement (Gen Exp) Publisher: Harvard Business School HBS Number: 301018 Subjects: Executive committees; Compensation; Employee attitude; Personnel policies Academic Discipline: General management Supplementary Materials: Case Teaching Note, (398180), 3p, by Joseph L. Bower Product Description: Supplements the (A) case. A rewritten version of an earlier supplement.    Belmont Industries, Inc. (B)   Add   View  1 pp.  Case Author(s): Bower, Joseph L. Publication Date: 08/25/2000 Product Type: Supplement (Gen Exp) Publisher: Harvard Business School HBS Number: 301017 Subjects: Executive committees; Compensation; Employee attitude; Personnel policies Academic Discipline: General management Supplementary Materials: Case Teaching Note, (398180), 3p, by Joseph L. Bower Product Description: Supplements the (A) case. A rewritten version of an earlier supplement.    Belmont Industries, Inc. (A)   Add   View  3 pp.  Case Author(s): Bower, Joseph L. Publication Date: 08/25/2000 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 301016 Number of Employees: 2,600 Event Year Start: 1995 Event Year End: 1995 Subjects: Executive committees; Compensation; Employee attitude; Personnel policies Academic Discipline: General management Supplementary Materials: Supplement, (301017), 1p, by Joseph L. Bower; Supplement, (301018), 1p, by Joseph L. Bower; Supplement, (301019), 2p, by Joseph L. Bower; Case Teaching Note, (398180), 3p, by Joseph L. Bower Product Description: A new general manager has to propose a salary structure for the top 20 managers. His task is complicated as he learns about past performance, ambitions, interpersonal relations, and market conditions. A rewritten version of an earlier case.    Atchison Corp. (A)   Add   View  4 pp.  Case Author(s): Bower, Joseph L. Publication Date: 08/23/2000 Revision Date: 12/19/2002 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 301020 Geographic Setting: United States Gross Revenue: $2 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Change management; Incentives; Organizational design; Organizational change; Profit centers Academic Discipline: General management Supplementary Materials: Supplement, (301021), 2p, by Joseph L. Bower; Supplement, (301022), 2p, by Joseph L. Bower Product Description: A new general manager uses a profit-center-based system to shake up an old line company. He then faces the task of placating a board member upset by the human consequences. A rewritten version of an earlier case.    Woolf Farming and Processing   Add   View  30 pp.  Case Author(s): Bell, David E.; Winig, Laura; Shelman, Mary Publication Date: 12/08/2009 Revision Date: 03/08/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 510033 Geographic Setting: California Number of Employees: 1,000 Gross Revenue: $400 million Event Year Start: 2009 Subjects: Environmental protection; Family-owned businesses; Natural resources Academic Discipline: General management Supplementary Materials: Case Teaching Note, (510108), 5p, by David E. Bell, Mary Shelman Product Description: Woolf Farming Company, a privately owned family farming business in California's Central Valley, found its business threatened by a lack of water, brought on by a combination of drought, poor quality well water and unavailability of surface water due to federally imposed pumping restrictions. Woolf had been farming crops for more than 30 years, but this was the first time they suffered a water shortage so severe that crops had to be abandoned in the field. Even if there was short-term relief in the form of an increased allocation of water from the government, Woolf was concerned about water reliability and the need for additional infrastructure to provide long term water security to the region. If convinced that the water problem would be resolved, then Woolf should move quickly to purchase more land which was currently available at distressed prices. Yet some board members questioned the logic of additional investment in the region whose resources were so uncertain and wondered whether it was more prudent to pursue growth elsewhere. At the same time, some of Woolf's owners began to believe that more of the company's resources should be prioritized for dividends and other distributions as opposed to purely growth. What, if anything, could Woolf and other farmers do to influence the outcome?    Vocera Communications (B)   Add   View  2 pp.  Case Author(s): Lattin, James; Leslie, Mark; Lang, Brett Publication Date: 02/02/2010 Product Type: Supplement Publisher: Stanford University HBS Number: E152B Geographic Setting: United States Number of Employees: 44 Event Year Start: 2001 Event Year End: 2010 Subjects: Technology; Sales strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (E152TN), 3p, by Mark Leslie, James Lattin, Jamie Earle Product Description: Vocera Communications (B) is a company update as of 2007, after a new CEO/Chairman was hired. The company had evolved over the years into a healthcare technology company, and several other significant changes had taken place, specifically regarding channel sales. The new CEO is left to consider various sales strategies.    The U.S. Life Insurance Industry   Add   View  8 pp.  Case Author(s): Pozen, Robert C.; Merchant, McCall Publication Date: 04/16/2010 Revision Date: 06/11/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 310091 Academic Discipline: General management Product Description: This note provides a background on the US life insurance regimes for the life insurance industry, including descriptions of different types of insurance, annuities, and regulation.    McDonald’s Corp.: Managing a Sustainable Supply Chain   Add   View  25 pp.  Case Author(s): Goldberg, Ray A.; Droste Yagan, Jessica Publication Date: 03/02/2007 Revision Date: 04/16/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 907414 Gross Revenue: $54 billion revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Supply chain optimization; Sustainability Academic Discipline: General management Supplementary Materials: Case Teaching Note, (907416), 6p, by Ray A. Goldberg, Jessica Droste Yagan Product Description: McDonald's seeks to learn from a successful response to Greenpeace's Amazon deforestation campaign in order to make its supply chain more socially and environmentally responsible.    Marketing Chateau Margaux   Add   View  15 pp.  Case Author(s): Deighton, John; Dessain, Vincent; Pitt, Leyland; Beyersdorfer, Daniela; Sjoman, Anders Publication Date: 10/06/2006 Revision Date: 08/16/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 507033 Geographic Setting: France Event Year Start: 2006 Event Year End: 2006 Subjects: Industry analysis; Marketing; Consumer marketing; Distribution; Brand management; Pricing Academic Discipline: General management Supplementary Materials: Case Teaching Note, (508107), 14p, by John Deighton, Leyland Pitt Product Description: Chateau Margaux, luxury brand or connoisseur brand? Although France is awash with unsold wine, demand has never been stronger for the very finest Bordeaux. How should Margaux sustain and grow its business? The Chateau management team is wondering if it can take more control of distribution instead of leaving it to the Bordeaux wine merchants. Also, can the Chateau build marketing and sales capabilities on its own? Who is the target market, wine connoisseurs or the newly rich? Corinne Mentzelopoulous, who took over the estate from her father in 1980, wonders whether a new lower-priced wine should be added to the portfolio.    Jiamei Dental: Private Health Care in China   Add   View  26 pp.  Case Author(s): Kirby, William C.; Donovan, G.A. Publication Date: 01/22/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 910404 Geographic Setting: China Gross Revenue: US$12.8 million Event Year Start: 2008 Event Year End: 2009 Subjects: Health care policy; Growth strategy Academic Discipline: General management Product Description: With the recent announcement from the Chinese government that the country's healthcare system was going to undergo reform, Jiamei Dental Chairman Liu Jia wondered what that meant for his 15 year-old dental clinic business. Founded in 1993, Jiamei Dental Medical Management Group ("Jiamei”) rode the wave of China's rapid economic development and had become China's largest private dental chain with 84 clinics in Beijing and seven other major cities. But China was changing fast, and Liu acknowledged that Jiamei's ongoing expansion depended on many factors beyond its control, notwithstanding government reform, Jiamei was also faced with pressures from its private equity general partners. The year 2009 was shaping up to be a pivotal one for Jiamei. It had planned to open dozens more clinics during the year. At the same time, Liu was facing stiff competition from regional and international private dental clinic competitors, high-end private hospitals, and now possibly the government. These factors offered new complexities into the expansion plans of this entrepreneurial firm.    Investment Technology Group   Add   View  22 pp.  Case Author(s): Rose, Clayton; Lane, David Publication Date: 05/21/2010 Revision Date: 05/26/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 310064 Geographic Setting: New York Number of Employees: 1,300 Event Year Start: 2009 Subjects: Securities trading; Strategic positioning; Financial crisis Academic Discipline: General management Product Description: ITG CEO Robert Gasser wondered if the financial crisis had permanently affected the firm's business model. A leader in trade analytics and execution for institutional equity investors, ITG had grown since its establishment in 1987 in step with the dramatic rise in equity trading volumes. During 2009, however, investors curbed their equities trading, depressing ITG's heavily commission-based revenues, and earnings plunged by 63%, resulting in ITG's first unprofitable quarter since 1988. Gasser was convinced that ITG's challenges were not simply a function of shrinking trading volumes; 2009's downturn revealed limits of client willingness to pay for the value ITG delivered, and the infrastructure ITG had constructed to support clients with customized software tools and technical support had grown well beyond sustainable levels. With his management team, Gasser had developed a two part response to the challenge: a reduction in staff and a focus on clients that most valued what ITG offered. While significant cost savings goals would be realized in part through employee layoffs, he wondered about ITG's ability to deal with these changes. Adjusting its customer portfolio meant that ITG would be pulling back products from some clients while reaching out to others in new ways, and he was unsure how clients would respond.    Globalization at Komatsu   Add   View  27 pp.  Case Author(s): Yoshino, Michael Y. Publication Date: 04/08/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 910415 Geographic Setting: Japan Number of Employees: 40,000 Gross Revenue: USD 20 billion Event Year Start: 2007 Subjects: Globalization; Leadership; Change management; Corporate vision; Values; Organizational learning; Organizational change Academic Discipline: General management Product Description: The case captures the challenges Komatsu, the second largest manufacturer of the earth moving equipment faced during the past five decades as it sought to globalize its operations. By 2007, it had become the second largest manufacturer of the earth moving equipment with more than 80% of its sales coming from outside of Japan. It has built a network of plants, distributors and service centers around the world. Senior management is convinced that a major reason for its success is its culture, recently articulated as the Komatsu Way. The central issue in the case is how to transmit and embed it to its far flung operations throughout the world.    Flying J (B)   Add   View  3 pp.  Case Author(s): Deshpande, Rohit; Barley, Lauren Publication Date: 05/13/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 510120 Geographic Setting: United States Subjects: Distribution; Distribution planning; Pricing policies; Pricing strategy; Family-owned businesses; Growth strategy Academic Discipline: General management Product Description: This case supplements the “Flying J” case.    Disruptive IPOs? WR Hambrecht & Co.   Add   View  4 pp.  Case Author(s): Christensen, Clayton M.; Donovan, Tara Publication Date: 03/08/2010 Revision Date: 05/24/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610065 Geographic Setting: California Number of Employees: 33 Gross Revenue: $5M Event Year Start: 2004 Subjects: Capital markets; Stock offerings; IPO; Disruptive innovation Academic Discipline: General management Supplementary Materials: Case Teaching Note, (610066), 10p, by Willy Shih; Video Supplement, (610709), 5p, by Willy Shih Product Description: Bill Hambrecht faces a dilemma: should he accept a high profile client for his online Dutch auction IPO? Though it would be viewed as a real coup, what would accepting the business mean to WR Hambrecht? Should he seek other high profile clients like this, or should he try to work with those companies on lower profile financing activities like secondary offerings? Or perhaps he should work with companies that are too small to attract the attention of the big investment banks, who really don't like the whole Dutch auction idea. The case offers a very different setting to apply the theory of disruptive innovation, yet one in an industry that might be quite familiar to many students.    Bounded Autonomy: Implementing Fair Student Funding in Baltimore City Public Schools   Add   View  22 pp.  Case Author(s): Grossman, Allen; Moore Johnson, Susan; Brookover, Elisha Publication Date: 06/14/2010 Product Type: Case Publisher: Public Education Leadership Project HBS Number: PEL063 Geographic Setting: Maryland Subjects: Organizational culture; Organizational change Academic Discipline: General management Product Description: As a key means for improving student performance, over the past three years, the central office of Baltimore City Public Schools has steadily shifted responsibility for resource management to schools. Since 2007, when Andres Alonso became CEO, principals have gone from controlling 3% of their budgets to controlling roughly 80%. This case discusses how pushing resource management to the schools fits into a broader strategy that links a principal's autonomy to improved academic results. It delves into the rationale for the change, challenges and benefits of this strategy, and the system of supports and structures that have been developed in response to the implementation challenges.    BRAC   Add   View  27 pp.  Case Author(s): Quelch, John A.; Laidler, Nathalie Publication Date: 08/05/2003 Product Type: Case HBS Number: 504012 Geographic Setting: Bangladesh Number of Employees: 26,000 Gross Revenue: $174 million Event Year Start: 2003 Event Year End: 2003 Subjects: Business growth; Growth management; Multiculturalism & pluralism; Success Academic Discipline: General management Product Description: BRAC is the world's largest NGO and has over the past 20 years experienced tremendous rates of growth. The case looks at diversity within the organization and the aspects of management that have made the organization so successful. Learning objective: To discuss nonprofit management and managing growth and diversity.    Mibanco: Meeting the Mainstreaming of Microfinance   Add   View  15 pp.  Case Author(s): Chu, Michael; Herrero, Gustavo A. Publication Date: 02/07/2009 Revision Date: 06/09/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 309095 Geographic Setting: South America; Peru Number of Employees: 2450 Gross Revenue: $500 million Event Year Start: 2008 Subjects: International banking; Developing countries; Emerging markets; Competitive environment; Microfinance Academic Discipline: General management Product Description: To maximize their effectiveness, color cases should be printed in color. Mibanco, Peru's leading microfinance bank, faces intense competition as the banking industry rushes into low income segments. Companion video clips bring into the classroom the contemporary reality of a world-class microfinance institution, where the unpaved streets and cluttered markets of the loan officer coexist with the sophistication of technical financial analysis and premier professional management. Rafael Llosa, the General Manager of Mibanco, must find the way to maintain the financial performance of one of Peru's most profitable banks and meet the strategic growth goals set by his board while facing the most aggressive competitive scenario in the 25-year history of microfinance in Peru. Courseware No. 9-309-701, “Microfinance: An Operating Perspective,” contains five chapters filmed at Mibanco: Introduction, Competition, Marketing, Operations and Human Relations.

Goldman Sachs: A Bank for All Seasons (C)   Add   View  15 pp.  Case Author(s): Goldberg, Lena G.; Obenchain, Tiffany Publication Date: 12/03/2009 Revision Date: 06/08/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 310057 Event Year Start: 2009 Subjects: Crisis management; Financial strategy Academic Discipline: General management Product Description: After posting its first-ever quarterly loss in 2008, Goldman Sachs surpassed market expectations for Q1 of 2009 but came under intensive fire for, among other things, announcing its intention to repay TARP thereby avoiding its compensation limitations.    Goldman Sachs: A Bank for All Seasons (B)   Add   View  13 pp.  Case Author(s): Goldberg, Lena G.; Obenchain, Tiffany Publication Date: 12/03/2009 Revision Date: 06/08/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 310056 Event Year Start: 2009 Subjects: Crisis management; Financial strategy Academic Discipline: General management Supplementary Materials: Supplement, (310057), 15p, by Lena G. Goldberg, Tiffany Obenchain Product Description: Having taken steps to shore up investor confidence, during the turbulent fourth quarter of 2008, Goldman Sachs confronts the challenge of whether its business model will continue to be viable under radically altered market conditions and a new regulatory regime.    Goldman Sachs: A Bank for All Seasons (A)   Add   View  16 pp.  Case Author(s): Goldberg, Lena G.; Obenchain, Tiffany Publication Date: 12/03/2009 Revision Date: 06/08/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 310055 Number of Employees: 30,000 Gross Revenue: $22.8 billion Event Year Start: 2008 Subjects: Crisis management; Financial strategy Academic Discipline: General management Supplementary Materials: Supplement, (310056), 13p, by Lena G. Goldberg, Tiffany Obenchain; Supplement, (310057), 15p, by Lena G. Goldberg, Tiffany Obenchain Product Description: Facing the worldwide financial crisis, Goldman Sachs' CEO Lloyd Blankfein considered his options including whether his company could avoid a forced marriage and what steps Goldman Sachs should take to try to restore confidence in financial services companies.    Daqi   Add   View  31 pp.  Case Author(s): Pozen, Robert C.; Armbrust, Rick; Zhang, Tony Publication Date: 05/21/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 309113 Geographic Setting: China Event Year Start: 2009 Subjects: Word-of-mouth marketing Academic Discipline: General management Supplementary Materials: Case Teaching Note, (310125), 7p, by Robert C. Pozen Product Description: In 2008, Daqi was one of the largest Internet portals for user-generated content and leading word-of-mouth marketing provider in China. Grace Zhou, Daqi's CEO, was contemplating the risks and benefits of expanding Daqi's services into three new content areas-news, music, and popular bloggers. Each potential area of Daqi's expansion offered extensive benefits, such as major growth opportunity, as well as risks, including private lawsuits, government censorship, and significant capital investments. The case focuses on how Zhou must weigh the pros and cons of expansion both in each of these three areas, as well as the potential of a merger.    Compass Ventures   Add   View  13 pp.  Case Author(s): Grousbeck, H. Irving; Magat Raffaelli, Claire Publication Date: 04/16/2010 Product Type: Case Publisher: Stanford University HBS Number: E378 Subjects: Organizational culture Academic Discipline: General management Supplementary Materials: Case Teaching Note, (E378TN), 4p, by H. Irving Grousbeck, Claire Magat Raffaelli Product Description: This case follows Thomas Coughlin and Evan Stern, the new owners of Compass Ventures, through the process of 1) launching a search fund, 2) acquiring two companies in the autism services space and 3) navigating a handful of management issues as new operators. It explores several issues, including rectifying a damaged relationship with one of the sellers, supporting an employee foundering with the responsibilities of her new role, and managing a growing conflict between two employees with different professional backgrounds and working styles.    The Evolution of the Circus Industry (A)   Add   View  6 pp.  Case Author(s): Kim, W. Chan; Mauborgne, Renee; Bensaou, Ben M.; Williamson, Matt Publication Date: 06/01/2009 Product Type: Case Publisher: Blue Ocean Strategy HBS Number: BOS007 Industry Setting: Amusement & theme parks Subjects: Boundary systems; Competition; Global economy Academic Discipline: General management Supplementary Materials: Teaching Note, (BOS009) Product Description: This is the first of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete. It value innovated by shifting the buyer group from children (end-users of the traditional circus) to adults (purchasers of the traditional circus), drawing upon the distinctive strengths of other alternative industries, such as the theatre, Broadway shows and the opera, to offer a totally new set of utilities to more mature and higher spending customers. **ecch European Case Awards Category Winner 2006 and ecch European Case Awards Overall Winner 2009. Learning objective: The case series is designed to serve a variety of purposes in the value innovation and creating new market space teaching module of an MBA strategy course or executive education programme. In both instances, the instructor can best use it to cover the following topics:< (1) value innovation logic (as compared to industry and competitive analysis); (2) the concept of value curve; and (3) the six paths framework for creating new market space. A teaching note is available to accompany this cases series. A video clip free for instructor download is available at www.blueoceanstrategy.com.   Add     23 pp.  Teaching Note HBS Number: BOS009 Product Description: For use with BOS007.    Even a Clown Can Do It: Cirque du Soleil Recreates Live Entertainment (B)   Add   View  8 pp.  Case Author(s): Kim, W. Chan; Mauborgne, Renee; Bensaou, Ben M.; Williamson, Matt Publication Date: 05/01/2008 Product Type: Case Publisher: Blue Ocean Strategy HBS Number: BOS008 Industry Setting: Arts, entertainment, and sports Subjects: Boundary systems; Competition; Global economy Academic Discipline: General management Supplementary Materials: Teaching Note, (BOS009) Product Description: This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete. It value innovated by shifting the buyer group from children (end-users of the traditional circus) to adults (purchasers of the traditional circus), drawing upon the distinctive strengths of other alternative industries, such as the theatre, Broadway shows and the opera, to offer a totally new set of utilities to more mature and higher spending customers. **ecch European Case Awards Category Winner 2008** Learning objective: The case series is designed to serve a variety of purposes in the value innovation and creating new market space teaching module of an MBA strategy course or executive education programme. In both instances, the instructor can best use it to cover the following topics: (1) value innovation logic (as compared to industry and competitive analysis); (2) the concept of value curve; and (3) the six paths analysis framework for creating new market space. A teaching note is available to accompany this cases series. A video clip free for instructor download is available at www.blueoceanstrategy.com.   Add     23 pp.  Teaching Note HBS Number: BOS009 Product Description: For use with BOS008.    The Impact of Illegal Peer-to-Peer File-Sharing on the Media Industry   Add   View  29 pp.  Case Author(s): Goel, Sanjay; Miesing, Paul; Chandra, Uday Publication Date: 05/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR456 Subjects: Intellectual capital; Technology; Crime; Networking; Consumer behavior; Business models; Internet; Copyright Academic Discipline: General management Product Description: Peer-to-Peer networking technology and related innovations have had a major impact on the music and motion picture industries. While digital technology has improved the quality of audio and video recordings and decreased distribution costs, it has also made unauthorized duplication of copyrighted material and its transmission over the Internet easier. The media industry attributes an erosion of its sales after 1999 to the illegal copying and sharing of digital files and has taken steps to tighten copyright laws and prosecute violators. Others attribute the downturn to a lack of innovative products and futile efforts by the industry to retain a business model made obsolete by technological innovation. In the meantime, unauthorized file-sharing via Peer-to-Peer networks continues unabated and its real financial impact on the industry remains unclear. The market perceives illegal file-sharing to be a significant threat to the long-term profitability of the media industry and regards current legal initiatives to protect its intellectual capital as beneficial. This article discusses several strategies and business models that the media industry may consider to respond to the current threat and better cater to changing customer tastes.    Shanzai! MediaTek and the “White Box” Handset Market   Add   View  20 pp.  Case Author(s): Shih, Willy; Chien, Chen-Fu; Wang, Jyun-Cheng Publication Date: 04/19/2010 Revision Date: 05/25/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610081 Geographic Setting: Asia; Taiwan Number of Employees: 4,000 Gross Revenue: US$3 billion Event Year Start: 2009 Subjects: Developing countries; Competitive advantage; Disruptive innovation; Wireless technologies; Growth strategy; Supply chain management Academic Discipline: General management Supplementary Materials: Case Teaching Note, (611007), 10p, by Willy Shih Product Description: The term “White Box” is often used to describe products without a brand name. Such products are assembled from standardized parts, and they became a very popular category of desktop PCs. Hsinchu, Taiwan based MediaTek is a fabless semiconductor company that unleashed a white box market in mobile phone handsets by offering an innovative “complete solution” for 2.5G and 2.7G handset manufacturers, dramatically lowering the barriers to entry into the business. Besides enabling many Chinese branded manufacturers to enter the business, the grey market in components unleashed a complementary market of “Shanzhai” makers. Together these firms captured a significant fraction of the China market, as well as exports (both legal and grey) to 102 countries. CEO Ming-Kai Tsai is faced with the question of the best growth path. While multiple tier one handset makers are dismissive of MediaTek, perhaps because of its role in enabling the Shanzhai, the company's offerings have enabled an “army of ants” to challenge the leaders. Can MediaTek move up-market to sell its chipsets to the likes of Nokia? Under what terms?    Open Innovation and the Stage-Gate Process: A Revised Model for New Product Development   Add   View  27 pp.  Case Author(s): Gronlund, Johan; Sjodin, David Ronnberg; Frishammar, Johan Publication Date: 05/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR460 Subjects: Innovation; Product development; Business models; Technology transfer Academic Discipline: General management Product Description: This article explores how firms can benefit from opening up the new product development process by integrating the principles of open innovation with the Stage-Gate process. It examines the potential opportunities of employing the principles of both inbound and outbound open innovation within new product development at a firm in the upstream oil & gas industry. A practitioner-oriented work model, named the open Stage-Gate model, can exploit the advantages of “openness.” This model allows explicit consideration of import and export of know-how and technology through gate evaluations and also enables firms to continuously assess their core capabilities and business model. The application of this model can assist firms in capturing value from both internal and external technology exploitation in increasingly open innovation processes.    Global Diversity and Inclusion at Royal Dutch Shell   Add   View  34 pp.  Case Author(s): Sucher, Sandra J.; Corsi, Elena Publication Date: 03/09/2010 Revision Date: 06/21/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610056 Geographic Setting: Netherlands Number of Employees: 102,000 Gross Revenue: $458 billion Event Year Start: 2009 Subjects: Restructuring; Global business; Energy; Leadership; Change management; Managing people Academic Discipline: General management Product Description: Royal Dutch Shell has been among the early players to implement diversity and inclusion policies in the 1990s, first in the U.S. and then globally. In May 2009, Peter Voser, CFO and soon-to-be CEO, wants to adjust the company's business, headcount and cost levels to adapt to changing economic conditions after one of the worst economic downturns in decades. His all-male Executive Committee has raised eyebrows since it is a step back from that of his predecessor, and he must decide whether to continue to promote the firm's emphasis on global diversity and inclusion while it restructures its business and reduces its managerial workforce.    Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy   Add   View  12 pp.  Case Author(s): Bartlett, Christopher A.; Barlow, Benjamin H. Publication Date: 05/17/2010 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 4199 Geographic Setting: Italy Event Year Start: 2009 Subjects: Organizational behavior; International business; Subsidiaries; Leadership; Project management; Labor unions; Organizational culture; Corporate strategy; Multinational corporations; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (4200), 23p, by Benjamin H. Barlow, Christopher A. Bartlett; Spreadsheet Supplement, (4201), 0p, by Christopher A. Bartlett, Benjamin H. Barlow; Spreadsheet Supplement, (4202), 0p, by Christopher A. Bartlett, Benjamin H. Barlow Product Description: Clayton Industries, a sixty-year-old U.S.-based firm in the HVAC industry (heating, ventilation, and air conditioning), with nearly $1 billion in revenues, has gradually built a presence in a number of countries, including several in Europe. Peter Arnell, previously Clayton's successful country manager for the U.K., has been asked to take over the Italian subsidiary, which has recently been struggling on several fronts. Arnell must juggle the strategic objectives of his manager (the head of Clayton Europe) and of the firm's Wisconsin-based CEO while overseeing the day-to-day activities of the business in this new setting. Many of Arnell's challenges derive from his dual responsibilities of handling manufacturing as well as sales of Clayton products in his new home country.    China Mobile’s Rural Communications Strategy   Add   View  30 pp.  Case Author(s): Kirby, William C.; McFarlan, F. Warren; Manty, Tracy Yuen; Donovan, G.A. Publication Date: 01/09/2009 Revision Date: 05/21/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 309034 Geographic Setting: China Gross Revenue: $49 million Event Year Start: 2008 Subjects: Technology; Business & government; Social responsibility Academic Discipline: General management Product Description: China Mobile was the world's leading mobile communications service provider with over 400 million customers. In some cities, its penetration rate was over 100%. With such huge successes, Chairman Wang Jianzhou was exploring ways to expand its customer base. Nearly saturated in the cities, China Mobile needed to broaden its base of subscribers. Wang believed that further investment in China's rural villages was a key strategy that would help the fuel growth for the future. Already deeply invested in the rural areas based on the company's participation in the government-mandated “Connect Every Village” project, China Mobile took advantage of this foundation and created new products and value-added services in order to make its mobile phone network more valuable to the lifestyles of China's rural population. However, the cost of connecting remote locations was high and was often not offset by subscriber fees or usage rates of these populations. Would this investment be relegated to a socially responsible project or would it pay-off for China Mobile in the future?    Banca Regional Andino: Facing the Globalization of Microfinance   Add   View  28 pp.  Case Author(s): Chu, Michael; Steege Hazell, Jean Publication Date: 02/06/2007 Revision Date: 04/24/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 307060 Geographic Setting: Latin America Number of Employees: 2,500 Gross Revenue: $185 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: International banking; Globalization; Social enterprise; Poverty; Competition; Strategy formulation; Microfinance Academic Discipline: General management Product Description: Three leading Latin American microfinance banks join forces to face the new challenges of globalization, competition, and politics while common shareholder ACCION investments considers its options. From an initial project to share costs in the revamping of their IT systems, the Banca Regional Andino develops into the possibility of a common operating platform across three separate institutions, BancoSol of Bolivia, Mibanco of Peru, and Banco Solidario of Ecuador. The Banca Regional is a response to forces that the banks perceive as potentially threatening to their long history of success. In the process, presents the evolution of the national microfinance markets of Bolivia, Ecuador, and Peru within the context of global microfinance.    Amyris Biotechnologies   Add   View  21 pp.  Case Author(s): Chess, Robert; Magat Raffaelli, Claire Publication Date: 04/17/2009 Product Type: Case Publisher: Stanford University HBS Number: E331 Geographic Setting: Silicon Valley; Brazil Subjects: Energy; Value chains Academic Discipline: General management Supplementary Materials: Case Teaching Note, (E331TN), 4p, by Robert Chess, Claire Magat Raffaelli Product Description: Amyris Biotechnologies is a biofuels company launched in 2003 and based in Emeryville, CA. The company currently develops and is the process of scaling up technology for the production of three transportation biofuels: bio-gasoline, bio-diesel, and bio-jet. It hopes to bring its biofuels to market as early as 2010. The case explains how Amyris was started out of a University of California, Berkeley laboratory in 2002. The team used a novel approach to engineer microbes to produce specific beneficial compounds, beginning with an anti-malarial compound. They eventually turned their focus to fuel molecules. The case provides a comprehensive overview of various types of existing biofuels as well as those currently in development. It explores the pros and cons of each compared to nonrenewable fuel options.    Taiwan Semiconductor Manufacturing Company Limited: A Global Company’s China Strategy   Add   View  25 pp.  Case Author(s): Shih-Ta Chen, Michael; Kirby, William C.; Wong, Keith Publication Date: 01/30/2008 Revision Date: 06/08/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 308057 Geographic Setting: China Event Year Start: 2007 Subjects: Cross cultural relations; Foreign investment; Globalization; Government policy Academic Discipline: General management Product Description: After fifty-five years in the semiconductor industry, Morris Chang, founder and Chairman of Taiwan Semiconductor Manufacturing Company (TSMC) was seeing a change. After four decades of regular double-digit growth the industry was still growing — but now at a much slower pace. In 2004, TSMC entered the China market, the world's second largest for semiconductors, by building a fabrication plant in Shanghai. Was China the market opportunity in which TSMC could bet on for expansion, or should its strategy be to focus on new product development and innovation?    Say on Pay   Add   View  4 pp.  Case Author(s): Lorsch, Jay W.; Narayanan, V.G.; Chernak, Alexis Publication Date: 06/08/2007 Revision Date: 04/17/2008 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 407129 Geographic Setting: United States Event Year Start: 2006 Event Year End: 2007 Subjects: Shareholder relations; Corporate governance; Board of directors; Executive compensation Academic Discipline: General management Supplementary Materials: Case Teaching Note, (110072), 5p, by V.G. Narayanan, Lisa Brem Product Description: Briefly describes the trend in 2006 and 2007 in the United States to give shareholders an advisory vote on executive compensation. Highlights a few examples where shareholders have successfully garnered a majority in support of an advisory vote measure on company proxy ballots, and describes discussion within Congress on the matter.    ProntoWash: Washing the World’s Cars to a Tango Beat   Add   View  15 pp.  Case Author(s): Martinez-Jerez, F. Asis; Miller, Katherine M. Publication Date: 01/24/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 108037 Geographic Setting: Argentina; Latin America Gross Revenue: $37 million Event Year Start: 2007 Subjects: Performance management; Balanced scorecard; Incentives; Franchises; Growth strategy Academic Discipline: General management Product Description: ProntoWash management considers whether franchising and the Balanced Scorecard could be combined to help customer-facing employees provide consistent service across the world and capture relevant management information. In 2007, ProntoWash, an international car-wash company based in Argentina, was planning for rapid growth throug a combination of owned and franchised operations. CEO Sergio Kompel needed to fina a performance management system that would help the firm maintain a unified focus and operational consistency in new and existing points of sale around the world. One measure that Kompel and his team were considering was the Balanced Scorecard, a tool traditionally used by top management. The challenge for ProntoWash was to design a Balanced Scorecard that would be accessible throughout the organization, from the executives in the central office, to the franchises, to the workers at the front line.    Columbia’s Final Mission   Add   View  33 pp.  Case Author(s): Bohmer, Richard; Feldman, Laura R.; Ferlins, Erika M.; Edmondson, Amy C.; Roberto, Michael A. Publication Date: 04/27/2004 Revision Date: 05/03/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 304090 Geographic Setting: Texas Number of Employees: 24,000 Event Year Start: 2003 Event Year End: 2003 Subjects: Organizational behavior; Decision making; Leadership; Teams; Group dynamics; Organizational culture; Management skills Academic Discipline: General management Product Description: Describes the 16-day final mission of the space shuttle Columbia in January 2003 in which seven astronauts died. Includes background on NASA and the creation of the human space flight program, including the 1970 Apollo 13 crisis and 1986 Challenger disaster. Examines NASA's organizational culture, leadership, and the influences on the investigation of and response to foam shedding from the external fuel tank during shuttle launch.    Codevasf   Add   View  23 pp.  Case Author(s): Bell, David E.; Neves, Marcos Fava; Thome e Castro, Luciano; Kindred, Natalie Publication Date: 11/30/2009 Revision Date: 05/06/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 510042 Geographic Setting: Brazil Event Year Start: 2009 Academic Discipline: General management Supplementary Materials: Case Teaching Note, (510070), 8p, by David E. Bell, Natalie Kindred Product Description: With many countries facing scarcity of freshwater and farmable land, Brazil decided to leverage its wealth of both resources to attract global agribusiness players to the historically poor Sao Francisco Valley (SFV) in the country's northeast. To do so, Brazil was instituting its first public-private partnership (PPP) in irrigation at Pontal, a partially built irrigation project in the SFV. In exchange for partial reimbursement from the Brazilian government and free use of 30,000 hectares land for 25 years, the private-sector partner would finish constructing the irrigation infrastructure and establish agricultural operations on the project; the partner was also required to integrate some local smallholders into the production chain. In December 2009, Codevasf was almost ready to start accepting bids for Pontal. For Clementino de Souza Coelho, director of infrastructure for Codevasf, the stakes were high: if successful at Pontal, PPPs could be replicated throughout the SFV, transforming the historically poor region into an agribusiness hub, as well as be a model for the rest of the world.    Asahi Breweries Ltd.   Add   View  22 pp.  Case Author(s): Salter, Malcolm S.; Kokuryo, Jiro Publication Date: 02/23/1989 Revision Date: 10/12/1994 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 389114 Geographic Setting: Japan Gross Revenue: $4 billion sales Event Year Start: 1989 Event Year End: 1989 Subjects: Decision making; Leadership; Business policy; Organizational management; Marketing strategy; Corporate strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (389213), 16p, by Jiro Kokuryo; Case Teaching Note, (395194), 4p, by Hugo E.R. Uyterhoeven Product Description: Focuses on competitive repositioning, organizational renewal, and personal leadership. Describes how Asahi Breweries was faced with a major capacity expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer industry. This has been done through the creation of a new product category, “Dry Beer.” Information on industry economics, Asahi's organizational process, and competitive interaction are provided as well as an in-depth description of top management's profile and management posture at Asahi. Designed to allow discussion on how to make a balanced decision incorporating such market strategy issues as product strategy, competitor retaliation, advertising policy, rebate policy, and distributor relations management, as well as such organizational elements as corporate goals, financial integrity, quality control, personnel policy, management philosophy, and leadership style.    Vocera Communications   Add   View  32 pp.  Case Author(s): Leslie, Mark; Lattin, James; Earle, Jamie Publication Date: 10/23/2003 Product Type: Case Publisher: Stanford University HBS Number: E152 Number of Employees: 44 Event Year Start: 2001 Event Year End: 2010 Subjects: Technology; Product development; Pricing Academic Discipline: General management Supplementary Materials: Supplement, (E152B), 2p, by James Lattin, Mark Leslie, Brett Lang; Case Teaching Note, (E152TN), 3p, by Mark Leslie, James Lattin, Jamie Earle Product Description: The case offers an overview of a startup that has chosen to sell its solutions entirely through indirect channels-currently through value-added resellers (VARs) and, in the future, through both VARs and systems integrators (SIs). In the case, we discuss why the company chose a channel strategy, how management devised its marketing, product development, and pricing scheme for channel selling, the steps the company undertook to build its VAR network, and the costs of building such a channel. We also touch on how the company motivates, supports, and evaluates this network. We discuss issues such as pricing and bundling, dealing with under-performing VARs, and fundraising from a venture community that traditionally shuns companies that sell indirectly.    Shanzhai (“Bandit”) Mobile Phone Companies: The Guerrilla Warfare of Product Development and Supply Chain Management   Add   View  23 pp.  Case Author(s): Lee, Hau; Tseng, Mitchell M.; Siu, Power; Hoyt, David W. Publication Date: 03/09/2010 Product Type: Case Publisher: Stanford University HBS Number: GS75 Geographic Setting: China Subjects: Intellectual capital; Developing countries; Manufacturing Academic Discipline: General management Supplementary Materials: Case Teaching Note, (GS75TN), 8p, by Hau Lee, Mitchell M. Tseng, Power Siu, David W. Hoyt Product Description: In 2008, more than 750 million cell phones were produced in China. A significant portion (20 percent, or about 150 million units) of these phones were produced by Shanzhai companies. These companies had rapidly taken a significant share (about 10 percent) of the worldwide market. This phenomenal growth was primarily due to nonconventional approaches to the global market in market positioning, rapid product development, and tightly coupled, responsive and efficient supply chain management. Though Shanzhai often has been perceived as a term for counterfeiting, in reality it is more than just copying. Modern cell phones contain sophisticated hardware, software and systems technology, yet Shanzhai companies of only 10 people could leverage a sophisticated (though informal) network of product designers, manufacturers, and distributors to make a successful business. This case describes the Shanzhai phenomenon, and how these companies operate. It also provides an example of one company that successfully transitioned from a Shanzhai culture to become a major mainstream force in the Chinese mobile phone industry. The case also discusses forces that challenge the future of the Shanzhai model.    Rabobank: The Global Food and Agriculture Bank   Add   View  47 pp.  Case Author(s): Bell, David E.; Goldberg, Ray A.; Shelman, Mary; Sesia, Aldo , Jr. Publication Date: 12/18/2009 Revision Date: 04/21/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 510024 Academic Discipline: General management Product Description: Rabobank decides to focus primarily on food and agriculture firms and farms on a global basis.    Merck: Managing Vioxx (F)   Add   View  2 pp.  Case Author(s): Simons, Robert L.; Kindred, Natalie Publication Date: 04/20/2009 Revision Date: 04/14/2010 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 109085 Geographic Setting: United States Number of Employees: ~100000 Gross Revenue: ~24 billion Event Year Start: 2005 Subjects: Crisis management; Mission statements; Innovation; Leadership; Risk management; Ethics; Reputations Academic Discipline: General management Supplementary Materials: Supplement, (109086), 3p, by Robert L. Simons, Natalie Kindred; Case Teaching Note, (109087), 11p, by Natalie Kindred, Robert L. Simons    Merck: Managing Vioxx (B)   Add   View  2 pp.  Case Author(s): Simons, Robert L.; Rosenberg, Kathryn; Kindred, Natalie Publication Date: 04/20/2009 Revision Date: 04/14/2010 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 109081 Geographic Setting: United States Number of Employees: ~100000 Gross Revenue: ~24 billion Event Year Start: 2002 Event Year End: 2004 Subjects: Crisis management; Mission statements; Innovation; Leadership; Risk management; Ethics; Reputations Academic Discipline: General management Supplementary Materials: Supplement, (109082), 3p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109083), 2p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109084), 7p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109085), 2p, by Robert L. Simons, Natalie Kindred; Supplement, (109086), 3p, by Robert L. Simons, Natalie Kindred; Case Teaching Note, (109087), 11p, by Natalie Kindred, Robert L. Simons    Greenbriar Growth Partners and Microsurgery Devices   Add   View  27 pp.  Case Author(s): El-Hage, Nabil N.; Meyer, Kristin Publication Date: 01/16/2010 Revision Date: 04/26/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 310060 Geographic Setting: United States Number of Employees: 200 Gross Revenue: $150 million Event Year Start: 2009 Subjects: IPO; Board of directors; Conflicts of interest; Private equity Academic Discipline: General management Product Description: Greenbriar Growth Partners (GGP), a venture capital firm, has been an investor in Microsurgery Devices (MSD) for four-plus years, and has come into conflict with the company's founder. Should the Board's Nominating Committee re-nominate the VC investor, and should the board go along with the VC's push for a stock buy-back in the midst of the financial crisis, and so soon after the company's IPO?    Gil Mandelzis and Traiana: Value Is in the Eye of the Beholder   Add   View  5 pp.  Case Author(s): Shefsky, Lloyd Publication Date: 04/05/2010 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL469 Geographic Setting: United States; New York Subjects: Finance; Valuation; International entrepreneurial finance; Technology Academic Discipline: General management Supplementary Materials: Case Teaching Note, (KEL470), 6p, by Lloyd Shefsky Product Description: The case focuses on the career of Gil Mandelzis, a former Wall Street investment banker who recognized and seized an opportunity to build his company, Traiana, into a successful services provider for financial institutions in the foreign exchange prime brokerage market. The case describes Mandelzis's history, beginning with his earliest entrepreneurial effort as a Tel Aviv bar owner and continuing through his decision to start Traiana. Time and again, Traiana achieved success only to be undone by unexpected, uncontrollable events. Each time, Mandelzis rebuilt the company from scratch. In one memorable instance-the one that enabled Traiana's ultimate success-Mandelzis abandoned a business plan that had created a $10 million company, fired 40 percent of his employees, and embarked on a brand-new direction. At the time the case is set, Traiana appears poised to grow into a major force in the foreign exchange prime brokerage business. Then Mandelzis receives an offer to buy the company for $164 million. The management team must either accept the offer or assume the risk that Traiana's growth will continue and its value will escalate in the coming years. For a company that has repeatedly seen unexpected events derail management's plans, taking the risk is not easy. The case posits three choices: accept the offer, reject the offer, or seek out other buyers.    Genzyme: The Synvisc-One Investment Decision   Add   View  15 pp.  Case Author(s): Calkins, Tim; Deming, Ann Publication Date: 01/26/2010 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL439 Geographic Setting: United States Subjects: Financial analysis; Finance; Marketing strategy; Clinical trials Academic Discipline: General management Supplementary Materials: Case Teaching Note, (KEL440), 8p, by Tim Calkins Product Description: Executives at biotechnology firm Genzyme are debating funding a clinical trial for a new version of a medical device called Synvisc. The trial is expensive and the odds of success are not high, but the upside is substantial. The case presents a common business question: invest or not? The case forces students to wrestle with a number of complex issues and analyze the financials of their decisions.    Corruption at Siemens (A)   Add   View  17 pp.  Case Author(s): Healy, Paul M.; Loumioti, Maria Publication Date: 06/13/2008 Revision Date: 05/29/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 108033 Subjects: Corruption Academic Discipline: General management Supplementary Materials: Supplement, (108034), 2p, by Paul M. Healy, Maria Loumioti; Supplement, (108035), 5p, by Paul M. Healy, Maria Loumioti; Supplement, (108036), 2p, by Paul M. Healy, Maria Loumioti    Carrot or Stick? Getting Paid for Innovation at Tessera Technologies   Add   View  20 pp.  Case Author(s): Shih, Willy Publication Date: 03/30/2010 Revision Date: 04/21/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610085 Geographic Setting: California Number of Employees: 416 Gross Revenue: $300M Event Year Start: 2009 Event Year End: 2010 Subjects: Intellectual capital; Technology; Value creation Academic Discipline: General management Supplementary Materials: Case Teaching Note, (610094), 14p, by Willy Shih Product Description: To maximize their effectiveness, color cases should be printed in color. Tessera Technologies has been very successful developing technologies for the semiconductor and mobile device industry, and then licensing them broadly to manufacturers. In addition to licensing patents, it also supplies know-how to help manufacturers move into high volume production. But the changing environment for patent enforcement, in particular the use of injunctions post eBay v. MercExchange, has brought new challenges to the company's licensing model. “Patent holdouts,” companies who chose to litigate rather than license, created pressure from existing licensees. Further, as the company advanced one of its newest technology developments, a cooling technology for portable devices, it had to contend with markets where there were not strong property rights regimes. Would the company be able to get paid for its innovations, or was its model doomed?    A Tale of Two Turnarounds at EDS: The Jordan Rules   Add   View  24 pp.  Case Author(s): Shein, James; Frazzano, Rebecca; Meagher, Evan Publication Date: 03/08/2010 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL425 Geographic Setting: United States; Texas Subjects: Organizational behavior; Cash flow; Finance; Economics; Bankruptcy; Technology; Operations; Strategy management; Outsourcing; Turnarounds Academic Discipline: General management Supplementary Materials: Case Teaching Note, (KEL426), 7p, by James Shein, Rebecca Frazzano, Evan Meagher; Spreadsheet Supplement, (KEL427), 0p, by James Shein, Rebecca Frazzano, Evan Meagher Product Description: The case briefly describes the history of Electronic Data Systems (EDS) under Ross Perot and GM before turning to the beginning of a tumultuous decade in the late 1990s. As the turn of the century approached, EDS made critical strategic missteps such as missing opportunities in the Internet space, overlooking the onset of client-server computing, and failing to obtain major Y2K-related projects. The company attempted a turnaround by replacing the CEO with Dick Brown, whose leadership helped streamline the sprawling company. Despite initial successes, Brown's tenure ultimately ended in failure, due largely to his failure to recognize the growing Indian market and his willingness to buy business at the expense of the company's margin. The disastrous multibillion-dollar Navy & Marine Corp Intranet contract typified the type of high-profile transactions that Brown pursued, often boosting EDS's stock price in the short term while eroding its cash flow short term and its profitability over the long term. EDS management went through several stages of the turnaround process: the blinded phase, the inactive phase, and the faulty action phase, until Michael Jordan replaced Brown as CEO and enacted a three-tiered operational, strategic, and financial turnaround    3M: Profile of an Innovating Company   Add   View  20 pp.  Case Author(s): Bartlett, Christopher A.; Mohammed, Afroze Publication Date: 01/03/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 395016 Geographic Setting: United States Subjects: Innovation; Leadership; Change management; Business policy; Organizational culture; Corporate strategy Academic Discipline: General management Product Description: Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to nurture and develop continuous renewal. With the changing environment of the 1980s, however, a new generation of CEOs begin to adopt new policies and change the cultural norms that helped 3M grow. The trigger issue focuses on what other changes are required.    OptiGen   Add   View  15 pp.  Case Author(s): Bowman, Kirk; Lattin, James; Magat Raffaelli, Claire Publication Date: 02/23/2010 Product Type: Case Publisher: Stanford University HBS Number: E359 Subjects: Forecasting; Predictability; Direct sales Academic Discipline: General management Supplementary Materials: Case Teaching Note, (E359TN), 10p, by Kirk Bowman, Claire Magat Raffaelli Product Description: The case highlights the evolution of a wide-area-network (WAN) optimization company from its founding day to its potential IPO. It explores the various challenges faced by management along the way, both in terms of determining what characteristics are needed in VP of sales role as well as how to determine which go-to-market model is most appropriate. OptiGen emphasizes the risks of channel conflict and forecasting inaccuracies, particularly for a company that wants to go public. The case opens with Robert Campos, CEO of OptiGen, preparing for a series of meetings with investment banks to discuss the prospects of an IPO. His company has recently missed its operating plan for the second time in three quarters. Campos is concerned that the spotty track record will harm its chances on the public market. Campos highlights two key, interrelated problems that must be addressed immediately: a broken forecasting process and inconsistent quarter-over-quarter revenue growth. Internally, there is no connection between the forecasts provided by the sales team at the beginning of any given quarter and the operating plan set forth by management.    Note on Entering Foreign Markets: Opportunities for Smaller U.S. Companies   Add   View  8 pp.  Case Author(s): Berg, Norman A.; Weber, James Publication Date: 08/11/1994 Product Type: Note Publisher: Harvard Business School HBS Number: 395034 Subjects: International business; International marketing; Exports; Small & medium-sized enterprises Academic Discipline: General management Product Description: Designed specifically for the smaller U.S.-based company; provides a brief overview of the various means by which such companies can enter foreign markets and the sources of information and assistance, principally on exporting, available to them.    Kenan Systems   Add   View  15 pp.  Case Author(s): Bower, Joseph L.; Weber, James; Hout, Sonja Ellingson Publication Date: 02/15/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 301101 Geographic Setting: Massachusetts Number of Employees: 1,000 Gross Revenue: $100 million revenues Event Year Start: 1985 Event Year End: 1998 Subjects: Innovation; Organizational structure; Organizational culture; Organizational management; Business models Academic Discipline: General management Supplementary Materials: Video Supplement, (302805), 0p, by Joseph L. Bower Product Description: Kenan Sahin has built a very successful company using a unique business model and a unique organization and culture. Success has brought important risks, but logical options such as sale, partnering, or going public threaten the culture and hence the business.    TOTO: The Bottom Line   Add   View  23 pp.  Case Author(s): Tripsas, Mary; Egawa, Masako; Fukuyoshi, Jun Publication Date: 03/10/2009 Revision Date: 06/04/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 809064 Geographic Setting: Japan Event Year Start: 2008 Subjects: Technology; Marketing; Product positioning; Sales strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (810047), 13p, by Mary Tripsas Product Description: To maximize their effectiveness, color cases should be printed in color. TOTO, the leading manufacturer of toilets in Japan, is struggling to penetrate the US market with its premier bidet-toilets, which are present in 63% of homes in Japan. The case examines the behavioral, cultural, and institutional barriers that TOTO faces in gaining adoption of an innovation. It also explores the role of product categorization in driving consumer behavior - in contrast to the US, toilets in Japan are considered a high-tech consumer electronic device. Finally, the role of organizational identity and culture is examined. The creation of the bidet-toilet category in Japan was a defining accomplishment for TOTO, and this history has created a strong commitment to promoting it in the US. But given that TOTO has been highly successful selling regular high-end toilets in the US, is this commitment to the bidet-toilet appropriate?    Suntech Power Holdings (B): The Post-IPO Years   Add   View  11 pp.  Case Author(s): Foster, George; Davila, Antonio; Jia, Ning Publication Date: 01/11/2010 Product Type: Supplement Publisher: Stanford University HBS Number: E347B Geographic Setting: China Subjects: IPO; Start-ups; Strategy Academic Discipline: General management Product Description: The (A) case follows Dr. Zhengrong Shi, Founder, Chairman and CEO of Suntech Power Holdings, on his journey to create a global solar PV company headquartered in China. It covers his background and inspiration for the idea, his dealings with the local Chinese government authorities, the company's business strategies, competitive landscape, and performance to date. The case concludes with the founder contemplating future options for his company, including the possibility of taking the company public on the New York Stock Exchange. The (B) case follows the company in the post-IPO years, providing an update on strategy, financial performance, and the competitive landscape.    Suntech Power Holdings (A): the Pre-IPO Years   Add   View  28 pp.  Case Author(s): Foster, George; Davila, Antonio; Jia, Ning Publication Date: 01/11/2010 Product Type: Case Publisher: Stanford University HBS Number: E347A Geographic Setting: China Subjects: IPO; Start-ups; Strategy Academic Discipline: General management Supplementary Materials: Supplement, (E347B), 11p, by George Foster, Antonio Davila, Ning Jia Product Description: The (A) case follows Dr. Zhengrong Shi, Founder, Chairman and CEO of Suntech Power Holdings, on his journey to create a global solar PV company headquartered in China. It covers his background and inspiration for the idea, his dealings with the local Chinese government authorities, the company's business strategies, competitive landscape, and performance to date. The case concludes with the founder contemplating future options for his company, including the possibility of taking the company public on the New York Stock Exchange. The (B) case follows the company in the post-IPO years, providing an update on strategy, financial performance, and the competitive landscape.    RailTex, Inc. (A)   Add   View  22 pp.  Case Author(s): Berg, Norman A.; Weber, James Publication Date: 09/16/1994 Revision Date: 03/28/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 395033 Geographic Setting: Canada; Texas; Mexico Number of Employees: 500 Gross Revenue: $40 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Organizational culture; Decentralization Academic Discipline: General management Supplementary Materials: Case Teaching Note, (397027), 5p, by Norman A. Berg, Judith Maas; Video Supplement, (897504), 0p, by Norman A. Berg Product Description: By 1992, RailTex, Inc., had acquired and was operating 23 geographically separate short-line railroads (feeder lines for larger railroads) in Mexico, Canada, and primarily in the United States. Founded in 1977 with $500,000 of capital as a railcar leasing company, the company began buying and operating short-line railroads in 1984. Since 1988, revenues have increased an average of 35% per year, up to $39 million in 1992, a growth rate far outstripping that of the old, mature railroad industry as a whole. Bruce Flohr, the founder, believed the company's success was due largely to his decentralized management system and emphasis on cost controls and marketing.    Jive Software   Add   View  21 pp.  Case Author(s): Stevens, Mark A.; Leslie, Mark; Magat Raffaelli, Claire Publication Date: 12/16/2009 Product Type: Case Publisher: Stanford University HBS Number: E360 Subjects: Learning curves; Sales Academic Discipline: General management Supplementary Materials: Case Teaching Note, (E360TN), 9p, by Mark A. Stevens, Claire Magat Raffaelli Product Description: The case opens with Dave Hersh, CEO of Jive Software, calling an all-hands meeting. After a record revenue year in 2007, Jive grew its sales force too quickly and missed its third quarter plan for 2008. Hersh was forced to conduct a massive lay-off, during which 20 percent of the workforce was let go. The company is facing increasing competitive pressure and a difficult economic environment, as well as a venture partner that is growing frustrated.    Institute for Healthcare Improvement: The 5 Million Lives Campaign   Add   View  15 pp.  Case Author(s): Rao, Hayagreeva; Hoyt, David W. Publication Date: 03/05/2010 Product Type: Case Publisher: Stanford University HBS Number: L16 Geographic Setting: United States Subjects: Nonprofit organizations; Leadership; Motivation; Quality management Academic Discipline: General management Product Description: The Institute for Healthcare Improvement's (IHI) 100,000 Lives Campaign ended in June 2006. This 18-month campaign sought to save 100,000 people from unnecessary death in U.S. hospitals, and is the subject of case L-13. To successfully accomplish its goals, IHI enlisted a wide range of organizations, including hospitals, regulatory agencies, insurance companies, medical associations, and other Healthcare-related groups to work together toward the common objective of increasing patient safety. In December, IHI launched a follow-up campaign intended to prevent 5 million instances of medical harm over the next two years. This case describes the 5 Million Lives Campaign, how it built upon the previous campaign, and issues faced by IHI at the end of the effort.    Eucalyptus Sand Hill Hotel and Office Development Project   Add   View  23 pp.  Case Author(s): Gaviser Leslie, Sara; Abbey, Douglas Publication Date: 02/10/2010 Product Type: Case Publisher: Stanford University HBS Number: RE133 Geographic Setting: Silicon Valley Subjects: Leasing; Real estate investments; Valuation; Local government; Technology Academic Discipline: General management Supplementary Materials: Spreadsheet Supplement, (RE133S), 0p, by Douglas Abbey, Sara Gaviser Leslie Product Description: This case describes a development decision faced by Stanford University's Office of Land, Building, and Real Estate. In 2004, Stanford had the opportunity to develop a a 21.4 acre swath of land in one of the premier business addresses in the country. Whitney Birdwell, an associate director of real estate development at Stanford Land Buildings and Real Estate (LBRE), has been asked to evaluate Stanford's building options. Specifically, she needs to prepare a development pro forma as for Stanford's senior staff which, following the staff's approval, will be presented before the Menlo Park City Council (MPCC). The MPCC's attitude towards growth had become more favorable over the last year and the city desperately wanted more hotel space in the city. However, due to traffic and other concerns, particularly those relating to fiscal issues, the city would be reluctant to approve a project dominated by office use. Birdwell could propose a project with a hotel only. This would give the project a high likelihood of obtaining approvals from the MPCC. Alternatively, she could suggest a project with the maximum developable office space and risk seeing it rejected. If Stanford's proposed project failed to gain approvals, the bigger risk was that the land could lie vacant, as it already had, for decades. In this case, the land would generate no current income for the university.    Petrobras in Ecuador (A)   Add   View  23 pp.  Case Author(s): Musacchio, Aldo; Goldberg, Lena G.; Reisen De Pinho, Ricardo Publication Date: 04/02/2009 Revision Date: 08/19/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 309107 Geographic Setting: Bolivia; Brazil; Ecuador Gross Revenue: $123 billion Event Year Start: 2007 Subjects: Arbitration; Corporate governance Academic Discipline: General management Supplementary Materials: Supplement, (309108), 3p, by Aldo Musacchio, Lena G. Goldberg, Ricardo Reisen De Pinho; Supplement, (310029), 4p, by Aldo Musacchio, Lena G. Goldberg; Case Teaching Note, (311043), 19p, by Aldo Musacchio, Lena G. Goldberg Product Description: On October 18, 2007, Ecuador's President Rafael Correa announced his intention to migrate Petrobras' existing participation contracts to exploit oil reserves in Ecuador's Blocks 18 and 31 to servicing agreements under which Petrobras would be paid a production fee and reimbursed for investment costs but all recovered oil would belong to the government. Correa also announced a dramatic increase in corporate taxes and changes to other contracts to which Petrobras was a party. All foreign oil companies operating In Ecuador would be similarly affected and any company refusing to “renegotiate” its contracts would face a 100% tax on profits. How should Petrobras respond to Ecuador's riding roughshod over its contracts? Should Petrobras take the Ecuadorian government to arbitration? Or would it be better to pursue a negotiated solution similar to that reached in Bolivia a year earlier? How should Petrobras balance its fiduciary duties to and the best Interests of its shareholders with the interests of the Brazilian government? How should it communicate with its various constituencies?    Matt Coffin   Add   View  12 pp.  Case Author(s): Bygrave, William; Hedberg, Carl Publication Date: 11/18/2006 Product Type: Case Publisher: Babson College HBS Number: BAB140 Subjects: Fund raising; Marketing; Business models; Internet; Sustainability; Strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (BAB640), 12p, by William Bygrave, Carl Hedberg Product Description: Matt Coffin is in the money, to say the least. His company, LowerMyBills, is worth in excess of $400 million. But should he sell? Is he crazy to be thinking that life is good as is; why risk changing all that with a harvest? Ever since he began starting businesses, Matt Coffin's primary motivation was to create something big enough and exciting enough to draw in the best and the brightest. His two earlier ventures were profitable, but he tossed them aside the moment he saw they weren't amazing' opportunities. At the peak of the Internet wave in 1999, the 30 year-old entrepreneur hit upon his first big opportunity: a Web business to help consumers lower their monthly household bills. He put together a first round of investment from friends and a professional investor group and launched LowerMyBills.com. It grows rapidly, but when the Internet bubble bursts, Matt nearly goes under because his bank demands repayment of its credit line in full. Fortunately, unlike most other dot-com entrepreneurs at that time, Matt has been frugal and has focused on profitability. The company puts together a second round of financing, grows rapidly, and turns profitable in 2002. In 2005, Matt is inundated with offers to take LowerMyBills.com public, to refinance the company with a partial buyout, or to have LowerMyBills acquired by a billion dollar parent. He loves the life and work environment he's created, so what should he do?    Zensar: The Future of Vision Communities (B)   Add   View  4 pp.  Case Author(s): Garvin, David A.; Tahilyani, Rachna Publication Date: 07/21/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 311025 Geographic Setting: India Number of Employees: 5,000 Gross Revenue: $200 million Event Year Start: 2009 Subjects: Management philosophy; Innovation; Leadership; Human resources management; Organizational culture; Information & technology; Collaboration; Managing people Academic Discipline: General management Product Description: To maximize their effectiveness, color cases should be printed in color. Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation. As the company grows, managers must decide how to scale the Vision Community process so that it retains its spirit of employee involvement and engagement while encompassing a larger, more geographically dispersed group of participants.    Zensar: The Future of Vision Communities (A)   Add   View  22 pp.  Case Author(s): Garvin, David A.; Tahilyani, Rachna Publication Date: 06/28/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 311024 Geographic Setting: India Number of Employees: 5,000 Gross Revenue: $200 million Event Year Start: 2009 Subjects: Management philosophy; Innovation; Leadership; Human resources management; Organizational culture; Information & technology; Collaboration; Managing people Academic Discipline: General management Supplementary Materials: Supplement, (311025), 4p, by David A. Garvin, Rachna Tahilyani Product Description: To maximize their effectiveness, color cases should be printed in color. Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation. As the company grows, managers must decide how to scale the Vision Community process so that it retains its spirit of employee involvement and engagement while encompassing a larger, more geographically dispersed group of participants.    Prediction Markets: A New Tool for Strategic Decision Making   Add   View  18 pp.  Case Author(s): Borison, Adam; Hamm, Gregory Publication Date: 08/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR467 Subjects: Decision making; Forecasting; Corporate strategy; Tools & methodologies; Uncertainty Academic Discipline: General management Product Description: Uncertainty is at the center of many of the most important strategic decisions made by private businesses and public agencies. Many of these decisions are driven by judgmental rather than data-rich uncertainties-the rate of climate change, the impact of globalization, the prospects for regional conflicts, the extent of environmental legislation, or the advancement of technology. To help improve the way these important judgment-driven decisions are made, an emerging tool-prediction markets-can improve this practice and thereby improve the quality of strategic decision making. While it is important not to be carried away by the latest fad, prediction markets will play a major role in improving the quality of strategic decisions in the future.    Petrobras in Ecuador (B)   Add   View  3 pp.  Case Author(s): Musacchio, Aldo; Goldberg, Lena G.; Reisen De Pinho, Ricardo Publication Date: 04/02/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 309108 Geographic Setting: Bolivia; Brazil; Ecuador Gross Revenue: $123 billion Event Year Start: 2007 Subjects: Arbitration; Corporate governance Academic Discipline: General management Supplementary Materials: Supplement, (310029), 4p, by Aldo Musacchio, Lena G. Goldberg; Case Teaching Note, (311043), 19p, by Aldo Musacchio, Lena G. Goldberg    Jieliang Phone Home! (B)   Add   View  8 pp.  Case Author(s): Shih, Willy; Bernstein, Ethan S.; Bilimoria, Nina Publication Date: 02/15/2009 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 609081 Geographic Setting: China Number of Employees: 200000 Gross Revenue: $30 B Event Year Start: 2008 Subjects: Organizational behavior; Operations; Compensation; Incentives; Work environments; Motivation; Business processes Academic Discipline: General management Supplementary Materials: Supplement, (609082), 8p, by Willy Shih, Ethan S. Bernstein, Nina Bilimoria; Case Teaching Note, (609084), 14p, by Willy Shih, Ethan S. Bernstein; Video Supplement, (609705), 9p, by Willy Shih, Ethan S. Bernstein, Nina Bilimoria Product Description: At Precision Electro-Tek's mobile phone manufacturing facility in southern China, thousands of operators - bright and capable young men and (mostly) women like Jieliang Hao are motivated to improve line productivity through small innovations for faster assembly and have discovered many ways to increase their performance. Meanwhile a globally-networked team of manufacturing experts led by Marty Cole, the case protagonist, is trying to spread best practice from other sites around the globe. Unfortunately these two processes sometimes inadvertently clash, presenting a management challenge. The case helps students examine the implicit assumptions managers make in organizing work inside a factory. These assumptions reflect theories of worker behavior and motivation in combination with managers' beliefs of what constitutes “best practice.” Students are offered an opportunity to dissect these lean manufacturing theories and recognize that in this particular implementation, implementation of best practice without sufficient consideration of the interplay of theories on motivation has led to unexpected outcomes. The case offers an opportunity to exp    Jieliang Phone Home! (A)   Add   View  15 pp.  Case Author(s): Shih, Willy; Bernstein, Ethan S.; Bilimoria, Nina Publication Date: 02/15/2009 Revision Date: 05/18/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 609080 Geographic Setting: China Number of Employees: 200000 Gross Revenue: $30 B Event Year Start: 2008 Subjects: Organizational behavior; Operations; Compensation; Incentives; Work environments; Motivation; Business processes Academic Discipline: General management Supplementary Materials: Supplement, (609081), 8p, by Willy Shih, Ethan S. Bernstein, Nina Bilimoria; Supplement, (609082), 8p, by Willy Shih, Ethan S. Bernstein, Nina Bilimoria; Case Teaching Note, (609084), 14p, by Willy Shih, Ethan S. Bernstein; Video Supplement, (609705), 9p, by Willy Shih, Ethan S. Bernstein, Nina Bilimoria Product Description: At Precision Electro-Tek's mobile phone manufacturing facility in southern China, thousands of operators - bright and capable young men and (mostly) women like Jieliang Hao are motivated to improve line productivity through small innovations for faster assembly and have discovered many ways to increase their performance. Meanwhile a globally-networked team of manufacturing experts led by Marty Cole, the case protagonist, is trying to spread best practice from other sites around the globe. Unfortunately these two processes sometimes inadvertently clash, presenting a management challenge. The case helps students examine the implicit assumptions managers make in organizing work inside a factory. These assumptions reflect theories of worker behavior and motivation in combination with managers' beliefs of what constitutes “best practice.” Students are offered an opportunity to dissect these lean manufacturing theories and recognize that in this particular implementation, implementation of best practice without sufficient consideration of the in    Challenges in Marketing Socially Useful Goods to the Poor   Add   View  20 pp.  Case Author(s): Garrette, Bernard; Karnani, Aneel Publication Date: 08/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR463 Subjects: Profitability analysis; Economic development; Social issues; Market analysis; Corporate strategy; Multinational corporations; Social responsibility Academic Discipline: General management Product Description: Market-based solutions to alleviate poverty have become increasingly popular in recent years. Unfortunately, there are very few examples of profitable businesses that market socially useful goods in low-income markets and operate at a large scale. This article examines three case studies of multinational firms that tried to market unquestionably useful products-clean water, eyeglasses, and nutritious yogurt-to the poor but did not succeed commercially. The article also discusses two positive examples of profitable BOP ventures: mobile phones and detergents. Developing strategies for marketing socially useful goods to the poor, far from triggering a revolution in business thinking, requires firms to get back to the basic principles and rules of economics and business.    Bright Horizons Children’s Centers, Inc. — 1987   Add   View  13 pp.  Case Author(s): Uyterhoeven, Hugo E.R.; Hart, Myra M. Publication Date: 07/28/1993 Revision Date: 03/18/1994 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 394031 Geographic Setting: Massachusetts Event Year Start: 1988 Event Year End: 1988 Subjects: Organizational development; Business growth; Small & medium-sized enterprises; Family-owned businesses; Delegation; Implementing strategy Academic Discipline: General management Supplementary Materials: Video Supplement, (395517), 0p, by Hugo E.R. Uyterhoeven Product Description: The founders of Bright Horizons have developed a distinctive strategy and raised venture capital money. Now they are ready to make their dream come true. How should they proceed in implementing their strategy?    Alison Barnard   Add   View  15 pp.  Case Author(s): Bygrave, William; Hedberg, Carl Publication Date: 11/01/2006 Product Type: Case Publisher: Babson College HBS Number: BAB139 Subjects: Entrepreneurship; Growth strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (BAB639), 7p, by William Bygrave, Carl Hedberg Product Description: Alison Barnard, 27, knows shopping, retail, and fashion. As an MBA, working part time in retail, she devises a business plan for a premium denim and tops boutique based on her view that “women are not brand loyal, they are fit loyal.” In-Jean-ius, her six-month-old corner shop in Boston's lovely North End, has been exceeding her revenue estimates since day one-largely because Alison has skill and passion to help her upscale clients find just the right' pair of jeans. As it has from the very beginning, running this hit venture consumes nearly every waking hour. Still, the creative, high-energy founder is far less concerned with burning out than with having her retail store duties usurp her ability to plan and manage for growth. While her plan is to roll out In-Jean-ius stores in major cities like New York, Chicago, LA, that will be critically dependent on her ability to attract and develop management talent with a similarly keen eye for fit. Her latest hire with management potential has just decided to quit, leaving Alison to wonder; if it's such a challenge to replicate myself at this one location, how am I supposed to scale?    Ventro: Builder of B2B Businesses   Add   View  42 pp.  Case Author(s): Applegate, Lynda M.; Collura, Meredith Publication Date: 11/09/2000 Revision Date: 06/28/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 801042 Geographic Setting: California Number of Employees: 354 Gross Revenue: $72.3 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Organizational behavior; Entrepreneurship; Leadership; Business models; Business to business; Internet Academic Discipline: General management Supplementary Materials: Case Teaching Note, (801254), 20p, by Lynda M. Applegate, Meredith Collura Product Description: Enables a thorough analysis of Ventro (formerly known as Chemdex), which builds and operates multiple B2B marketplace companies. Examines Ventro's business model and strategy as well as the company's operating, technical, and management expertise. Part of the Building-E-Business Online series.    The Southeast Bank of Texas in the Financial Crisis   Add   View  16 pp.  Case Author(s): Pozen, Robert C.; Schneider, Benjamin Publication Date: 06/07/2010 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 310141 Subjects: Finance; Financial crisis Academic Discipline: General management Supplementary Materials: Case Teaching Note, (310142), 10p, by Robert C. Pozen, Benjamin Schneider Product Description: The Southeast Bank of Texas, like most other financial institutions in the US, has fallen on hard times during the financial crisis of the past year. Now, in March 2009, the bank is faced with several choices as a result of the new reforms spawned from the financial crisis: The FDIC's Temporary Liquidity Guarantee Program and the US Treasury's Capital Purchase Program. Additionally, the implementation of BASEL II has left new regulations in place for capital requirements for banks. Irwin Greff, President and CEO of the Southeast Bank, faces several decisions on how to proceed with these new policies that will surely shape the future of the bank.    The Posse Foundation: Implementing a Growth Strategy   Add   View  22 pp.  Case Author(s): Childress, Stacey; Alexander, Andrea Publication Date: 03/06/2009 Revision Date: 08/12/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 309056 Geographic Setting: United States Gross Revenue: $13 million Event Year Start: 2008 Subjects: Entrepreneurship; Social enterprise; Strategy Academic Discipline: General management Product Description: To maximize their effectiveness, color cases should be printed in color. The Posse Foundation selected high-potential, non-traditional students to attend selective colleges as part of a group of 10 from the same city. The organization had developed an ambitious growth plan, but because it focused on the most selective colleges, the pool of available university partners was somewhat limited. Some members of Posse's board wondered if the organization should broaden the criteria for potential partner colleges in order to more quickly grow the number of students it served. If Posse defined its impact as helping as many non-traditional students as possible enter and graduate from college, expanding the list of acceptable partners might make sense. But CEO Deborah Bial believed that selective colleges provided posse scholars with more than just superior career opportunities - they were a gateway to influential leadership positions and powerful networks. If Posse defined its impact as changing the demographic makeup of the leadership of professions such as law, business, medicine, and education, then perhaps it should continue to target only the most selective colleges. The case provides an opportunity for readers in the CEO's shoes and weigh the consequences of each approach.    QuickenInsurance: The Race to Click and Close (B)   Add   View  8 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 11/15/2002 Revision Date: 02/06/2003 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 803071 Subjects: Computers; Entrepreneurial management; Business models Academic Discipline: General management Supplementary Materials: Case Teaching Note, (802138), 15p, by Lynda M. Applegate Product Description: Details events during 2000 to 2002.    QuickenInsurance: The Race to Click and Close (A)   Add   View  27 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 02/04/2000 Revision Date: 11/18/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 800295 Gross Revenue: $853 million revenues Event Year Start: 1994 Event Year End: 2000 Subjects: Computers; Entrepreneurial management; Business models Academic Discipline: General management Supplementary Materials: Case Teaching Note, (802138), 15p, by Lynda M. Applegate; Supplement, (803071), 8p, by Lynda M. Applegate Product Description: ES Technologies started in 1976 as a storefront in Tempe, Arizona selling personal computer kits to hobbyists. Twenty years later, revenues exceeded $3.5 billion, and the business had evolved from a computer store to a master reseller and full-line integrator of information technology products. At the time of the case, the founder (who remains as CEO) must decide whether to reinvent the company yet again to become an online “orchestrator” for the information technology (IT) industry.    Paving the Information Superhighway   Add   View  25 pp.  Case Author(s): Applegate, Lynda M.; Gogan, Janis L. Publication Date: 01/27/1995 Revision Date: 07/22/1996 Product Type: Note Publisher: Harvard Business School HBS Number: 195202 Subjects: Information & technology Academic Discipline: General management Product Description: Examines solutions to many of the information-sharing problems that limit growth of electronic commerce on the Internet. Serves as a basic primer for the use of electronic information exchange. While familiarizing the student with the basic tenets and terminology of the new technology, it also provides step-by-step guidance to navigating the World Wide Web.    Merck: Managing Vioxx (A)   Add   View  11 pp.  Case Author(s): Simons, Robert L.; Rosenberg, Kathryn; Kindred, Natalie Publication Date: 04/20/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 109080 Geographic Setting: United States Number of Employees: ~100000 Gross Revenue: ~24 billion Event Year Start: 1999 Event Year End: 2003 Subjects: Crisis management; Mission statements; Innovation; Leadership; Risk management; Ethics; Reputations Academic Discipline: General management Supplementary Materials: Supplement, (109081), 2p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109082), 3p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109083), 2p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109084), 7p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109085), 2p, by Robert L. Simons, Natalie Kindred; Supplement, (109086), 3p, by Robert L. Simons, Natalie Kindred; Case Teaching Note, (109087), 11p, by Natalie Kindred, Robert L. Simons Product Description: This two-class case series allows students to stand in the shoes of CEO Ray Gilmartin during the unfolding stages of a reputational crisis. Merck's mission statement claims to “put patients first,” but the company is widely criticized for putting profit before patient safety. The (A) case describes the discovery of Vioxx, a new arthritis drug, and asks students to calculate the drug's lifetime expected value. Supplements are handed out in class as the story unfolds: (B) evidence of life-threatening side effects, (C) decision options, (D) announcement to withdraw Vioxx, (E) reaction by patients, shareholders, media, and regulators, (F) Merck fights back, and (G) wrap-up. At the end of the case series, students may conclude that doing the right thing sometimes requires very hard choices.    Last Mile of Broadband Access, Technical Note   Add   View  32 pp.  Case Author(s): Light, Jay O.; Applegate, Lynda M.; Green, Dan J. Publication Date: 09/14/1999 Revision Date: 01/25/2000 Product Type: Note Publisher: Harvard Business School HBS Number: 800076 Subjects: Technological change; Technology; Internet Academic Discipline: General management Product Description: Provides an overview of broadband access technology. Includes technical overviews of cable, DSL, fixed wireless, and satellite systems, and suggests the technical suitability of each to accommodate broadband applications.    Internet Securities, Inc.: Building a Business in Turbulent Times (B)   Add   View  3 pp.  Case Author(s): Applegate, Lynda M.; Kohler, Kristin; Bartlett, Nancy Publication Date: 12/16/2002 Revision Date: 03/05/2003 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 803013 Subjects: Entrepreneurial management; Information & technology Academic Discipline: General management Product Description: Supplements the (A) case.    Intellectual Asset Valuation   Add   View  23 pp.  Case Author(s): Applegate, Lynda M.; Clarkson, Gavin Publication Date: 12/08/2000 Product Type: Note Publisher: Harvard Business School HBS Number: 801192 Subjects: Intangible assets; Intellectual capital; Valuation Academic Discipline: General management Supplementary Materials: Spreadsheet Supplement, (801701), 0p, by Gavin Clarkson Product Description: Discusses the shortcomings of the current “rules of thumb” for intellectual asset valuation in the context of intellectual property licensing transactions. As an alternative to the present scheme, this note proposes quantitative methods for such valuations in order to better inform the parties negotiating the elements of an IP transaction.    InSite Marketing Technology (B)   Add   View  5 pp.  Case Author(s): Applegate, Lynda M.; Feraud, Genevieve Publication Date: 02/03/2000 Revision Date: 04/03/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 800280 Geographic Setting: Massachusetts Event Year Start: 1999 Event Year End: 1999 Subjects: Acquisitions; Entrepreneurship; Venture capital; Partnerships; Internet; Applications Academic Discipline: General management Product Description: Provides students an example of partnerships/acquisitions that allow delivery of packaged solutions to customers in the electronic commerce space.    InSite Marketing Technology (A)   Add   View  17 pp.  Case Author(s): Applegate, Lynda M.; Marcelo, Sheila Lirio; Feraud, Genevieve Publication Date: 02/03/2000 Revision Date: 04/01/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 800279 Geographic Setting: Massachusetts Event Year Start: 1999 Event Year End: 1999 Subjects: Acquisitions; Entrepreneurship; Venture capital; Internet marketing; Partnerships; Internet; Applications Academic Discipline: General management Product Description: Introduces students to products and services that improve customers' online shopping experience. Also discusses the challenges of marketing new product concepts and finding funding for start-up ventures.    Emerging Networked Business Models: Lessons from the Field   Add   View  23 pp.  Case Author(s): Applegate, Lynda M.; Collura, Meredith Publication Date: 08/30/2000 Revision Date: 12/03/2001 Product Type: Note Publisher: Harvard Business School HBS Number: 801172 Subjects: Entrepreneurship; Entrepreneurial finance; Business models Academic Discipline: General management Product Description: Provides an overview of the networked models that are revolutionizing market industries and the organizations that compete and do business within them. Teaching Purpose: To introduce students and executives to emerging networked models and to provide a foundation for strategic decision making.    Electronic Commerce: Trends and Opportunities   Add   View  16 pp.  Case Author(s): Applegate, Lynda M.; Gogan, Janis L. Publication Date: 07/25/1995 Revision Date: 10/06/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 196006 Subjects: Organizational design; Marketing strategy; Information & technology Academic Discipline: General management Product Description: In a 1966 Harvard Business Review article, Felix Kaufman implored general managers to think beyond their own organizational boundaries to the possibilities of interorganizational systems (IOS) — networked computers that enable companies to share information and information processing across organizational boundaries. His was a visionary argument that was already becoming a reality; from entrepreneurial actions at American Hospital Supply Corp. and American Airlines grew two legendary strategic IT applications that changed the face of their respective industries. In doing so, they helped change the role of IT so that it became a tool to support commerce — the organizational strategies, structures, and systems through which an organization conducts business with buyers, sellers, and other industry participants. Today, many of the most dramatic and potentially powerful uses of IT involve networks that transcend company boundaries. These IOS enable firms to incorporate buyers, suppliers, and partners in the redesign of their key business processes, thereby enhancing productivity, quality, speed, and flexibility.    eLance.com: Building a Professional Services Marketplace   Add   View  21 pp.  Case Author(s): Applegate, Lynda M.; Kohler, Kristin Publication Date: 10/28/2000 Revision Date: 03/28/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 801224 Geographic Setting: California Event Year Start: 2000 Event Year End: 2000 Subjects: Technology; Internet Academic Discipline: General management Product Description: Launched as an eBay for services, eLance promises to leverage the capabilities of the Internet to not only change the way services are bought and sold, but change the fundamental dynamics of the global economy. Building on theories posited in the HBR article by Tim Malone and Robert Laubaucher, eLance enables individuals and companies to buy and sell services using an RFP-based pricing model. Will eLance be the next eBay? The case explores the challenges facing eLance as the team attempts to both create a new means of exchanging professional services in the marketplace and develop an online services model that can succeed in the increasingly competitive and profit-conscious Internet economy.    Xerox: Outsourcing Global Information Technology Resources   Add   View  32 pp.  Case Author(s): Applegate, Lynda M.; Davis, Kevin Publication Date: 04/04/1995 Revision Date: 06/03/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 195158 Geographic Setting: United States Event Year Start: 1993 Event Year End: 1993 Subjects: Innovation; Organizational change; Information & technology; Suppliers; Computer systems Academic Discipline: General management Supplementary Materials: Case Teaching Note, (196055), 13p, by Richard L. Nolan; Case Teaching Note, (196086), 4p, by F. Warren McFarlan Product Description: In order to increase revenues, develop new technologies, and manage information technology more efficiently, Xerox decided to sign a 10-year, $3.2 billion contract with Electronic Data Systems (EDS). This case describes the events that preceded Xerox's decision to outsource information technology.    Ventro: Builder of B2B Businesses (Condensed)   Add   View  27 pp.  Case Author(s): Applegate, Lynda M.; Collura, Meredith Publication Date: 12/20/2000 Revision Date: 07/24/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 801274 Geographic Setting: California Number of Employees: 354 Gross Revenue: $72.3 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Organizational behavior; Entrepreneurship; Leadership; Business models; Business to business; Internet Academic Discipline: General management Supplementary Materials: Case Teaching Note, (801254), 20p, by Lynda M. Applegate, Meredith Collura Product Description: Enables a condensed analysis of Ventro (formerly known as Chemdex), which builds and operates multiple B2B marketplace companies. Part of the Building-E-Business Online series.    Submarino.com (B)   Add   View  9 pp.  Case Author(s): Applegate, Lynda M.; Monteiro, Luiz Felipe Publication Date: 05/12/2003 Revision Date: 05/04/2004 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 803012 Subjects: Organizational behavior; International business; Entrepreneurship; Leadership; Technology; Business to consumer; Internet Academic Discipline: General management Product Description: Supplements the (A) case.    Submarino.com (A)   Add   View  38 pp.  Case Author(s): Applegate, Lynda M.; Monteiro, Luiz Felipe; Collura, Meredith Publication Date: 05/17/2001 Revision Date: 01/20/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 801350 Geographic Setting: Spain; Portugal; Latin America Number of Employees: 400 Gross Revenue: $10 million revenues Event Year Start: 2000 Event Year End: 2001 Subjects: Organizational behavior; International business; Entrepreneurship; Leadership; Technology; Business to consumer; Internet Academic Discipline: General management Supplementary Materials: Case Teaching Note, (803010), 28p, by Luiz Felipe Monteiro, Meredith Collura; Supplement, (803012), 9p, by Lynda M. Applegate, Luiz Felipe Monteiro Product Description: Enables a thorough analysis of Submarino.com, a B2C e-commerce company with a presence in Brazil, Argentina, Mexico, Spain, and Portugal. Examines the company's global operations as well as its organizational design and operating and management capabilities. Considers the company's challenge of determining its strategic and financial priorities as it launches a rapid growth plan with limited resources in 2001.    StudyBlue   Add   View  18 pp.  Case Author(s): Morgridge, John; Holloway, Chuck; Magat Raffaelli, Claire Publication Date: 04/06/2010 Product Type: Case Publisher: Stanford University HBS Number: E373 Geographic Setting: Wisconsin Subjects: Angel financing; Technology; Business models; Internet; Start-ups Academic Discipline: General management Supplementary Materials: Case Teaching Note, (E373TN), 6p, by John P. Morgridge, Chuck Holloway, Claire Magat Raffaelli Product Description: The case opens in July of 2009 with Becky Splitt, CEO of StudyBlue, facing a series of difficult decisions. These include: determining the appropriate business model to monetize the StudyBlue site, which customer segment to target, and how much new capital to raise (and from whom). The case tells the story of how StudyBlue was begun as a side project of Chris Kl ndt and Steve Wallman in 2006 and how it evolved into a full-fledge start-up with seven employees. Over the course of three years, StudyBlue develops a healthy following of college users and adds significant new features and functionality. However, by the close of the case, there is still uncertainly around how quickly it can grow revenue in the future. Given new competitors on the horizon and the window for Series A funding round closing, Splitt must make her decisions quickly.    Royal DSM N.V.: Information Technology Enabling Business Transformation   Add   View  31 pp.  Case Author(s): Applegate, Lynda M.; Watson, Edward; Vatz, Mara E. Publication Date: 06/29/2007 Revision Date: 08/08/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807167 Geographic Setting: Netherlands Number of Employees: 22,156 Gross Revenue: $8 billion revenues Event Year Start: 2000 Event Year End: 2006 Subjects: Corporate reorganization; Entrepreneurship; Information & technology; Growth strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (809078), 6p, by Lynda M. Applegate, Deborah Soule Product Description: Describes how Royal DSM NV, an $8 billion dollar global corporation, leveraged information technology to enable a major corporate portfolio transformation between 2000 and 2006.    Revolution Foods   Add   View  14 pp.  Case Author(s): Coates, Bethany; Grousbeck, H. Irving Publication Date: 11/17/2008 Product Type: Case Publisher: Stanford University HBS Number: E322 Geographic Setting: North America Academic Discipline: General management Supplementary Materials: Case Teaching Note, (E322TN), 3p, by Bethany Coates, H. Irving Grousbeck Product Description: In April 2007, Kristin Richmond laced up her sneakers and began the four mile run to Kirsten Tobey's house. It was a Saturday morning, but the two co-founders of Revolution Foods (RevFoods), a provider of healthy meals and nutrition education to schools in San Francisco and Los Angeles, felt pressure to finalize a plan for effectively managing their relationship with Maria Nunez. Nunez, a skeptical and influential food service administrator, had been undermining the RevFoods program at Green Academy, a charter school in California's Bay Area. Richmond and Tobey believed that if they did not address the issue now, their contract with the school could be revoked, an outcome that could threaten RevFoods's standing with other schools. As Richmond jogged up the last hill before reaching Tobey's residence, she wondered how best to turn their tense relationship with Nunez into a productive partnership.    RealNetworks, Inc.: Converging Technologies/Expanding Opportunities   Add   View  29 pp.  Case Author(s): Applegate, Lynda M.; Goldman, Kirk Publication Date: 10/01/1998 Revision Date: 02/10/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 399025 Geographic Setting: Washington Number of Employees: 200 Gross Revenue: $32.7 million revenues Event Year Start: 1995 Event Year End: 1998 Subjects: Entrepreneurial management; Competition; Information & technology; Internet Academic Discipline: General management Product Description: Highlights issues related to the impact of the Internet on industry and technology convergence. RealNetworks has succeeded in establishing its position as a market leader (over 90% market share) in the Internet streaming media segment. Can they maintain this position now that Microsoft has entered the market?    Overview of E-Business Pricing Models   Add   View  16 pp.  Case Author(s): Applegate, Lynda M.; Sasser, W. Earl, Jr.; Kohler, Kristin Publication Date: 09/07/2000 Revision Date: 06/07/2002 Product Type: Supplement Publisher: Harvard Business School HBS Number: 801182 Subjects: Technology; Business models; Logistics; Internet Academic Discipline: General management Product Description: Supplements National Logistics Management.    Open Market, Inc.: Managing in a Turbulent Environment   Add   View  30 pp.  Case Author(s): Applegate, Lynda M.; Gogan, Janis L. Publication Date: 03/22/1996 Revision Date: 08/29/1996 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 196097 Geographic Setting: Massachusetts Event Year Start: 1995 Event Year End: 1995 Subjects: Entrepreneurial management; Internet; Applications Academic Discipline: General management Supplementary Materials: Case Teaching Note, (196068), 25p, by Lynda M. Applegate, Janis L. Gogan Product Description: Presents the story of Open Market, Inc., one of numerous companies formed in 1994 to engage in electronic commerce over the Internet. This case examines the company's development — its business strategy and organization evolution — as the company increased in size and gained a firm foothold in the uncertain electronic commerce.    National Logistics Management   Add   View  32 pp.  Case Author(s): Applegate, Lynda M.; Rotelli, Mary Teichert; Kohler, Kristin Publication Date: 09/22/2000 Revision Date: 10/22/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 801110 Geographic Setting: Michigan Event Year Start: 2000 Event Year End: 2000 Subjects: Technology; Business models; Logistics; Internet Academic Discipline: General management Supplementary Materials: Supplement, (801182), 16p, by Kristin Kohler; Case Teaching Note, (803003), 8p, by Madlen Kadish Product Description: National Logistics Management (NLM), a third-party logistics company, is a successful, profitable business that provides a more cost-effective and efficient means to expedite premium freight. With the logistics landscape changing, NLM's market niche is threatened. Can NLM survive in the newer, faster e-business logistics world? What are NLM's options for growth?    MicroAge, Inc.: Orchestrating the Information Technology Value Chain   Add   View  37 pp.  Case Author(s): Applegate, Lynda M.; Goldman, Kirk Publication Date: 11/19/1997 Revision Date: 05/02/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 398068 Geographic Setting: Arizona Number of Employees: 2,900 Gross Revenue: $3.5 billion revenues Event Year Start: 1996 Event Year End: 1997 Subjects: Distribution; Information & technology Academic Discipline: General management Supplementary Materials: Case Teaching Note, (399115), 32p, by Lynda M. Applegate Product Description: MicroAge, Inc. started as a storefront in Tempe, AZ in 1976 selling personal computer kits to hobbyists. During their first year of operation, founders Jeff McKeever and Alan Hald sold $1.5 million worth of computer kits, priced at under $1,000 each. Twenty years later, revenues exceeded $3.5 billion dollars, while the business evolved from a computer store to a master reseller and full-line integrator of information technology products. MicroAge continually reinvented itself and its business with an entrepreneurial spirit most companies of its size cannot enjoy. MicroAge thrives on the theory that many of its fiercest competitors can also be its best clients. This case provides an excellent vehicle for helping students understand the opportunities and risks related to electronic commerce and the Internet.    Merck: Managing Vioxx (G)   Add   View  3 pp.  Case Author(s): Simons, Robert L.; Kindred, Natalie Publication Date: 04/20/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 109086 Geographic Setting: United States Number of Employees: ~100000 Gross Revenue: ~24 billion Event Year Start: 2007 Subjects: Crisis management; Mission statements; Innovation; Leadership; Risk management; Ethics; Reputations Academic Discipline: General management Supplementary Materials: Case Teaching Note, (109087), 11p, by Natalie Kindred, Robert L. Simons    Merck: Managing Vioxx (E)   Add   View  7 pp.  Case Author(s): Simons, Robert L.; Rosenberg, Kathryn; Kindred, Natalie Publication Date: 04/20/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 109084 Geographic Setting: United States Number of Employees: ~100000 Gross Revenue: ~24 billion Event Year Start: 2004 Event Year End: 2005 Subjects: Crisis management; Mission statements; Innovation; Leadership; Risk management; Ethics; Reputations Academic Discipline: General management Supplementary Materials: Supplement, (109085), 2p, by Robert L. Simons, Natalie Kindred; Supplement, (109086), 3p, by Robert L. Simons, Natalie Kindred; Case Teaching Note, (109087), 11p, by Natalie Kindred, Robert L. Simons    Merck: Managing Vioxx (D)   Add   View  2 pp.  Case Author(s): Simons, Robert L.; Rosenberg, Kathryn; Kindred, Natalie Publication Date: 04/20/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 109083 Geographic Setting: United States Number of Employees: ~100000 Gross Revenue: ~24 billion Event Year Start: 2004 Subjects: Crisis management; Mission statements; Innovation; Leadership; Risk management; Ethics; Reputations Academic Discipline: General management Supplementary Materials: Supplement, (109084), 7p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109085), 2p, by Robert L. Simons, Natalie Kindred; Supplement, (109086), 3p, by Robert L. Simons, Natalie Kindred; Case Teaching Note, (109087), 11p, by Natalie Kindred, Robert L. Simons    Merck: Managing Vioxx (C)   Add   View  3 pp.  Case Author(s): Simons, Robert L.; Rosenberg, Kathryn; Kindred, Natalie Publication Date: 04/20/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 109082 Geographic Setting: United States Number of Employees: ~100000 Gross Revenue: ~24 billion Event Year Start: 2004 Subjects: Crisis management; Mission statements; Innovation; Leadership; Risk management; Ethics; Reputations Academic Discipline: General management Supplementary Materials: Supplement, (109083), 2p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109084), 7p, by Robert L. Simons, Kathryn Rosenberg, Natalie Kindred; Supplement, (109085), 2p, by Robert L. Simons, Natalie Kindred; Supplement, (109086), 3p, by Robert L. Simons, Natalie Kindred; Case Teaching Note, (109087), 11p, by Natalie Kindred, Robert L. Simons    Internet Securities, Inc.: Building a Business in Turbulent Times (A)   Add   View  38 pp.  Case Author(s): Applegate, Lynda M.; Goldman, Kirk Publication Date: 09/24/1997 Revision Date: 10/07/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 398007 Subjects: Entrepreneurial management; Information & technology Academic Discipline: General management Supplementary Materials: Case Teaching Note, (399107), 25p, by Lynda M. Applegate; Supplement, (803013), 3p, by Lynda M. Applegate, Kristin Kohler, Nancy Bartlett Product Description: Examines the challenges faced by the founders of this Internet start-up as they attempt to build a successful e-business. Founded in May 1995 when the commercial Internet was still in its infancy, Internet Securities provides hard-to-find financial, business, economic, and political information on emerging markets. Information from over 600 information suppliers in more than 25 emerging markets (for example, China, Russia, Poland, Venezuela, Argentina, Chile, Turkey) is provided to over 650 insitutional clients, including J.P. Morgan, Deutsche Morgan Grenfell, KPMG, and Ing. Barings. Set in January 1999, the case describes how this early Internet pioneer defined a new business model and built an organization in “Internet time.” In the words of the founders, “In less than four years, we built this company from a few people doing all work out of a third-floor walk-up apartment to over 200 people performing specialized roles all over the world.” At the time of the case, the company had just been acquired by EuroMoney PLC for $43 million. Students use the frameworks and tools available in the Creating E-Business Value online program to assess the value of the company at the time of the sale and to determine whether or not Internet Securities and Euromoney's stakeholders (including the founders, employees, and investors) are happy with the deal that was struck — first from a financial point of    Interactive Insurance Services: Redefining Insurance Distribution   Add   View  20 pp.  Case Author(s): Applegate, Lynda M.; Malcom-Nagler, Maria Publication Date: 09/18/1998 Revision Date: 02/22/1999 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 399017 Geographic Setting: Virginia Event Year Start: 1995 Event Year End: 1998 Subjects: Entrepreneurship; Information & technology; Internet Academic Discipline: General management Product Description: Founded in July 1995, Interactive Insurance Services provided personal lines of insurance over the World Wide Web. In June 1996, the company was acquired by Intuit for $7.5 million. The case details the competitive and organizational issues faced by this rapidly growing Internet business.    Intellectual Property Exchange (B)   Add   View  4 pp.  Case Author(s): Applegate, Lynda M.; Clarkson, Gavin Publication Date: 09/01/2000 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 801177 Subjects: Intellectual capital; Internet Academic Discipline: General management Product Description: Supplements the (A) case.    Intellectual Property Exchange (A)   Add   View  12 pp.  Case Author(s): Applegate, Lynda M.; Clarkson, Gavin Publication Date: 09/01/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 801176 Geographic Setting: New York Number of Employees: 10,000 Event Year Start: 1999 Event Year End: 1999 Subjects: Intellectual capital; Internet Academic Discipline: General management Supplementary Materials: Supplement, (801177), 4p, by Gavin Clarkson Product Description: As the marketplace for intellectual assets explodes, the mechanisms for liquidity and exchange have not kept pace. Bryan Benoit, partner at PricewaterhouseCoopers (PwC), believes that he has a solution. Working initially with a shoestring development budget, he has created an e-business within PwC called The Intellectual Property Exchange, which he believes will both increase the liquidity for intellectual assets, increase the number of transactions that take place worldwide, as well as increase the visibility of PwC's Intellectual Asset Management Practice. This case explores the challenges and obstacles that Benoit faces.    Frito-Lay, Inc.: A Strategic Transition — 1987-92 (Abridged)   Add   View  24 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 03/03/1995 Revision Date: 09/29/1997 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 195238 Geographic Setting: United States Gross Revenue: $6 billion revenues Event Year Start: 1987 Event Year End: 1991 Subjects: Organizational change; Information systems; Information & technology; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (196072), 38p, by Lynda M. Applegate Product Description: A new CEO must take action to return the company to profitability, to clarify the vision, and then to build the infrastructure (human, capital, and information) needed to support the long-term change in strategy and organization. The case provides a rich description of the evolutionary nature of the vision for change and the development of the organizational and information infrastructure needed to support it. The company institutes changes in structure, management systems, people, and processes in a second round of organizational change initiatives — this time more radical in nature.    Fidelity Retires in Canada   Add   View  24 pp.  Case Author(s): Pozen, Robert C.; Scott, Edward Publication Date: 07/19/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 311023 Geographic Setting: Canada Event Year Start: 1998 Event Year End: 2008 Subjects: Investment management; International business; Mutual funds Academic Discipline: General management Supplementary Materials: Case Teaching Note, (311026), 15p, by Robert C. Pozen, Edward Scott Product Description: The head of Fidelity Canada was faced with a decision about what to do with its retirement business there. Although Fidelity as a fund manager has made some headway in Canada, the competition has been very tough for the administration of retirement plans — a separate business from fund management. The case discusses the similarities and differences between defined contribution plans in Canada and the US. It then focuses on three possible decisions for Fidelity Canada — grow its own retirement business, find a joint venture partner or sell the business.    FairMarket, Inc.: Where Buyers and Sellers Connect   Add   View  26 pp.  Case Author(s): Applegate, Lynda M.; Wieland, Jack; Raube, Chad Publication Date: 08/04/1998 Revision Date: 06/23/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 399006 Geographic Setting: Massachusetts Number of Employees: 50 Event Year Start: 1998 Event Year End: 1998 Subjects: Auctions; Entrepreneurial management; Information systems; Information & technology; Information age Academic Discipline: General management Product Description: On February 20, 1997, FairMarket, an Internet-based business-to-business auction site, was launched. CEO, founder Scott Randall, drew on his experience building Internet businesses at NECX Direct, Yahoo, and Internet Shopping Network to build his business. This case, set in June 1998, describes the challenges he faced in launching the company and enables students to debate the best approach to penetrating the market and growing the organization.    E-Commerce in Latin America   Add   View  31 pp.  Case Author(s): Applegate, Lynda M.; Monteiro, Luiz Felipe; Collura, Meredith Publication Date: 03/28/2001 Revision Date: 06/10/2002 Product Type: Note Publisher: Harvard Business School HBS Number: 801388 Subjects: Organizational behavior; International business; Entrepreneurship; Leadership; Technology; Internet Academic Discipline: General management Product Description: Examines the vast potential offered by e-commerce in Latin America. Addresses both B2B and B2C e-commerce, as well as the specific economic, cultural, and technological barriers for doing business online in the region.    Doing Business in a Distributed World: Clients, Servers, and the Stuff in Between   Add   View  11 pp.  Case Author(s): Applegate, Lynda M.; Bock, Geoffrey Publication Date: 02/06/1995 Revision Date: 10/12/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 195211 Subjects: Information systems Academic Discipline: General management Product Description: Examines business computing as it is evolving in the 1990s. Compares the highly centralized and tightly controlled systems of the past with today's flexible, networked, client/server technology. Serves as an introduction to client/server terminology and technology.    Delta Electronics Hybrid Power Train   Add   View  18 pp.  Case Author(s): Shih, Willy; Wang, Jyun-Cheng Publication Date: 05/12/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610098 Geographic Setting: China; Taiwan Number of Employees: Est 10,000 Gross Revenue: $3.8B Event Year Start: 2009 Event Year End: 2010 Subjects: Industrial development; Innovation; Technology; Modularity; Industrial goods Academic Discipline: General management Product Description: Delta Electronics, the world's largest manufacturer of switching power supplies, hoped to enter the market for gasoline-electric hybrid power trains for automobiles by being a major component and subsystem supplier. While most public awareness of hybrid vehicles fell to the tier one integrated vehicle manufacturers, Delta felt it had an opportunity to enter the market via new automotive market entrants in China who had comparatively fewer capabilities and were willing to purchase major subsystems. Yet the company faced a dilemma — a major customer wanted Delta to transfer ownership of key intellectual property as a condition of doing business. The case affords students an opportunity to consider whether a technological shift will enable what seems traditionally to be a highly integrated product designs to shift to a modular architecture, and consider the implications for appropriability of returns.    Colliers International Property Consultants, Inc.: Managing a Virtual Organization   Add   View  20 pp.  Case Author(s): Applegate, Lynda M.; Knoop, Carin-Isabel Publication Date: 05/02/1996 Revision Date: 05/19/1997 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 396080 Number of Employees: 4,400 Gross Revenue: $17 billion revenues Event Year Start: 1994 Event Year End: 1995 Subjects: International business; Corporate strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (399101), 28p, by Lynda M. Applegate Product Description: In less than 20 years, the real estate firm Colliers International expanded into a federation of 180 offices with close to 4,500 professionals in over 30 countries. Because Colliers expanded by signing up existing firms strong in their local markets, its leaders had to manage a portfolio of firms with revenues ranging from $500,000 to over $80 million. Some were over 150 years old; others less than one. Firms provided services ranging from commission-based brokerage services to advisory services more akin to consulting services involving retainer fees. Colliers leaders are considering how their organization should respond to the changing needs of real estate clients. Colliers managers need to decide what organizational structure, management practices, and IT strategy their organization requires to enter the next century.    Campbell Soup Co.: Transforming for the 21st Century   Add   View  27 pp.  Case Author(s): Applegate, Lynda M.; Ladge, Jamie Publication Date: 03/26/2003 Revision Date: 10/22/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 803119 Geographic Setting: New Jersey Number of Employees: 24,000 Gross Revenue: $5.7 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Organizational behavior; Leadership; Change management; Competition Academic Discipline: General management Product Description: In July 2001, Campbell Soup's newly appointed CEO, Douglas R. Conant, addressed a group of Wall Street analysts and unveiled his plan to kick-start growth. His plan called for organizational renewal and revitalization, redesign of core customer-facing processes including supply chain, order fulfillment, and customer service of Campbell's U.S. soup business. Condensed soup sales, which represented nearly 50% of the company's total operating profit, had been in decline for several years and the company was slowly losing market share in this core product group as competition intensified. Pressure had mounted from major competitor General Mills, which had recently acquired Pillsbury Co., maker of Campbell's rival soup brand Progresso. .    Bolsa de Valores de Guayaquil (BVG): Reaching Worldwide Investors Through the Internet   Add   View  40 pp.  Case Author(s): Applegate, Lynda M.; Montealegre, Ramiro; Vera, Dusya; Barone, Karen J. Publication Date: 11/23/1998 Revision Date: 02/03/1999 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 399070 Geographic Setting: Ecuador Number of Employees: 78 Gross Revenue: $2 million revenues Event Year Start: 1993 Event Year End: 1998 Subjects: Stock exchanges; Emerging markets; Foreign investment; Information & technology; Internet Academic Discipline: General management Product Description: The Guayaquil Stock Exchange developed a Web site to provide information about the market in Ecuador. Though the system provided some dynamic information for potential investors and allowed for some transactions to occur via the Internet, it had not at the time of the case been able to support on-line trading. The case explores the usefulness of the site in the context of an emerging market.

Basic Industries   Add   View  12 pp.  Case Author(s): Bower, Joseph L.; Rosenblum, John W. Publication Date: 03/01/1968 Revision Date: 07/29/2010 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 313121 Geographic Setting: United States Gross Revenue: $100 million sales Event Year Start: 1967 Event Year End: 1967 Subjects: Computers; Capital budgeting; Business policy; Middle management; Conglomerates Academic Discipline: General management Supplementary Materials: Case Teaching Note, (395234), 7p, by Joseph L. Bower Product Description: Policy problems, mainly organizational issues, face a young middle manager in the context of capital budgeting in a highly technological conglomerate firm with high market uncertainty.    Bank of America Acquires Merrill Lynch (B)   Add   View  2 pp.  Case Author(s): Pozen, Robert C.; Beresford, Charles E. Publication Date: 05/26/2010 Revision Date: 07/26/2010 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 310106 Geographic Setting: United States Number of Employees: 284,000 Gross Revenue: $120 billion Event Year Start: 2009 Subjects: Corporate governance; Financial crisis Academic Discipline: General management Supplementary Materials: Case Teaching Note, (310124), 8p, by Robert C. Pozen Product Description: Supplements to HBS no. 310-092.    Bank of America Acquires Merrill Lynch (A)   Add   View  23 pp.  Case Author(s): Pozen, Robert C.; Beresford, Charles E. Publication Date: 05/26/2010 Revision Date: 07/29/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 310092 Geographic Setting: United States; North Carolina Number of Employees: 284,000 Gross Revenue: $120 B Event Year Start: 2008 Subjects: Corporate governance; Financial crisis Academic Discipline: General management Supplementary Materials: Supplement, (310106), 2p, by Robert C. Pozen, Charles E. Beresford; Case Teaching Note, (310124), 8p, by Robert C. Pozen Product Description: On December 22, 2008, Bank of America (BofA) chairman and CEO Ken Lewis convened a special board of directors meeting to review his company's pending acquisition of investment bank Merrill Lynch. Negotiations for the acquisition had begun a few months earlier, during the disastrous week in September in which Lehman Brothers declared bankruptcy. Initially both Merrill and BofA viewed their agreement favorably, but in the intervening months, as Merrill's anticipated losses ballooned and the government stepped in with such programs as the TARP, BofA found itself tied to a financial anchor with a hard-line from the government that prevented BofA from abandoning ship. This case provides background on the financial crisis and the chain of events between September and December of 2008 in which Merrill, BofA, and the government attempted to negotiate the acquisition. This case focuses class discussion on several decisions-whether BofA should have initially agreed to buy Merrill Lynch, whether it should have accepted capital contributions from the Treasury, and how it should have responded to the deterioration in Merrill Lynch's position in the first quarter.    BAE Automated Systems (B): Implementing the Denver International Airport Baggage-Handling System   Add   View  3 pp.  Case Author(s): Applegate, Lynda M.; Montealegre, Ramiro; Knoop, Carin-Isabel Publication Date: 05/21/1996 Revision Date: 10/09/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 396312 Geographic Setting: Colorado Number of Employees: 365 Event Year Start: 1989 Event Year End: 1995 Subjects: Management communication; Politics; Project management; Engineering Academic Discipline: General management Supplementary Materials: Case Teaching Note, (399099), 33p, by Lynda M. Applegate Product Description: Describes the negotiations between the City of Denver officials, airlines, consulting companies, and BAE for the construction of a backup baggage system to enable the Denver International Airport (DIA) to open. When DIA finally opens in February 1995, 16 months behind schedule, it has three separate baggage-handling systems instead of a single state-of-the-art, integrated baggage-handling system.    BAE Automated Systems (A): Denver International Airport Baggage-Handling System   Add   View  15 pp.  Case Author(s): Applegate, Lynda M.; Montealegre, Ramiro; Nelson, H. James; Knoop, Carin-Isabel Publication Date: 04/12/1996 Revision Date: 11/06/1996 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 396311 Geographic Setting: Colorado Number of Employees: 365 Event Year Start: 1989 Event Year End: 1994 Subjects: Management communication; Politics; Project management; Engineering Academic Discipline: General management Supplementary Materials: Case Teaching Note, (399099), 33p, by Lynda M. Applegate Product Description: Describes the events surrounding the construction of the BAE baggage-handling system at the Denver International Airport. It looks specifically at project management, including decisions regarding budget, scheduling, and the overall management structure. Also examines the airport's attempt to work with a great number of outside contractors, including BAE, and coordinate them into a productive whole, while under considerable political pressures. Approaches the project from the point of view of BAE's management, which struggles to fulfill its contract, work well with project management and other contractors, and deal with supply, scheduling, and engineering difficulties.    American Express Interactive   Add   View  22 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 07/26/2001 Revision Date: 12/04/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 802022 Geographic Setting: New York; Washington Event Year Start: 1996 Event Year End: 1998 Subjects: Information & technology; Applications Academic Discipline: General management Supplementary Materials: Case Teaching Note, (802071), 35p, by Lynda M. Applegate Product Description: Follows the protagonist, Sonia Sharpe, as she and her American Express Interactive Team attempt to develop and market an interactive, on-line, corporate travel service in a highly competitive environment. Looks at the possible resources and partnerships a company needs to succeed in the fast-paced world of computer software and information technology. Ends with Sharpe questioning whether (and how) to pursue international expansion and the integration of the Interactive Travel Service with other American Express services (for example, their corporate credit card service). A rewritten version of an earlier case.    Amazon.com — 1994-2000   Add   View  44 pp.  Case Author(s): Applegate, Lynda M.; Collura, Meredith Publication Date: 09/14/2000 Revision Date: 11/22/2002 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 801194 Geographic Setting: United States Number of Employees: 200 Gross Revenue: $3 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Business models Academic Discipline: General management Supplementary Materials: Case Teaching Note, (800431), 48p, by Lynda M. Applegate, Meredith Collura; Supplement, (801392), 8p, by Lynda M. Applegate Product Description: Enables a thorough analysis of Amazon.com and the company's value proposition, in terms of its business concept, digital business capabilities, and community and shareholder value. Examines the company's complex set of business models and web of business relationships, as well as Amazon's plan to monetize (generate revenues and earnings through) its assets. A rewritten version of an earlier case.    Amazon.com: Exploiting the Value of Digital Business Infrastructure   Add   View  40 pp.  Case Author(s): Applegate, Lynda M.; Collura, Meredith Publication Date: 06/30/2000 Revision Date: 09/05/2000 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 800330 Geographic Setting: Washington Number of Employees: 7,600 Gross Revenue: $1.6 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Business models Academic Discipline: General management Supplementary Materials: Case Teaching Note, (800431), 48p, by Lynda M. Applegate, Meredith Collura; Supplement, (801392), 8p, by Lynda M. Applegate Product Description: Enables a thorough analysis of Amazon.com and the company's value proposition, in terms of its business concept, digital business capabilities, and community and shareholder value. Examines the company's complex set of business models and web of business relationships, as well as Amazon's plan to monetize (generate revenues and earnings through) its assets.    Amazon.com Valuation Exercise   Add   View  10 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 06/30/2000 Revision Date: 09/09/2004 Product Type: Exercise Publisher: Harvard Business School HBS Number: 800441 Subjects: Valuation; Entrepreneurship; Entrepreneurial finance; Business models Academic Discipline: General management Supplementary Materials: Case Teaching Note, (800431), 48p, by Lynda M. Applegate, Meredith Collura; Supplement, (801392), 8p, by Lynda M. Applegate Product Description: Designed to accompany Amazon.com: Exploiting the Value of a Digital Business Infrastructure.    Amazon.com Update: January 2001-July 2002   Add   View  8 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 03/30/2001 Revision Date: 11/21/2002 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 801392 Subjects: Business models Academic Discipline: General management Supplementary Materials: Case Teaching Note, (800431), 48p, by Lynda M. Applegate, Meredith Collura Product Description: Updates the Amazon.com series (9-800-330), (9-800-441), and (9-801-194).    Administrative Data Project (C)   Add   View  11 pp.  Case Author(s): Applegate, Lynda M.; Heller, Donald E. Publication Date: 10/15/2002 Revision Date: 02/11/2003 Product Type: Supplement (Gen Exp) Publisher: Harvard Business School HBS Number: 803053 Subjects: Organizational behavior; Nonprofit organizations; Leadership; Change management; Project management; Social enterprise; Information systems Academic Discipline: General management Product Description: Supplements the (A) case.    Administrative Data Project (B)   Add   View  2 pp.  Case Author(s): Applegate, Lynda M.; Heller, Donald E. Publication Date: 10/15/2002 Revision Date: 02/06/2003 Product Type: Supplement (Gen Exp) Publisher: Harvard Business School HBS Number: 803052 Subjects: Organizational behavior; Nonprofit organizations; Leadership; Change management; Project management; Social enterprise; Information systems Academic Discipline: General management Product Description: Supplements the (A) case.    Administrative Data Project (A)   Add   View  26 pp.  Case Author(s): Applegate, Lynda M.; Heller, Donald E. Publication Date: 10/15/2002 Revision Date: 02/19/2003 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 803051 Geographic Setting: Massachusetts Subjects: Organizational behavior; Nonprofit organizations; Leadership; Change management; Project management; Social enterprise; Information systems Academic Discipline: General management Supplementary Materials: Supplement, (803052), 2p, by Lynda M. Applegate, Donald E. Heller; Supplement, (803053), 11p, by Lynda M. Applegate, Donald E. Heller Product Description: Encourages analysis of the implementation of a large technical infrastructure and process transformation project within a university setting. Enables an instructor to teach change management, leadership, and technical project management skills.    Scooter Lindley: The Formation Call   Add   View  16 pp.  Case Author(s): Goldberg, Lena G. Publication Date: 09/30/2009 Revision Date: 07/20/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 310036 Geographic Setting: Delaware Event Year Start: 2008 Subjects: Entrepreneurship; Innovation Academic Discipline: General management Product Description: Factors affecting decision-making about appropriate types of business entities are explored in the context of advising a prospective investor with particular emphasis on why LLCs are increasingly “go-to” entities. The potential effect of choice of organization on litigation outcomes is illustrated using the Delaware Chancery Court's decision in Fisk Ventures, LLC v. Segal, 2008 WL 1961156 (May 7, 2008) and the practical implications of the differences between unincorporated and corporate entities are highlighted.    Note on the Insurance Industry   Add   View  19 pp.  Case Author(s): Rose, Clayton; Waggoner, Scott Publication Date: 07/26/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 311012 Academic Discipline: General management Product Description: This Note provides an overview of the structure and function of the Insurance industry, with a primary focus on the U.S. It was designed to support the HBS MBA course “Managing the Financial Firm.”    Note on the Asset Management Industry   Add   View  16 pp.  Case Author(s): Rose, Clayton; Waggoner, Scott Publication Date: 07/26/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 311013 Academic Discipline: General management Product Description: This Note provides an overview of the structure and function of the Asset Management industry, with a primary focus on the U.S. It was designed to support the HBS MBA course “Managing the Financial Firm.”    Lincoln Financial Meets the Financial Crisis   Add   View  21 pp.  Case Author(s): Pozen, Robert C.; Spring, Peter Publication Date: 05/26/2010 Revision Date: 07/21/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 310137 Event Year Start: 2009 Subjects: Dividends; Financial crisis Academic Discipline: General management Supplementary Materials: Case Teaching Note, (310138), 11p, by Robert C. Pozen Product Description: In March of 2009, Lincoln Financial Group's CEO Dennis Glass was facing a difficult decision as to how he would replenish his company's capital, which could quickly fall to dangerously low levels as a result of the financial crisis. Though the cost of raising capital in the private sector was much higher than a government bailout, the latter also came with strings attached, including restrictions on executive compensation, limitations on dividends and potential damage to the company's brand among its stakeholders. Glass needed to weigh the pros and cons of private capital versus federal assistance, or somehow combine the two. This case reviews the impact of the financial crisis on the life insurance and annuity industry by analyzing the options available to Glass at Lincoln Financial.    Geographical Indications: I Say “Kalamata”, the EU Says ‘’Black Olive’‘ (B)   Add   View  2 pp.  Case Author(s): Pozen, Robert C.; Satchcroft, Ani Publication Date: 05/18/2009 Product Type: Supplement (Gen Exp) Publisher: Harvard Business School HBS Number: 309115 Event Year Start: 2005 Subjects: Trademarks Academic Discipline: General management Supplementary Materials: Case Teaching Note, (311027), 6p, by Robert C. Pozen Product Description: Supplement to 309114    Geographical Indications: I Say “Kalamata”, the EU says ‘’Black Olive’‘ (A)   Add   View  24 pp.  Case Author(s): Pozen, Robert C.; Satchcroft, Ani Publication Date: 05/18/2009 Revision Date: 06/30/2009 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 309114 Event Year Start: 2005 Subjects: Trademarks Academic Discipline: General management Supplementary Materials: Supplement, (309115), 2p, by Robert C. Pozen, Ani Satchcroft; Case Teaching Note, (311027), 6p, by Robert C. Pozen Product Description: In April 2005, Alexandra was the owner of an Australian farm that produced olives, including Kalamata table olives. Alexandra had invested in the expansion of her farm in anticipation of the evolution of her market from domestic trade in Australia to international export. There was, however, a disruptive dispute before a WTO tribunal between Australia and the EU regarding the protection of Geographical Indications, which identify a product's origins and are treated as trademarks in some respects by international trade rules. Though Alexandra prepared her Kalamata olives in the traditional Kalamata technique, her use of the regionally specific name was threatened by the intellectual property rights provided by GIs. The case focuses on what should be the legal outcome of the WTO dispute, as well as possible business strategies by Alexandra in the event of an adverse outcome to Australia.    China Netcom: Corporate Governance in China (B)   Add   View  3 pp.  Case Author(s): McFarlan, F. Warren; Abrami, Regina; Kirby, William C.; Manty, Tracy Yuen Publication Date: 01/22/2008 Revision Date: 05/29/2008 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 308091 Geographic Setting: China Gross Revenue: approx US$11.5 million Event Year Start: 2005 Event Year End: 2007 Subjects: Corporate governance; Board of directors; Transparency; State-owned enterprises Academic Discipline: General management Supplementary Materials: Case Teaching Note, (311018), 3p, by Regina Abrami, William C. Kirby, F. Warren McFarlan Product Description: Supplements the A case [308027]. With its dual listings on the Hong Kong stock market and New York stock Exchange, state-owned enterprise, China Netcom was mandated to meet the listing requirements of these exchanges. From this initial step, China Netcom's Chairman, Zhang Chunjiang, began a program that sought to further develop the company's corporate governance practices to meet international corporate governance standards. The company hoped that its commitment in developing a globally-accepted governance structure would help the capital markets and potential investors understand that the company was true, modern corporation, even with the state as a majority owner.    Barclays Wealth: Reignite WAR or Launch AlphaStream?   Add   View  21 pp.  Case Author(s): Goldberg, Lena G.; Farri, Elisa Publication Date: 02/17/2010 Revision Date: 07/22/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 310090 Geographic Setting: Europe Number of Employees: 7,900 Gross Revenue: 1 billion euros in 2008 Event Year Start: 2009 Subjects: Investment management; Global business; Distribution; Product management; Business & government Academic Discipline: General management Product Description: In late January 2009, Thomas Fekete, Managing Director at Barclays Wealth in London, redeemed the most illiquid positions in the so-called Wealth Absolute Return Fund (WAR), one of Barclays Wealth's most promising offshore funds of hedge funds, and halted the Fund's investment activities. For Fekete, the decision to declare the WAR funds a ''failed experiment” marked a turning-point. In May 2009, money from the redeemed underlying funds would become available, and by that date, he had to develop a new investment strategy. Fekete faced two options. Option one was to revive the WAR Fund. Option two was to shelve the WAR Fund and launch a new fund of UCITS regulated funds domiciled in Europe with UCITS qualification. Which strategy would be the best way to invest during this period of crisis, to the benefit of both Barclays Wealth and its clients?    Supply Chain Outsourcing at DB Toys   Add   View  24 pp.  Case Author(s): Jeffery, Mark; Bibbs, David; Dowhan, Michael; Grace, Daniel; Jackson, Lisa; Maynard, Woody; Yung, Derek; Johnson, Steve Publication Date: 01/01/2006 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL256 Geographic Setting: United States Subjects: Models; Operations; Outsourcing; Pricing; Rates of return; Return on investment; Supply chain Academic Discipline: General management Product Description: The case is based on a real supply chain outsourcing management decision at a major manufacturing company. The company has been disguised for confidentiality reasons. The case discusses different types of outsourcing, supply chain management, the benefits and risks of outsourcing, and various pricing models for outsourcing contracts. Students must make a management decision and answer these questions: Is supply chain outsourcing a viable option for DB Toys? What will the return on investment be? What is the best outsourcing model? What is the best pricing model? Learning objective: Students learn the different types of outsourcing, supply chain management, the benefits and risks of outsourcing, and various pricing models for outsourcing contracts. Students also learn how to calculate the return on investment of supply chain outsourcing. Most important, the case enables students to understand the strategic context of outsourcing, and to decide which outsourcing model and pricing is appropriate.   Add     15 pp.  Teaching Note HBS Number: KEL257 Product Description: For use with KEL256.    Disclosure, Regulation, and Taxation of Hedge Funds versus Mutual Funds in the U.S.   Add   View  9 pp.  Case Author(s): Goldberg, Lena G.; Pozen, Robert C.; Hammerle, Melissa Publication Date: 04/26/2010 Revision Date: 08/26/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 310131 Subjects: Disclosure; Financial instruments; Securities; Taxation; Mutual funds Academic Discipline: General management Product Description: This note provides students with an explanation of the regulatory and tax framework for hedge funds vs. mutual funds in the U.S.    When the uncountable counts: An alternative to monitoring employee performance   Add   View  9 pp.  Case Author(s): Platts, K. W.; Sobotka, M. Publication Date: 07/15/2010 Product Type: Case Publisher: Business Horizons HBS Number: BH392 Subjects: Balanced scorecard Academic Discipline: General management Product Description: This article presents an alternative viewpoint to the accepted wisdom that detailed performance measurement of individual employees is necessary to achieve superior performance. As we reveal, managers of a market-leading German energy distribution company do not utilize performance measures to manage the performance of their employees; rather, operational excellence is achieved through mechanisms ultimately based on trust and responsibility. Building on observations at this firm, we put forward a set of proposed characteristics of companies that may not require formalized individual performance measurement systems in order to achieve high performance standards.    Phil Knight: CEO at Nike — 1983   Add   View  21 pp.  Case Author(s): Walton, Richard E. Publication Date: 06/18/1990 Revision Date: 10/15/1993 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 390038 Geographic Setting: United States Gross Revenue: $694 million 1982 sales Subjects: Management styles; Entrepreneurship; Middle management; Organizational change Academic Discipline: General management Supplementary Materials: Case Teaching Note, (395223), 12p, by Richard E. Walton Product Description: An edited, shortened version of Phil Knight: CEO at Nike with parts of Nike (E) integrated into it.    Nike in Transition (B): Phil Knight Returns   Add   View  22 pp.  Case Author(s): Bartlett, Christopher A.; Lightfoot, Robert W. Publication Date: 05/06/1992 Revision Date: 05/15/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 392106 Geographic Setting: Oregon Number of Employees: 3,000 Gross Revenue: $877 million revenues Event Year Start: 1984 Event Year End: 1987 Subjects: Succession planning; Management styles; Entrepreneurship; Leadership; Business policy; Organizational change; Implementing strategy Academic Discipline: General management Supplementary Materials: Supplement, (392107), 3p, by Robert W. Lightfoot Product Description: After returning to the CEO/COO job, Phil Knight makes changes to Nike's strategy, organization, and management between 1983 and 1987 aimed at making Nike more responsive to the market place. He takes cost-cutting measures, and experiments with several management and organizational changes. After much strife within the company, Knight ends up with a hybrid matrix, a new group of managers, and a new strategy. Has Knight made the right choices? Has he squashed Nike's entrepreneurial culture? Is Nike poised for recovery?    Center for Integration of Medicine and Innovative Technology (CIMIT)   Add   View  28 pp.  Case Author(s): Bowen, H. Kent; Purrington, Courtney Publication Date: 11/27/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 608036 Geographic Setting: Massachusetts Event Year Start: 2007 Event Year End: 2007 Subjects: Innovation; Alliances; Execution; Technology transfer; Collaboration Academic Discipline: General management Product Description: Translating Innovative ideas from the clinician to the patient remains a major problem in the field of medicine. Dr. John Parrish and colleagues created an organization (CIMIT) that brings the technical, financial, and administrative resources to these innovative clinicians and facilitates the development of the ideas so they eventually become medical practice. While successful on many dimensions, Parrish is faced with the dilemma of stable, longterm funding and an understanding of how to replicate CIMIT at other locations around the globe.    AFSCME vs. Mozilo...and “Say on Pay” for All! (A) (Abridged)   Add   View  28 pp.  Case Author(s): Ferri, Fabrizio; Weber, James Publication Date: 04/15/2009 Revision Date: 04/13/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 309101 Event Year Start: 2007 Subjects: Shareholder relations; Corporate governance; Board of directors; Executive compensation Academic Discipline: General management Product Description: Richard Ferlauto, director of pensions and benefits policy at the AFSCME, the largest public sector workers union in the U.S., was responsible for protecting the pensions of its members. Because pensions were invested for decades, Ferlauto wanted the companies in which the union invested to be managed for the long-term interests of shareholders. He believed this required good corporate governance and effective oversight by the board of directors. The case explores the history of AFSCME's shareholder activism on this front and particularly its use of shareholder proposals voted on by shareholders at annual meetings. The case then looks at the issue of executive compensation and the idea that excessive compensation is a sign of poor governance. It also discusses the union's Say on Pay proposals that sought to allow shareholders an advisory vote on executive compensation. Finally, the case provides details on the rise of Countrywide Financial, its collapse, the role it played in the mortgage financial crisis, and the excessive compensation of its CEO.    Transforming ASUSTeK: Breaking from the Past   Add   View  19 pp.  Case Author(s): Shih, Willy; Yu, Howard; Chiu, Hung-Chang Publication Date: 01/27/2010 Revision Date: 03/25/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610041 Geographic Setting: Taiwan Number of Employees: 102,000 Gross Revenue: US$22 Billion Event Year Start: 2002 Event Year End: 2009 Subjects: Change management; Organizational change; Manufacturing; Disruptive innovation Academic Discipline: General management Supplementary Materials: Case Teaching Note, (610047), 13p, by Willy Shih; Video Supplement, (610713), 31p, by Willy Shih Product Description: To maximize their effectiveness, color cases should be printed in color. What happens when an original design manufacturer (ODM) firm tries to transform itself into a branded goods seller? The case traces the evolution of ASUSTeK from a motherboard supplier, to an ODM of desktop and notebook PCs, through its split into three companies that separately pursue the branded business, ODM, and contract manufacturing. Chairman Jonney Shih has to not only confront the challenges of brand building, but he must also build new organizational capabilities in ASUSTeK, while Pegatron struggles to win business from ASUSTeK's former customers and now competitors. The case offers an opportunity to apply the lens of disruptive innovations to a discussion of outsourcing, examining the consequences for firms like HP and Dell that have outsourced most of their computer product design to ODM firms like ASUSTeK, only to watch them morph into competitors. Students can also examine how organizational resources, processes, and values can shape or limit its ability to move into new areas.    Transformation of IBM   Add   View  22 pp.  Case Author(s): Yoffie, David B.; Pearson, Andrall E. Publication Date: 11/06/1990 Revision Date: 09/09/1991 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 391073 Gross Revenue: $60 billion revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Organizational development; Organizational change; Strategy formulation; Implementing strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (394036), 8p, by David B. Yoffie; Supplement, (792105), 2p, by Jeffrey M. Cohn Product Description: John Akers, IBM's chairman, must confront how to transform a $60 billion, full line, global computer company that is the leader in every market it serves, yet losing share across the board. The case explores senior management's perspective on the process of organization change.    Pandora Radio: Fire Unprofitable Customers?   Add   View  13 pp.  Case Author(s): Shih, Willy; Tecco, Halle Publication Date: 03/02/2010 Revision Date: 03/12/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610077 Geographic Setting: California Number of Employees: 150 Gross Revenue: $25M Event Year Start: 2004 Event Year End: 2009 Subjects: Strategy analysis; Entrepreneurial management; Customer profitability; Business to consumer; Execution; Internet; Disruptive innovation; Growth strategy Academic Discipline: General management Supplementary Materials: Case Teaching Note, (610078), 14p, by Willy Shih; Video Supplement, (610714), 10p, by Willy Shih, Halle Tecco Product Description: Pandora Radio is at a crossroads. Founder Tim Westergren has just been told by a well known VC to get rid of his unprofitable customers in order to get his costs down, but Westergren is not sure that such actions are consistent with his company's business model. Pandora Radio is the largest Internet music stream site, and its rapidly growing user base loves the free customizable music stream under an advertising supported model. Pandora has to pay royalties for every song streamed, and has other variable costs that scale linearly with hours consumed, but it has taken no steps to restrict the amount of usage among its heaviest and most loyal users. Can Pandora make its model work when a significant percentage of its users cause it to lose money?    Note on the Bus Industry   Add   View  6 pp.  Case Author(s): Casadesus — Masanell, Ramon ; Mitchell, Jordan Publication Date: 07/15/2007 Revision Date: 03/15/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 708435 Geographic Setting: Europe Event Year Start: 2007 Event Year End: 2007 Subjects: Industry analysis; Business models Academic Discipline: General management Product Description: To maximize their effectiveness, color cases should be printed in color. Supplements the “Irizar in 2005” case. Briefly documents key points in the motor coach industry such as market size, categories of buses, reasons for purchasing, and the basis for competition amongst motor coach manufacturers. Includes color exhibits.    Hong Kong Dragon Airlines Limited (B): Lease vs. Buy Decision   Add   View  10 pp.  Case Author(s): Chan, Su Han; Wang, Ko ; Lee, Andrew Publication Date: 01/15/2010 Product Type: Supplement Publisher: University of Hong Kong HBS Number: HKU884 Geographic Setting: Hong Kong Event Year Start: 2006 Subjects: Capital budgeting; Capital costs; Financial management; Buy or lease decisions Academic Discipline: General management Supplementary Materials: Case Teaching Note, (HKU883), 12p, by Su Han Chan, Ko Wang, Andrew Lee Product Description: In early 2006, a taskforce at the Hong Kong Dragon Airlines (“Dragonair”) was formed to evaluate alternative ways to replace a spare engine. The potential options were to either purchase the engine outright or to lease the engine via a direct lease or a sale-and-leaseback arrangement. However, to assess and compare the attractiveness of each option, the taskforce must first determine an appropriate discount rate to use.    Hong Kong Dragon Airlines Limited (A): Determining the Cost of Capital   Add   View  6 pp.  Case Author(s): Chan, Su Han; Wang, Ko ; Lee, Andrew Publication Date: 01/15/2010 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU882 Geographic Setting: Hong Kong Event Year Start: 2006 Subjects: Capital budgeting; Capital costs; Financial management; Buy or lease decisions Academic Discipline: General management Supplementary Materials: Case Teaching Note, (HKU883), 12p, by Su Han Chan, Ko Wang, Andrew Lee; Supplement, (HKU884), 10p, by Su Han Chan, Ko Wang, Andrew Lee Product Description: In order to protect its operation from 2007 onwards, Dragonair needed to replace a spare engine that was deemed beyond economic repair back in late 2002. Three options were available to address this need. First, Dragonair could purchase the engine outright, which would require it to place an order with the manufacturer 12 months in advance and pay an upfront deposit. Second, the airline could choose a sale-and-leaseback transaction with a leasing company whereby it would sell the engine it purchased to the leasing company and then lease it back from the leasing company for an agreed period. Third, the airline could lease a new engine directly from a leasing company, in which case the leasing arrangement would be the same as the sale-and-leaseback transaction.    Yahoo! in China (A)   Add   View  26 pp.  Case Author(s): Sucher, Sandra J.; Baer, Daniel Publication Date: 02/04/2009 Revision Date: 09/25/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 609051 Geographic Setting: United States; China Gross Revenue: $1.6 billion Event Year Start: 2004 Event Year End: 2007 Subjects: Cross cultural relations; International business; Ethics; Accountability; Strategy Academic Discipline: General management Supplementary Materials: Supplement, (609073), 3p, by Sandra J. Sucher, Daniel Baer; Case Teaching Note, (610067), 25p, by Sandra J. Sucher, Daniel Baer Product Description: In 2007 Jerry Yang, CEO of Yahoo!, was lambasted by U.S. Representative Tom Lantos, chairman of the U.S. House Committee on Foreign Affairs, for Yahoo's role in the arrest and imprisonment of Chinese journalist and democracy advocate Shi Tao. The case describes the actions that Yahoo! had taken to grow its business in China, its handling of a government request for the identity of a Yahoo! user, and subsequent actions by the firm to respond to negative publicity and Congressional inquiry. The case raises broad questions about the challenge of complying with domestic law when operating in states that do not consistently respect human rights, and satisfy stakeholders across national boundaries. It allows students to consider the practical steps that a firm can take to protect itself and its stakeholders in states where the law is not always a reliable safeguard.    TopCoder (A): Developing Software through Crowdsourcing   Add   View  19 pp.  Case Author(s): Lakhani, Karim R.; Garvin, David A.; Lonstein, Eric Publication Date: 01/15/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610032 Geographic Setting: Connecticut; Massachusetts Number of Employees: 35 Gross Revenue: Approx. $20,000,000 Event Year Start: 2010 Subjects: Innovation; Business models; Platforms; Software development Academic Discipline: General management Product Description: TopCoder's crowdsourcing-based business model, in which software is developed through online tournaments, is presented. The case highlights how TopCoder has created a unique two-sided innovation platform consisting of a global community of over 225,,000 developers who compete to write software modules for its over 40 clients. Provides details of a unique innovation platform where complex software is developed through ongoing online competitions. By outlining the company's evolution, the challenges of building a community and refining a web-based competition platform are illustrated. Experiences and perspectives from TopCoder community members and clients help show what it means to work from within or in cooperation with an online community. In the case, the use of distributed innovation and its potential merits as a corporate problem solving mechanism is discussed. Issues related to TopCoder's scalability, profitability and growth are also explored.    The EC Rains on Oracle/Sun   Add   View  26 pp.  Case Author(s): Goldberg, Lena G. Publication Date: 02/09/2010 Revision Date: 03/01/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 310086 Geographic Setting: United States; United Kingdom Number of Employees: >116,000 Gross Revenue: >$100B combined Event Year Start: 2009 Subjects: Communication; Global business; Leadership; Business & government; Collaboration; IT management Academic Discipline: General management Product Description: Oracle's proposed acquisition of Sun was on a fast track until the EC's antitrust concerns about open-source MySQL ignited a transatlantic war of words delaying the deal. Sun's performance suffered and its customers were approached by competitors while regulatory objections were debated and tensions rose between U.S. and EC regulators.    Symyx Technologies, Inc.   Add   View  24 pp.  Case Author(s): Bowen, H. Kent; Purrington, Courtney ; Perry, Thomas D Publication Date: 05/27/2008 Revision Date: 05/30/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 608152 Geographic Setting: California Number of Employees: 350 Gross Revenue: $124.9 million Event Year Start: 2006 Subjects: Organizational development; Technology; Business models; Start-ups; Software development Academic Discipline: General management Product Description: To maximize their effectiveness, color cases should be printed in color. Symyx is a science-based company spun out of Berkeley. Its unique materials technology has been exploited for 10 years, but the company needs a new business model. The company concept required the invention of hardware and software to do high throughput materials discovery, and a business partnership model to support the scientific and engineering development. The public company must now find new ways to grow, and Isy Goldwasser, a co-founder and new CEO, must lead the transition while maintaining unique scientific resources.    Regulation: A Transaction Cost Perspective   Add