Harvard Business School Cases — General Management
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Case Author(s): Nanda, Ashish; Yoshino, Michael Y. Publication Date: 10/11/1995 Revision Date: 05/30/2006 Product Type: Case (Field) Product Description: Vernon Ellis, managing partner of Andersen Consulting — Europe, Middle East, Africa, and India (AC — EMEAI), is considering how best to reorganize. AC — EMEAI has grown rapidly over the past five years to become Europe's largest consulting operation. However, Ellis feels that the organization needs to be reconfigured if it has to continue on its trajectory of rapid growth. Each of the various alternatives that he is considering offers intriguing potential benefits but also carries considerable risks. HBS Number: 9-396-007 Geographic Setting: Europe Industry Setting: Consulting Company Size: large Number of Employees: 10,000 Gross Revenues: $1.2 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Business policy; Consulting; International business; Organizational change; Organizational design; Professionals; Services Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-899-035), 4p, by Ashish Nanda; Supplement, (9-396-375), 2p, by Ashish Nanda, Michael Y. Yoshino; Case Video, (9-397-501), 6 min, by Ashish Nanda, Michael Y. Yoshino; Case Video, (9-899-510), 13 min, by Ashish Nanda
Case Author(s): Nanda, Ashish; Yoshino, Michael Y. Publication Date: 06/17/1996 Revision Date: 04/30/1997 Product Type: Supplement Product Description: Supplements Andersen Consulting - EMEA: Reorganization for Revitalization. Must be used with: (9-396-007) Andersen Consulting - EMEAI: Reorganization for Revitalization. HBS Number: 9-396-375 Subjects: Business policy; Consulting; International business; Organizational change; Organizational design; Professionals; Services Academic Discipline: General management Supplementary Materials: Case Video, (9-397-501), 6 min, by Ashish Nanda, Michael Y. Yoshino
Case Author(s): Margolis, Joshua; DeLong, Thomas; Heymann, Terry Publication Date: 11/14/2007 Product Type: Case (Field) HBS Number: 9-408-025 Geographic Setting: Massachusetts Industry Setting: Biotechnology industry Number of Employees: 3,750 Gross Revenues: $1 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Biotechnology; Crisis management; Decision making; Ethics; Leadership; Pharmaceuticals; Product recalls Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-408-026), 4p, by Joshua Margolis, Thomas DeLong, Terry Heymann; Supplement (Field), (9-408-027), 4p, by Joshua Margolis, Thomas DeLong, Terry Heymann; Supplement (Field), (9-408-028), 5p, by Joshua Margolis, Thomas DeLong, Terry Heymann Product Description: The CEO of Biogen Idec faces a set of difficult decisions regarding a promising drug for Multiple Sclerosis that is headed for early approval by the FDA. The first in a series, focuses on operational decisions triggered by the drive for early approval. Sparks discussion about a leader's economic, legal, and ethical responsibilities to multiple constituencies, and how a leader can guide a company to execute effectively, fulfilling those responsibilities, in a complex situation. Decisions facing the company include how to sustain credible research on the drug's efficacy and safety, how to increase manufacturing capacity to meet expected demand, and how to secure insurer reimbursement. All of these challenges arise against the backdrop of the accelerated approval process, uncertainty about what the FDA will ultimately decide, and whether the company should indeed pursue early approval.
Case Author(s): Margolis, Joshua; DeLong, Thomas; Heymann, Terry Publication Date: 11/14/2007 Product Type: Supplement (Field) HBS Number: 9-408-026 Subjects: Biotechnology; Crisis management; Decision making; Ethics; Leadership; Pharmaceuticals; Product recalls Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-408-025) Antegren: A Beacon of Hope. May be used with: (9-408-027) Antegren: A Beacon of Hope (C); (9-408-028) Antegren: A Beacon of Hope (D).
Case Author(s): Margolis, Joshua; DeLong, Thomas; Heymann, Terry Publication Date: 11/14/2007 Revision Date: 04/07/2008 Product Type: Supplement (Field) HBS Number: 408027 Subjects: Biotechnology; Crisis management; Decision making; Ethics; Leadership; Pharmaceuticals; Product recalls Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (408025) Antegren: A Beacon of Hope. May be used with: (408026) Antegren: A Beacon of Hope (B); (408028) Antegren: A Beacon of Hope (D).
Case Author(s): Margolis, Joshua; DeLong, Thomas; Heymann, Terry Publication Date: 11/14/2007 Product Type: Supplement (Field) HBS Number: 9-408-027 Subjects: Biotechnology; Crisis management; Decision making; Ethics; Leadership; Pharmaceuticals; Product recalls Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-408-025) Antegren: A Beacon of Hope. May be used with: (9-408-026) Antegren: A Beacon of Hope (B); (9-408-028) Antegren: A Beacon of Hope (D).
Case Author(s): Margolis, Joshua; DeLong, Thomas; Heymann, Terry Publication Date: 11/14/2007 Product Type: Supplement (Field) HBS Number: 9-408-028 Subjects: Biotechnology; Crisis management; Decision making; Ethics; Leadership; Pharmaceuticals; Product recalls Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-408-025) Antegren: A Beacon of Hope. May be used with: (9-408-026) Antegren: A Beacon of Hope (B); (9-408-027) Antegren: A Beacon of Hope (C).
Case Author(s): Margolis, Joshua; DeLong, Thomas; Heymann, Terry Publication Date: 11/14/2007 Revision Date: 04/07/2008 Product Type: Supplement (Field) HBS Number: 408028 Subjects: Biotechnology; Crisis management; Decision making; Ethics; Leadership; Pharmaceuticals; Product recalls Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (408025) Antegren: A Beacon of Hope. May be used with: (408026) Antegren: A Beacon of Hope (B); (408027) Antegren: A Beacon of Hope (C).
Case Author(s): Shih-Ta Chen, Michael; Kirby, William C.; Wong, Keith Publication Date: 01/21/2009 Revision Date: 06/03/2009 Product Type: Case (Field) HBS Number: 309075 Geographic Setting: China Industry Setting: Wine industry Event Year Start: 1997 Event Year End: 2008 Subjects: Expansion; Family businesses; Growth strategy; Products Academic Discipline: General management Product Description: Grace Vineyard was a rare family-owned, private winery in China that was set on establishing itself as a world-renowned, quality vintner. Judy Leissner, the second generation company leader was at a crossroads in how she wanted to grow the business that her father founded in 1997. Their wines were rapidly growing a strong following and had won international awards. How could the company capitalize on this success? Should Grace expand its operations to multiple Chinese provinces? Should Grace continue as a premium boutique winery serving a growing but ultimately limited niche market in China, or should it seek to make a mark internationally? Or should Grace respond to buy-out offers?
Case Yoshino, Michael Y.; Jeannet, Jean-Pierre; Knoop, Carin-Isabel Ares Serono, a medium-size Swiss pharmaceutical company, is the global leader in the field of fertility drugs. The company has successfully transformed into one of the very few biotech firms in Europe. The case treats a set of major strategic and organizational challenges facing a new CEO. Teaching Purpose: Designed to examine key strategic and organizational issues facing a family-owned and managed, medium-size pharmaceutical company in an increasingly competitive environment. HBS Number: 9-396-035 Type: Case (Field) Publication Date: 9/8/95 Geographic Setting: Sweden Industry Setting: pharmaceuticals Company Size: mid-size Number of Employees: 1,500 Gross Revenues: $600 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Organizational behavior; Pharmaceuticals; Scandinavia
Case Author(s): Raman, Ananth; Dessain, Vincent; Damgaard Jensen, Ane; Kristindottir, Gudrun Urfalino Publication Date: 06/17/2008 Revision Date: 10/06/2008 Product Type: Color Case HBS Number: 608174 Number of Employees: 22,000 Gross Revenues: 3.7 Billion Euros Event Year Start: 2008 Event Year End: 2008 Subjects: Customer relationship management; Energy; Global business; Operational effectiveness; Operations management; Process mapping; Production processes; Turnarounds Academic Discipline: General management Product Description: The case explores the rapid and highly effective turnaround at AREVA's transmission and distribution (T&D) business by focusing on the division's operations. The division was struggling in 2004 when newly-appointed CEO Philippe Guillemot and his team improved performance substantially by focusing on four levers — industrial footprint realignment, competitive sourcing, process efficiency, and a competitive product offering. In 2008, the case challenges students to identify the best path forward. How can the progress achieved from 2004-2007 be sustained? AREVA T&D hopes to surpass ABB and Siemens in sales and profitability by focusing on superior product offerings, through “customer intimacy” (e.g., involving customers in new product development), and developing a reputation for environmentally-friendly behavior. What is the role of operations management in this context?
Case Author(s): Raman, Ananth; Dessain, Vincent; Damgaard Jensen, Ane; Kristindottir, Gudrun Urfalino Publication Date: 06/17/2008 Product Type: Color Case HBS Number: 9-608-174 Number of Employees: 22,000 Gross Revenues: 3.7 Billion Euros Event Year Start: 2008 Event Year End: 2008 Subjects: Customer relationship management; Energy; Global business; Operational effectiveness; Operations management; Process mapping; Production processes; Turnarounds Academic Discipline: General management Product Description: The case explores the rapid and highly effective turnaround at AREVA's transmission and distribution (T&D) business by focusing on the division's operations. The division was struggling in 2004 when newly-appointed CEO Philippe Guillemot and his team improved performance substantially by focusing on four levers — industrial footprint realignment, competitive sourcing, process efficiency, and a competitive product offering. In 2008, the case challenges students to identify the best path forward. How can the progress achieved from 2004-2007 be sustained? AREVA T&D hopes to surpass ABB and Siemens in sales and profitability by focusing on superior product offerings, through “customer intimacy” (e.g., involving customers in new product development), and developing a reputation for environmentally-friendly behavior. What is the role of operations management in this context?
Case Author(s): Kaufman, Stephen P. Publication Date: 08/25/2006 Revision Date: 02/22/2007 Product Type: Case (Field) HBS Number: 607007 Geographic Setting: United States Industry Setting: Electronics industry Number of Employees: 3,000 Gross Revenues: $2 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Acquisitions; Corporate strategy; Mergers; Mergers & Acquisitions; Strategic intent; Strategic management; Strategic planning Academic Discipline: General management Product Description: Having already made 10 acquisitions of competitors in the last decade, the CEO of Arrow is evaluating the acquisition of another small competitor to boost sales, become #1 in a niche market segment, and achieve economies of scale. He is struggling with whether the deal makes strategic sense given forecasts that this niche segment is declining, whether the price is too high given the competitor's lack of profitability, and how to integrate the company into Arrow to maximize its value if he does the deal. Provides information to permit valuing the acquisition and developing a post-merger integration strategy and plan.
Case Author(s): Scheutz, Marcus; Lai, Ricky Publication Date: 02/05/2009 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU805 Geographic Setting: China; Hong Kong Industry Setting: Consulting; Professional services Subjects: Branding; Competition; Competitive advantage; Core competencies; Corporate strategy; Cross functional management; Economic models; International business; Localization; Market share; Strategy Academic Discipline: General management Product Description: In 2006, Thomas Schiller, a managing director of Arthur D. Little (“ADL”), arrived in hazy Beijing with a crystal clear objective: to resurrect a consultant practice that lacked brand recognition in China. Despite success and renown around the world for its technology-focused consultancy business, ADL's first attempt at the Chinese market in early 2000s was hamstrung by its global restructuring. Was there a magical key to unlocking the giant market that had eluded Schiller's predecessor? How could Schiller ensure success for the practice in China?
Case Garvin, David A.; March, Artemis Charlie LeMantia, the president and CEO of Arthur D. Little (ADL), a leading consulting firm, is trying to decide whether the firm has a complete and effective corporate strategy. The case traces ADL's history, its rise to prominence and subsequent decline, and LeMantia's efforts to turn the organization around. Special attention is devoted to his introduction of process thinking and process management, and their impact on the way the company is managed. Teaching Purpose: Exposes students to a wide range of general management issues that arise when a company introduces process management, and to the links between process management and corporate strategy. HBS Number: 9-396-060 Type: Case (Field) Publication Date: 11/13/95 Revision Date: 2/15/96 Geographic Setting: Cambridge, MA Industry Setting: consulting Number of Employees: 2,500 Gross Revenues: $500 million revenues Event Year Start: 1886 Event Year End: 1995 Subjects: Business policy; Consulting; Corporate strategy; Management of change; Management of professionals Supplementary Materials: Teaching Note, (5-397-053), 16p, by David A. Garvin
Teaching Note For use with 9-396-060 HBS Number: 5-397-053 Subjects: Business policy; Consulting; Corporate strategy; Management of change; Management of professionals
Case Author(s): Chang, Victoria; Sorensen, Jesper Publication Date: 05/14/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: OB71 Geographic Setting: Guatemala; South America Industry Setting: Agriculture industry; Food industry; Forestry, fishing & hunting Subjects: Activists; Developing countries; Entrepreneurship; Growth strategy; Strategy Academic Discipline: General management Product Description: As Green As It Gets was a nonprofit “economic development organization supporting small, independent producers in disadvantaged Guatemalan communities.” The founder was an American named Franklin Voorhes. As Green As It Gets sponsored a collective of 18 farmers and by 2008 had expanded its efforts into the jewelry and textiles businesses, as well as reforestation programs. Voorhes felt that the organization had begun to gain some traction. But despite the organization's successes, Voorhes still had some major questions related to its future. For one, he wondered how to balance supply and demand of coffee while growing As Green As It Gets. He also worried about organizational sustainability since As Green As It Gets relied heavily on his knowledge, relationships, and experiences. Finally, he worried about financial sustainability, since all the money made went straight to the coffee farmers and artisans.
Case Author(s): Salter, Malcolm S.; Kokuryo, Jiro Publication Date: 02/23/1989 Revision Date: 10/12/1994 Product Type: Case (Field) 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. HBS Number: 9-389-114 Geographic Setting: Japan Industry Setting: beer Company Size: large Gross Revenues: $4 billion sales Event Year Start: 1989 Event Year End: 1989 Subjects: Beverages; Business policy; Competitive decision making; Corporate strategy; Japan; Leadership; Marketing strategy; Organizational management Academic Discipline: General management Supplementary Materials: Teaching Note, (5-389-213), 16p, by Malcolm S. Salter, Jiro Kokuryo; Teaching Note, (5-395-194), 4p, by Hugo E.R. Uyterhoeven
Case Author(s): Christensen, Clayton M.; Kaufman, Stephen P. Publication Date: 09/13/2006 Product Type: Module Note HBS Number: 9-607-014 Subjects: Capabilities; Change management; Innovation; Organizational architecture; Organizational design; Performance management; Resource allocation; Teams Academic Discipline: General management Product Description: Summarizes a model that helps managers determine what sorts of initiatives an organization is capable and incapable of managing successfully. The factors that affect what an organizational unit can and cannot accomplish can be grouped as resources, processes, and the priorities embedded in the business model. Demonstrates what kinds of changes are required in an organization and team structure for each different type of innovation.
Case Author(s): Christensen, Clayton M.; Kaufman, Stephen P. Publication Date: 09/13/2006 Revision Date: 08/21/2008 Product Type: Module Note HBS Number: 607014 Subjects: Capabilities; Change management; Innovation; Organizational architecture; Organizational design; Resource allocation; Teams Academic Discipline: General management Product Description: Summarizes a model that helps managers determine what sorts of initiatives an organization is capable and incapable of managing successfully. The factors that affect what an organizational unit can and cannot accomplish can be grouped as resources, processes, and the priorities embedded in the business model. Demonstrates what kinds of changes are required in an organization and team structure for each different type of innovation.
Case Author(s): Shih, Willy; Shih, Chintay; Yu, Howard H.; Hsieh, Yi-Ching; Chiu, Hung-Chang Publication Date: 07/09/2008 Revision Date: 09/21/2009 Product Type: Color Case HBS Number: 609011 Geographic Setting: Taiwan Number of Employees: 100.000 Gross Revenues: $23 billion Event Year Start: 2006 Event Year End: 2008 Subjects: Change management; Creativity; Disruptive innovations; Information management; Innovation; Modularity; Strategy; Technological change; Technology; Technology management Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-609-052), 4p, by Willy Shih, Howard H. Yu; Teaching Note, (609012), 17p, by Willy Shih Product Description: ASUSTek Computer was the world's largest manufacture of PC motherboards, yet when it tried to launch its new sub-notebook Eee PC, the organization faced challenges in doing things outside of its established processes. Though many of the team members had worked together for years, they had to find new ways of working as they tried to launch the new mobile Internet device category without undermining its existing notebook PC business.
Teaching Note Author(s): Shih, Willy Publication Date: 08/15/2008 Product Type: Teaching Note HBS Number: 5-609-012 Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (2-609-011) ASUSTek Computer Inc. Eee PC.
Case Author(s): Shih, Willy Publication Date: 01/09/2008 Revision Date: 08/20/2008 Product Type: Case (Field) HBS Number: 608080 Number of Employees: 79,000 Gross Revenues: $54 billion Event Year Start: 1999 Event Year End: 2004 Subjects: Business & government; Conflict resolution; Laws & regulations; Patents Academic Discipline: General management Supplementary Materials: Supplement (Field), (608081), 9p, by Willy Shih; Teaching Note, (608082), 19p, by Willy Shih Product Description: This case examines a hard fought litigation over a patent that originated at Bell Labs. It illustrates the challenges that technology companies face today innovating in a complex intellectual property environment in fields where there is a high amount of cumulativeness. The case highlights the leverage that good strategic thinking can bring to influencing the outcome.
Case Author(s): Shih, Willy Publication Date: 01/09/2008 Revision Date: 03/10/2008 Product Type: Case (Field) HBS Number: 9-608-080 Number of Employees: 79,000 Gross Revenues: $54 billion Event Year Start: 1999 Event Year End: 2004 Subjects: Business & government; Conflict resolution; Laws & regulations; Patents Academic Discipline: General management Supplementary Materials: Teaching Note, (608082), 19p, by Willy Shih Product Description: This case examines a hard fought litigation over a patent that originated at Bell Labs. It illustrates the challenges that technology companies face today innovating in a complex intellectual property environment in fields where there is a high amount of cumulativeness. The case highlights the leverage that good strategic thinking can bring to influencing the outcome.
Case Author(s): Shih, Willy Publication Date: 04/09/2008 Revision Date: 08/20/2008 Product Type: Supplement (Field) HBS Number: 608081 Subjects: Alternative dispute resolution; Business & government; Intellectual capital; Negotiations; Patents; Software development Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (608080) AT&T v. Microsoft (A): IP Litigation Strategy.
Teaching Note Author(s): Shih, Willy Publication Date: 01/09/2008 Revision Date: 04/10/2008 Product Type: Teaching Note HBS Number: 608082 Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-608-080) AT&T v. Microsoft (A): IP Litigation Strategy.
Case Author(s): Bower, Joseph L. Publication Date: 08/23/2000 Revision Date: 12/19/2002 Product Type: Case (Gen Exp) 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. Teaching Purpose: To introduce the tools of change from a general management perspective. A rewritten version of an earlier case. HBS Number: 9-301-020 Geographic Setting: United States Industry Setting: consumer products Gross Revenues: $2 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Incentives; Management of change; Organizational change; Organizational design; Profit centers Academic Discipline: General management Supplementary Materials: Supplement (Gen Exp), (9-301-021), 2p, by Joseph L. Bower; Supplement (Gen Exp), (9-301-022), 2p, by Joseph L. Bower
Case Author(s): Bower, Joseph L. Publication Date: 08/23/2000 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-301-020) The Atchison Corp. (A). HBS Number: 9-301-021 Subjects: Incentives; Management of change; Organizational change; Organizational design; Profit centers Academic Discipline: General management
Case Author(s): Bower, Joseph L. Publication Date: 08/23/2000 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-301-020) The Atchison Corp. (A). HBS Number: 9-301-022 Subjects: Incentives; Management of change; Organizational change; Organizational design; Profit centers Academic Discipline: General management
Case Author(s): Simons, Robert Publication Date: 05/27/2008 Revision Date: 01/14/2009 Product Type: Case (Field) HBS Number: 108091 Number of Employees: 600 Gross Revenues: $150 million Event Year Start: 1997 Event Year End: 2007 Subjects: Control systems; Entrepreneurial management; Goal setting; Incentives; Performance measurement; Profitability analysis; Risk management Academic Discipline: General management Supplementary Materials: Teaching Note, (108097), 14p, by Robert Simons Product Description: An exercise that takes students through five stages of growth in an entrepreneurial start-up in the medical devices industry: 1) founding, 2) growth, 3) push to profitability, 4) relocation process, and 5) takeover by new management. At each stage, students must confront tensions in balancing profit, growth and control. Difficulties encountered in the business are due to management's attempts to design and use formal control systems to achieve profit and performance goals.
Case Author(s): Paine, Lynn Sharp; Bruner, Christopher M. Publication Date: 07/07/2005 Revision Date: 08/18/2008 Product Type: Note HBS Number: 306013 Subjects: Crisis management; Ethics; Knowledge management; Legal aspects of business Academic Discipline: General management Product Description: Provides a brief summary of the requirements of the attorney-client privilege — an important mechanism for protecting client confidences under U.S. law. Discusses the application of the privilege in a corporate context.
Case Author(s): Leonard, Herman B.; Epstein, Marc J.; Tritter, Melissa Publication Date: 10/05/2005 Revision Date: 01/19/2006 Product Type: Supplement (Field) Product Description: An abstract is not available for this product. Must be used with: (2-306-029) The Augusta National Golf Club Controversy (A). HBS Number: 9-306-048 Subjects: Activists; Corporate responsibility; Crisis management; Decision making; Media relations; Negotiations; Partnerships; Sex discrimination; Women in business Academic Discipline: General management Supplementary Materials: Teaching Note, (5-306-060), 17p, by Herman B. Leonard, Marc J. Epstein, Melissa Tritter
Case Author(s): Leonard, Herman B.; Epstein, Marc J.; Tritter, Melissa Publication Date: 10/05/2005 Revision Date: 01/19/2006 Product Type: Supplement (Field) Product Description: An abstract is not available for this product. Must be used with: (2-306-029) The Augusta National Golf Club Controversy (A). HBS Number: 9-306-050 Subjects: Activists; Corporate responsibility; Crisis management; Decision making; Media relations; Negotiations; Nongovernmental organizations; Partnerships; Sex discrimination; Women in business Academic Discipline: General management Supplementary Materials: Teaching Note, (5-306-060), 17p, by Herman B. Leonard, Marc J. Epstein, Melissa Tritter
Case Author(s): Azhar, Wasim Publication Date: 02/07/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: M314 Geographic Setting: Pakistan Industry Setting: Food services; Hotel industry; Lodging industry; Travel industry Subjects: Marketing strategy; Pricing; Pricing policies Academic Discipline: General management Product Description: In December 1988, Mr. Tahir Raza Mian, assistant sales and marketing manager at the Avari Lahore Ramada Renaissance Hotel (Avari), was concerned about the average room rate at the hotel. For the first time since operations began in Lahore, Avari's average room rate had fallen below that of its main competitor, Pearl Continental Hotel. Tahir felt that he needed to re-evaluate Avari's current pricing policy in order to develop a plan to remedy the situation before the beginning of the new year.
Case Author(s): Paine, Lynn Sharp; Rogers, Gregory C. Publication Date: 10/23/2000 Revision Date: 07/27/2001 Product Type: Case (Field) Product Description: The general manager of Avon Mexico, Fernando Lezama, must decide whether to promote a woman to the position of vice president of sales. If appointed, the candidate would be the first female in all of Latin America to hold an executive position and one of the first women in Mexico to attain this level of responsibility. Lezama's all-male executive team has doubts about the candidate's readiness but Lezama is also cognizant of Avon's global vision which calls for the advancement of women at all levels of the organization. Earlier in the year, the Avon Mexico organization had completed an exercise called "appreciative inquiry" aimed at enhancing gender relations in the workforce. Teaching Purpose: To examine the cultural aspects of managing in the Mexican environment and to illustrate the use of "appreciative inquiry" as part of a cultural change process. May be used with: (9-301-060) Avon Products (B). HBS Number: 9-301-059 Geographic Setting: New York, NYIndustry Setting: beauty productsNumber of Employees: 33,900Gross Revenues: $5 billion revenues Event Year Start: 1992Event Year End: 1998 Subjects: Corporate culture; Cosmetics; Cross cultural relations; Diversity; Globalization; Mexico; Sex discrimination; Women Academic Discipline: General management
Case Author(s): Paine, Lynn Sharp; Rogers, Gregory C. Publication Date: 10/23/2000 Revision Date: 08/02/2001 Product Type: Case (Field) Product Description: Presents the results of the decision taken in the (A) case. Describes the subsequent challenges faced by Avon Products in promulgating its globalization worldwide. May be used with: (9-301-059) Avon Products (A). HBS Number: 9-301-060 Geographic Setting: New York, NYIndustry Setting: beauty productsNumber of Employees: 33,900Gross Revenues: $5 billion revenues Event Year Start: 1992Event Year End: 1998 Subjects: Corporate culture; Cosmetics; Cross cultural relations; Diversity; Globalization; Mexico; Sex discrimination; Women Academic Discipline: General management
Case Author(s): Paine, Lynn Sharp; Gui, Jennifer Benqing Publication Date: 12/22/1999 Revision Date: 04/13/2001 Product Type: Case (Field) Product Description: When the Chinese central government bans all forms of direct selling in China in April 1998, executives at Avon China must decide how to respond. The first direct sales company to enter China after its opening to outsiders, Avon sparked widespread interest in direct selling among the Chinese. Just as Avon is about to complete a new $40 million plant in Guangzhou, however, the government decides to crack down on local abuses of direct selling by banning all forms of the practice. Avon must decide whether to abandon its traditional business model in the face of these developments. Teaching Purpose: To explore the challenges of doing business in the Chinese cultural context. HBS Number: 9-300-053 Geographic Setting: ChinaIndustry Setting: cosmeticsNumber of Employees: 1,500Gross Revenues: $75 million revenues Event Year Start: 1995Event Year End: 1998 Subjects: Business & society; China; Cosmetics; Cross cultural relations; Direct marketing; Distribution; Foreign investment; Regulation Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-300-054), 8p, by Lynn Sharp Paine, Jennifer Benqing Gui
Case Author(s): Paine, Lynn Sharp; Gui, Jennifer Benqing Publication Date: 12/22/1999 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-300-053) Avon Products China (A). HBS Number: 9-300-054 Subjects: Business & society; China; Cosmetics; Cross cultural relations; Direct marketing; Distribution; Foreign investment; Regulation Academic Discipline: General management
Case Applegate, Lynda M.; Raube, Chad; Barone, Karen J. 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). HBS Number: 9-399-014 Type: Case (Field) Publication Date: 1/29/99 Revision Date: 7/28/99 Geographic Setting: New York, NY and Redmond, CA Industry Setting: travel and information technology Event Year Start: 1996 Event Year End: 1998 Subjects: Information technology; Services; Software; Travel
Case Author(s): Villalonga, Belen; Amit, Raphael; Hartman, Chris Publication Date: 10/18/2006 Revision Date: 04/10/2007 Product Type: Case (Field) HBS Number: 9-207-041 Geographic Setting: Philippines Industry Setting: Banking industry; Real estate; Telecommunications industry; Utilities; Water, sewage & other systems Number of Employees: 32,000 Gross Revenues: $930 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Conglomerates; Diversification; Diversified companies; Emerging markets; Family owned businesses; Financial strategy; Valuation Academic Discipline: General management Supplementary Materials: Supplement (Spreadsheet), (9-207-705), 13p, by Belen Villalonga, Raphael Amit, Chris Hartman; Teaching Note, (5-207-042), 43p, by Belen Villalonga Product Description: Ayala Corporation is the oldest conglomerate in the Philippines and has been controlled by the Zobel de Ayala family for seven generations. Over the past 25 years, Ayala has evolved from a real estate family business into a highly diversified and professionally managed business group, with a significant number of non-family shareholders. Between the holding company and its four largest subsidiaries, the Ayala group accounts for a quarter of the market capitalization of the Philippines Stock Exchange. Provides data to assess the value created for Ayala's stockholders in the ten years leading up to 2006, when the transition to the seventh generation of the Zobel de Ayala family culminated.
Teaching Note Author(s): Villalonga, Belen Publication Date: 04/10/2007 Revision Date: 02/20/2008 Product Type: Teaching Note HBS Number: 207042 Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (207041) Ayala Corp.; (207705) Ayala Corp., Spreadsheet.
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) 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. May be used with: (9-396-312) BAE Automated Systems (B): Implementing the Denver International Airport Baggage-Handling System. HBS Number: 9-396-311 Geographic Setting: Denver, CO Industry Setting: Construction industry; Engineering Number of Employees: 365 Event Year Start: 1989 Event Year End: 1994 Subjects: Engineering; Management communication; Politics; Project management Academic Discipline: General management Supplementary Materials: Teaching Note, (5-399-099), 33p, by Lynda M. Applegate
Case Applegate, Lynda M.; Montealegre, Ramiro; Knoop, Carin-Isabel Describes the negotiations that took place 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. Teaching Purpose: Students should review the entire project to distill the main lessons for city officials, DIA project managers and subcontractors such as BAE. May be used with: (9-396-311) BAE Automated Systems (A): Denver International Airport Baggage-Handling System. HBS Number: 9-396-312 Type: Case (Field) Publication Date: 5/21/96 Revision Date: 11/6/96 Geographic Setting: Denver, CO Industry Setting: engineering and construction Number of Employees: 365 Event Year Start: 1989 Event Year End: 1995 Subjects: Engineering; Management communication; Politics; Project management; Transportation services Supplementary Materials: Teaching Note, (5-399-099), 32p, by Lynda M. Applegate
Case Yoshino, Michael Y.; Williamson, Peter J. Examines major strategic and organizational issues facing Bain & Co., a leading strategy consulting firm, regarding global expansion. The Bain partners must choose a course among many exciting and attractive opportunities for growth. Also explores organizational and managerial implications for various growth scenarios. Teaching Purpose: An excellent vehicle to explore strategic and organizational issues facing a successful professional service firm. HBS Number: 9-395-102 Type: Case (Field) Publication Date: 11/28/94 Geographic Setting: Global Industry Setting: consulting Number of Employees: 1,250 Gross Revenues: $250 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Business policy; Consulting; International business; Service management
Case Author(s): Kanter, Rosabeth Moss; Myers, Paul S. Publication Date: 09/19/1989 Revision Date: 04/10/1990 Product Type: Case (Field) Product Description: Banc One Corp., an innovative and financially successful super-regional bank holding company, has a track record of upgrading performance of acquisitions while retaining previous management — doing better with the same people. In June 1989 Banc One made its first acquisition out of its home base region by purchasing McCorp's insolvent Bridge Bank in Texas, with assets almost half that of the entire Banc One system. Banc One is now much larger and operating on new territory at a time when its decentralized operating philosophy is already strained by growth and innovation. Chairman John B. McCoy, who describes himself as ``chief personnel officer,'' has been active as a general manager in developing and upgrading people through a variety of means. What should he do to meet the performance challenges of the future? HBS Number: 9-390-029 Geographic Setting: United States Industry Setting: Banking industry Event Year Start: 1989 Event Year End: 1989 Subjects: Banking; Growth management; Holding companies; Personnel management Academic Discipline: General management Supplementary Materials: Teaching Note, (5-796-085), 10p, by Cynthia A. Montgomery
Case Heskett, James L. Concerns the decision about whether to negotiate non-financial measures into the company's Management Information Control System (MTCS). These measures would describe factors such as customer satisfaction and customer loyalty. HBS Number: 9-395-024 Type: Case (Field) Publication Date: 8/4/94 Revision Date: 9/21/94 Geographic Setting: United States Industry Setting: banking Gross Revenues: $6 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Control systems; Customer relations; MIS; Service management
Case Author(s): Uyterhoeven, Hugo E.R.; Hart, Myra Publication Date: 10/19/1993 Revision Date: 09/12/1996 Product Type: Case (Field) Product Description: From a small local bank, Banc One has grown to one of the largest and most profitable banks in the United States under the leadership of its CEO, John B. McCoy. It has an impressive track record of improving the performance of its acquisitions while retaining the previous management and transferring its corporate culture. Banc One's uncommon partnership and its “share and compare'' practices are viewed as key to its success. How long will it be able to sustain its stellar track record, particularly when confronted with mounting industry pressures? It has broadened its strategy, resulting in a number of organizational challenges. Teaching Purpose: Assessing John B. McCoy as strategist, organization builder, and performer, as well as his “constructive conflict'' approach. What lessons can be learned, particularly in terms of Banc One's acquisition approach? How is Banc One responding to the changing industry and how does it organizationally manage this change? HBS Number: 9-394-043 Geographic Setting: United States Industry Setting: banking Number of Employees: 32,700 Gross Revenues: $4.8 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Acquisitions; Banking; Business policy; Corporate culture; Decentralization; Growth management; Leadership Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-180), 7p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-394-043 HBS Number: 5-395-180 Subjects: Acquisitions; Banking; Business policy; Corporate culture; Decentralization; Growth management; Leadership
Case Heskett, James L.; Urban, Thomas N., Jr. In February 1995, Banc One faced the replacement of the "Uncommon Partnership," a basic operating strategy that had served it well for years. Leadership now struggled with the new protocols for replacement operating strategies. HBS Number: 9-396-315 Type: Case (Field) Publication Date: 3/28/96 Geographic Setting: United States Industry Setting: banking Event Year Start: 1995 Event Year End: 1995 Subjects: Financial services; Organizational change
Case Author(s): Chu, Michael; Steege Hazell, Jean Publication Date: 02/06/2007 Revision Date: 04/24/2007 Product Type: Case (Field) HBS Number: 9-307-060 Geographic Setting: Latin America Industry Setting: Financial industry; Financial institution Number of Employees: 2,500 Gross Revenues: $185 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Competition; Globalization; International banking; Microfinance; Poverty; Social enterprise; Strategy formulation 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.
Case Author(s): Chu, Michael; Cuellar, Regina Garcia Publication Date: 01/28/2008 Revision Date: 07/18/2008 Product Type: Color Case HBS Number: 308094 Geographic Setting: Latin America Industry Setting: Banking industry Number of Employees: 3,203 Gross Revenues: $188,000,000 Event Year Start: 2007 Event Year End: 2007 Subjects: Developing countries; Microfinance Academic Discipline: General management Product Description: After an international IPO yielding extraordinary returns to original investors, Banco Compartamos, Mexico's leading microfinance institution, contemplates its future strategic and competing priorities: maintaining growth, defending industry, leadership, preserving social mission and meeting the expectations of a demanding capital market. Additionally, Compartamos' Co-CEOs must decide how to face the highly polarized reactions in the microfinance industry to its IPO. In the process, the case examines the history of Compartamos, from its NGO origins to its license as a full service bank; describes the competitive context of low-income sector of financing in Mexico; and reviews the decisions leading to the IPO in the Mexican Stock Exchange.
Case Author(s): Paine, Lynn Sharp Publication Date: 03/12/2009 Product Type: Case (Field) HBS Number: 309098 Geographic Setting: China Number of Employees: 120,000 Gross Revenues: US$30 billion Event Year Start: 2008 Event Year End: 2008 Subjects: Board of directors; Business government relations; Corporate governance; Developing countries; Mergers & Acquisitions; Outside directors Academic Discipline: General management Product Description: The new outsider-dominated board of directors of China's state-owned Baosteel Group must decide whether to modify the Group's structure. With the completion of a pending acquisition, the Group will control four publicly listed steel-producing subsidiaries, and board members are concerned about competition among the subsidiaries and about the subsidiaries' public shareholders. Selected by the Chinese government as the first company to take part in a pilot project on corporate governance in state-owned enterprises, Baosteel and its board are under intense scrutiny by Chinese and overseas investors in the listed subsidiaries as well as by China's political leadership and the media. The case provides background on Baosteel, China's SOE reform, the Chinese government's pilot project on corporate governance, and the functioning of Baosteel's newly constituted board of directors.
Teaching Note Author(s): Miller, Paddy; Mitchell, Jordan Publication Date: 03/23/2004 Revision Date: 11/24/2004 Product Type: Teaching Note Publisher: IESE University of Navarra HBS Number: IES139 Geographic Setting: South Africa; South America Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (IES137) Barloworld: Action Learning in Argentina, Brazil and Chile - The ABC Programme (A); (IES138) Barloworld: Action Learning in Argentina, Brazil and Chile - The ABC Programme (B).
Case Author(s): Miller, Paddy; Mitchell, Jordan Publication Date: 03/23/2004 Revision Date: 03/03/2006 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES137 Geographic Setting: South Africa; South America Subjects: Capacity; Leadership; Strategy Academic Discipline: General management Supplementary Materials: Supplement (Field), (IES138), 8p, by Paddy Miller, Jordan Mitchell; Teaching Note, (IES139), 14p, by Paddy Miller, Jordan Mitchell Product Description: Discusses CEO Tony Phillips' attempt to achieve several objectives through a fact-finding country analysis using an action learning program. For Phillips, the program gives his executives exposure to the ABC countries (Argentina, Brazil, and Chile) as well as allowing him to get them together with their potential successors.
Case Author(s): Miller, Paddy; Mitchell, Jordan Publication Date: 03/23/2004 Revision Date: 04/14/2004 Product Type: Supplement (Field) Publisher: IESE University of Navarra HBS Number: IES138 Geographic Setting: South Africa; South America Subjects: Capacity; Leadership; Strategy Academic Discipline: General management Supplementary Materials: Teaching Note, (IES139), 14p, by Paddy Miller, Jordan Mitchell Product Description: An abstract is not available for this product. Must be used with: (IES137) Barloworld: Action Learning in Argentina, Brazil and Chile - The ABC Programme (A).
Case Bower, Joseph L.; Rosenblum, John W. 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. HBS Number: 9-313-121 Type: Case (Gen Exp) Publication Date: 3/1/68 Revision Date: 1/26/00 Geographic Setting: Midwest Industry Setting: metals Gross Revenues: $100 million sales Event Year Start: 1967 Event Year End: 1967 Subjects: Business policy; Capital budgeting; Conglomerates; High technology products; Metals; Middle management Supplementary Materials: Teaching Note, (5-395-234), 7p, by Joseph L. Bower
Teaching Note For use with 9-313-121 HBS Number: 5-395-234 Subjects: Business policy; Capital budgeting; Conglomerates; High technology products; Metals; Middle management
Case Uyterhoeven, Hugo E.R. Focuses in detail on implementing a corporate restructuring program in ABB's German subsidiary. Special attention is given to Germany's unique form of industrial governance. Two major problem areas--power plants and power transformers--are described in detail, as is a decentralization proposal for the German sales operation. How should the head of ABB Germany proceed? Why did he take this job? What choices did he make? What challenges does he face, particularly as a newcomer? Teaching Purpose: Detailed focus on German industrial governance. Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the sales force make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance? A rewritten version of an earlier case. HBS Number: 9-397-098 Type: Case (Field) Publication Date: 4/15/97 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring
Case Author(s): Herzlinger, Regina E.; McDonough, John Publication Date: 08/27/2003 Revision Date: 03/22/2005 Product Type: Color Case Product Description: Describes different business models for diet firms, ranging from food (Slim-Fast) to services (Weight Watchers) to physician-overseen regimens (Dean Ornish). Includes color exhibits. HBS Number: 9-304-009 Industry Setting: diet industryGross Revenues: $2 billion revenues Subjects: Business models; Health care; Health services; Industry analysis Academic Discipline: General management Supplementary Materials: Supplement (Compilation), (9-305-027), 2p, by Regina E. Herzlinger, Louisa Gay
Case Author(s): Herzlinger, Regina E.; Gay, Louisa Publication Date: 09/02/2004 Revision Date: 07/21/2006 Product Type: Supplement (Compilation) HBS Number: 9-305-027 Industry Setting: Health care industry; Health services Subjects: Business models; Health care; Industry analysis Academic Discipline: General management Product Description: Supplements the (A) case. Must be used with: (9-304-009) Battle of the Bulge — Private and Public Solutions for Obesity (A).
Case Rosenzweig, Philip M. Becton Dickinson, a U.S.-based maker of medical and diagnostic devices, has been organized into a mixed structure of U.S.-based divisions and country/region organizations. In 1995, three businesses shifted to become worldwide divisions, forcing a reexamination of the relationship between product and geographic units. Teaching Purpose: To examine the organizational challenges of managing a global enterprise. HBS Number: 9-396-420 Type: Case (Field) Publication Date: 6/18/96 Geographic Setting: Global Industry Setting: medical devices Gross Revenues: $2.7 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Medical supplies; Multinational corporations; Organizational design; Organizational structure
Case Bartlett, Christopher A.; Scharf, Kathleen Describes Becton Dickinson's evolving attempt to develop products and strategies to meet worldwide competitive and market needs. Traces the evolution of a classic parent company-led product-market strategy to a truly transnational product and strategy development. Explores the use of an integrative team as the organizational means of achieving global integration while preserving local flexibility. Teaching Purpose: Addresses issues of global strategy and organization, particularly as they relate to new product development. Highlights the use of overseas operations not only for market access but also as a source of innovation. HBS Number: 9-394-072 Type: Case (Field) Publication Date: 10/25/93 Revision Date: 9/23/94 Geographic Setting: Global Industry Setting: medical products Company Size: Fortune 500 Gross Revenues: $2 billion revenues Event Year Start: 1960 Event Year End: 1993 Subjects: International business; Medical supplies; Product development Supplementary Materials: Teaching Note, (5-395-021), 8p, by Christopher A. Bartlett
Case Author(s): Christensen, Clayton M. Publication Date: 04/21/1998 Product Type: Case (Field) Product Description: Becton Dickinson's Vacutainer business was largely based in the United States, but in 1980 management determined to grow the business aggressively in Europe and then Japan. These areas demanded new products that were tailored to local markets. Despite the change in strategy, the resource allocation process continued to allocate development resources to U.S.-targeted products. Teaching Purpose: Helps students understand how the resource allocation process works in practice, and see that understanding and managing it is an important tool in managing strategic change through innovation. HBS Number: 9-698-058 Geographic Setting: GlobalIndustry Setting: medical productsCompany Size: Fortune 500Gross Revenues: $2 billion revenues Event Year Start: 1980Event Year End: 1992 Subjects: Innovation; International business; Medical supplies; Product development; Resource allocation; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-698-059), 13p, by Clayton M. Christensen
Teaching Note For use with 9-698-058 HBS Number: 5-698-059 Subjects: Innovation; International business; Medical supplies; Product development; Resource allocation; Strategy implementation
Case Author(s): Rose, Clayton; Ahuja, Anand Publication Date: 04/02/2009 Product Type: Case (Library) HBS Number: 9-309-093 Number of Employees: 28,000 Gross Revenues: 20 Billion Event Year Start: 2008 Event Year End: 2008 Subjects: Crisis management; Financial management; Financial strategy Academic Discipline: General management Product Description: This case examines Lehman Brothers in the months preceding its collapse. Following the announcement of a huge and unexpected second quarter loss, the CFO was removed from her post after only seven months in the job. This case explores the challenges faced by a firm leader as she attempts to manage a situation that threatens the firm's survival. In particular, the case allows for an examination of how changes to the firm's performance and position are communicated to key external stakeholders in an effort to retain their confidence, while market conditions worsen, the balance sheet deteriorates, and the firm's credibility is challenged by a short selling hedge fund.
Case Author(s): Rose, Clayton; Ahuja, Anand Publication Date: 04/02/2009 Product Type: Case (Library) HBS Number: 309093 Number of Employees: 28,000 Gross Revenues: 20 Billion Event Year Start: 2008 Event Year End: 2008 Subjects: Crisis management; Financial management; Financial strategy Academic Discipline: General management Product Description: This case examines Lehman Brothers in the months preceding its collapse. Following the announcement of a huge and unexpected second quarter loss, the CFO was removed from her post after only seven months in the job. This case explores the challenges faced by a firm leader as she attempts to manage a situation that threatens the firm's survival. In particular, the case allows for an examination of how changes in a firm's performance and position are communicated to key external stakeholders in an effort to retain their confidence, while market conditions worsen, the balance sheet deteriorates, and the firm's credibility is challenged by a short selling hedge fund.
Case Bower, Joseph L. 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. Teaching Purpose: To introduce compensation issues from a general management perspective as opposed to a functional human resources perspective. A rewritten version of an earlier case. HBS Number: 9-301-016 Type: Case (Gen Exp) Publication Date: 8/25/00 Geographic Setting: Unspecified Industry Setting: electrical equipment Number of Employees: 2,600 Event Year Start: 1995 Event Year End: 1995 Subjects: Business policy; Employee attitude; Executive compensation; Personnel policies Supplementary Materials: Supplement (Gen Exp), (9-301-017), 1p, by Joseph L. Bower; Supplement (Gen Exp), (9-301-018), 1p, by Joseph L. Bower; Supplement (Gen Exp), (9-301-019), 2p, by Joseph L. Bower; Teaching Note, (5-398-180), 3p, by Joseph L. Bower
Case Author(s): Bower, Joseph L. Publication Date: 08/25/2000 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-301-016) Belmont Industries, Inc. (A). HBS Number: 9-301-017 Subjects: Business policy; Employee attitude; Executive compensation; Personnel policies Academic Discipline: General management
Case Author(s): Bower, Joseph L. Publication Date: 08/25/2000 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-301-016) Belmont Industries, Inc. (A). HBS Number: 9-301-018 Subjects: Business policy; Employee attitude; Executive compensation; Personnel policies Academic Discipline: General management
Case Author(s): Bower, Joseph L. Publication Date: 08/25/2000 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-301-016) Belmont Industries, Inc. (A). HBS Number: 9-301-019 Subjects: Business policy; Employee attitude; Executive compensation; Personnel policies Academic Discipline: General management
Case Author(s): Theroux, John Publication Date: 10/17/1991 Revision Date: 12/15/1993 Product Type: Case (Field) HBS Number: 9-392-025 Geographic Setting: Burlington, VT Industry Setting: Ice cream industry Company Size: mid-size Number of Employees: 330 Gross Revenues: $58.5 million 1989 sales Event Year Start: 1991 Event Year End: 1991 Subjects: Compensation; Corporate culture; Corporate responsibility; Employee morale; Entrepreneurial management; Food; Management philosophy; Organizational development Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-238), 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.
Case Author(s): Austin, James; Quinn, James Publication Date: 12/08/2005 Revision Date: 01/18/2007 Product Type: Case (Field) HBS Number: 9-306-037 Geographic Setting: Vermont Industry Setting: Ice cream industry Number of Employees: 400 Gross Revenues: $250 million revenues Event Year Start: 2001 Event Year End: 2004 Subjects: Brand management; Corporate culture; Corporate governance; Employee morale; Innovation; Mergers & Acquisitions; Mission statements; New product marketing; Social enterprise Academic Discipline: General management Product Description: In the months after Ben & Jerry's was acquired by Unilever, Ben & Jerry's head social mission faces challenges and opportunities unique in the company's history, including: how to manage employee morale; whether to include synthetic ingredients to meet consumer preferences; how to preserve the company's tradition of speaking out on public issues; and how to maintain the company's distinctive brand image. Also, depicts an innovative corporate governance model with an external board comprising former Ben & Jerry's executives to advise the new CEO on managing the company's distinctive brand and values.
Teaching Note Author(s): Austin, James E. Publication Date: 09/12/2008 Product Type: Teaching Note HBS Number: 5-309-051 Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (306037) Ben & Jerry's: Preserving Mission & Brand Within Unilever.
Case Author(s): Scharfstein, David; Perold, Andre F. Publication Date: 10/13/2006 Revision Date: 04/11/2008 Product Type: Case (Gen Exp) HBS Number: 207070 Industry Setting: Retail industry Number of Employees: 3 Event Year Start: 1991 Event Year End: 1991 Subjects: Financial analysis; Financial strategy; Growth strategy; Valuation Academic Discipline: General management Supplementary Materials: Teaching Note, (292014), 9p, by Thomas R. Piper Product Description: Ben Walter is thinking of purchasing Butler Lumber and needs to decide how he would run the business and how much to pay for it.
Case Author(s): Heskett, James L. Publication Date: 11/30/1995 Product Type: Other Product Description: The management of the Benetton Group includes senior executives advocating two different strategies: 1) expanding manufacturing to develop economies as a way of developing Benetton's sales in those markets, as opposed to (or in addition to), 2) developing ways of providing additional support to retailers, some of whom are operating in developed markets against sophisticated competitors and are becoming increasingly embattled. Teaching Purpose: To explore issues associated with developing global strategy. Includes color exhibits. HBS Number: 9-396-177 Geographic Setting: Italy/Global Industry Setting: apparel manufacturing & distribution Number of Employees: 4,800 Gross Revenues: $1 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Clothing; International marketing; Italy; Manufacturing strategy; Retailing Academic Discipline: General management Supplementary Materials: Teaching Note, (5-396-176), 20p, by James L. Heskett
Case Author(s): Jones, Geoffrey G.; Kiron, David Publication Date: 06/26/2008 Revision Date: 07/17/2009 Product Type: Case (Field) HBS Number: 808133 Geographic Setting: Germany Industry Setting: Cosmetic; Fragrance industry; Personal care products Number of Employees: 8,500 Gross Revenues: $3.5 billion Event Year Start: 2001 Event Year End: 2008 Subjects: Business history; Global business; International business; Mergers & Acquisitions Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-810-016), 24p, by Geoffrey G. Jones Product Description: Considers the creation of the world's largest fragrance company by Bernd Beetz, appointed chief executive of Coty Inc. in 2001. In 1990 the German consumer goods company Benkiser began acquiring fragrance and cosmetics brands with the intent of developing a beauty business. These included the long-established, but relatively small US fragrance company Coty. In 1996 the beauty business was spun off under the name Coty. When Beetz was hired as chief executive, it was still a fragmented collection of recently acquired brands. The case describes how Beetz re-ignited the dormant celebrity fragrance business with the successful launch of a new Jennifer Lopez fragrance line. Fashioning a new entrepreneurial culture based on the principles of “faster, further, freer,” Coty hired longstanding executives from other firms and liberated their entrepreneurial capabilities, refreshing brands which had been tarnished into a global mass color cosmetics brand. In 2005 the acquisition of Calvin Klein from Unilever, and its renewal, catapulted Coty into the position of the world's largest fragrance company. The case provides an opportunity to examine the entrepreneurial, cultural, and organizational factors which enable acquired brands and employees to be re-invigorated and molded i
Case Author(s): Herzlinger, Regina E.; Bokser, Seth Publication Date: 08/15/2001 Revision Date: 08/14/2006 Product Type: Case (Field) HBS Number: 9-302-018 Industry Setting: Health care industry Event Year Start: 1997 Event Year End: 1997 Subjects: Entrepreneurship; Health care; Internet; Market definition; Market positioning Academic Discipline: General management Supplementary Materials: Reprint, (1-305-105), 2p, by Regina E. Herzlinger Product Description: Upon learning the news of a critical illness, patients and their families are shocked, saddened, fearful, and angry all at once. And just as soon as they catch their collective breath, they all ask the same question — a question that has the potential to infuse hope into darkness and order into emotional chaos — “What do we do next?” They need health care information. Greg Smith, a cancer survivor, and Steve Naifeh founded BestDoctors Inc. to link health care consumers to the medical knowledge they need to make the best health care choices for themselves and their loved ones. This case, which begins in a venture capitalist firm's conference room, details the business plan of a company that sought to meet consumers' urgent demand for personalized information that will lead them to quality medical care.
Case Author(s): Herzlinger, Regina E.; Bokser, Seth Publication Date: 08/15/2001 Revision Date: 08/14/2006 Product Type: Case (Field) HBS Number: 302018 Industry Setting: Health care industry Event Year Start: 1997 Event Year End: 1997 Subjects: Entrepreneurship; Health care; Internet; Market definition; Market positioning Academic Discipline: General management Supplementary Materials: Reprint, (305105), 2p, by Regina E. Herzlinger Product Description: Upon learning the news of a critical illness, patients and their families are shocked, saddened, fearful, and angry all at once. And just as soon as they catch their collective breath, they all ask the same question — a question that has the potential to infuse hope into darkness and order into emotional chaos — “What do we do next?” They need health care information. Greg Smith, a cancer survivor, and Steve Naifeh founded BestDoctors Inc. to link health care consumers to the medical knowledge they need to make the best health care choices for themselves and their loved ones. This case, which begins in a venture capitalist firm's conference room, details the business plan of a company that sought to meet consumers' urgent demand for personalized information that will lead them to quality medical care.
Case Author(s): D'Heilly, Dan; Bygrave, William Publication Date: 01/01/2000 Revision Date: 03/10/2004 Product Type: Case (Field) Publisher: Babson College Product Description: John Esler, founder and CEO of Patio Rooms of America, founded this new venture a few months after graduating from Babson's one-year MBA program. Before studying for his MBA, Esler had substantial entrepreneurial experience that included founding and building a chain of Subway sandwich stores. He sold his chain of stores before entering the MBA program and used the proceeds to finance his studies and to underwrite the startup of his new venture. Six months into the new venture, John is experiencing a host of problems: the company's sales orders are outstripping the rate at which crews can construct patio rooms; his operating cash flow deficit is growing; he has to resolve serious disagreements with his licensor, who is also his exclusive supplier of material; and he has control and human resource issues that urgently need attention. HBS Number: BAB072 Geographic Setting: Massachusetts Industry Setting: home construction Subjects: Cash flow; Entrepreneurship; Financing; Human resources management; Licensing Academic Discipline: General management Supplementary Materials: Teaching Note, (BAB572), 6p, by William Bygrave
Case Author(s): Rosenzweig, Philip M. Publication Date: 10/10/1991 Revision Date: 07/08/1993 Product Type: Case (Field) Product Description: In July 1991, Microsoft has achieved record growth and profitability in the PC software industry. The case focuses on Microsoft's founder and CEO, Bill Gates, and his top management team, as they seek to retain the innovation and spirit of a small company in a rapidly growing and changing environment. Specific issues include the management of organizational complexity, cultural change, CEO and COO interaction, compensation, and leadership. HBS Number: 9-392-019 Geographic Setting: United States Industry Setting: computer software Company Size: large Gross Revenues: $1.8 billion revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Business policy; Growth management; Leadership; Organizational change; Organizational management; Software Academic Discipline: General management Supplementary Materials: Teaching Note, (5-394-028), 11p, by Philip M. Rosenzweig
Teaching Note For use with 9-392-019 HBS Number: 5-394-028 Subjects: Business policy; Growth management; Leadership; Organizational change; Organizational management; Software
Case Author(s): Roberto, Michael A. Publication Date: 06/23/2005 Product Type: Case (Library) Product Description: Describes how Billy Beane, general manager of the Oakland A's baseball team, employees statistical methodologies to select who is under-valued in the marketplace. Examines why few teams have imitated his organization's successful strategy. Explores threats to Oakland's competitive advantage. HBS Number: 9-305-120 Geographic Setting: United States Industry Setting: Sports industry Number of Employees: 200 Gross Revenues: $40 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Cognitive psychology; Competitive advantage; Decision making; Employee research; Human capital; Resource allocation; Statistical methods Academic Discipline: General management
Case Walton, Thomas Executives at Black & Decker Corp. challenge managers to design and develop a cordless electric power drill for professionals that will enhance its reputation among that group of users and significantly lift the company's share of that HBS Number: 9-997-003 Type: Case (Field) Publication Date: 10/6/97 Geographic Setting: Global Industry Setting: cordless power tools Number of Employees: 29,200 Gross Revenues: $4.9 billion revenues Event Year Start: 1992 Event Year End: 1995 Subjects: Innovation; Product design; Product development; Product positioning; Project management; Teams Publisher: Design Management Institute
Case Christensen, Clayton M.; Hamermesh, Richard G.; Dann, Jeremy Michael Bloomberg establishes Bloomberg L.P. as a fast-growing company. As the firm enters the ranks of "large, established companies," it grapples with a whole new range of human resources, organizational, and corporate culture issues. Teaching Purpose: To show how a fast-growing firm built its capabilities to deal with human resources issues. HBS Number: 9-399-081 Type: Case (Field) Publication Date: 2/23/99 Revision Date: 6/29/99 Geographic Setting: New York Industry Setting: financial information services Number of Employees: 4,800 Gross Revenues: $1.6 billion revenues Event Year Start: 1995 Event Year End: 1999 Subjects: Entrepreneurs; Growth management; Human resources management; Information services; Online information services; Recruitment; Securities markets
Case Author(s): Piper, Thomas R. Publication Date: 01/12/2004 Product Type: Case (Gen Exp) Product Description: The head of the Carlson Division stands to benefit substantially in financial terms if a private equity firm wins the bid for the division. The division is in the early stages of a performance turnaround, with only three quarters of profit improvement and no audited figures. The division head has a well-developed plan to improve performance and is confident that operating profits will double within five years. If this occurs and if the private equity firm is successful in buying the division at its target price, the division head's equity interest may be worth $60 million in five years. How much should he disclose to strategic buyers and to the parent company in terms of the turnaround plans and prospects? What are the legal and ethical requirements? HBS Number: 9-304-083 Geographic Setting: United States Industry Setting: semiconductor Gross Revenues: $500 million revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Bids; Communication; Disclosure; Ethics; Legal aspects of business; Leveraged buyouts Academic Discipline: General management
Case Author(s): Bartlett, Christopher A.; Elderkin, Kento Publication Date: 11/13/1991 Revision Date: 07/13/1995 Product Type: Case (Library) Product Description: Describes the start-up and rapid growth of a company whose founder holds strong, non-traditional beliefs about the role of the corporation and its responsibility to society. After profiling Anita Roddick as a person, the case describes the anti-mainstream approach she took to building her highly successful business (no advertising, simple packaging, non-traditional R&D). After elaborating on the strong values she has imposed on the business, concludes by highlighting questions of the business' transferability to the United States and its survivability as Anita steps back. HBS Number: 9-392-032 Geographic Setting: United Kingdom Industry Setting: retailing Company Size: mid-size Number of Employees: 2,000 Gross Revenues: $100 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Business policy; Consumer goods; Corporate culture; Corporate responsibility; Entrepreneurial management; International business; Retailing Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-148), 7p, by Christopher A. Bartlett
Teaching Note For use with 9-392-032 HBS Number: 5-395-148 Subjects: Business policy; Consumer goods; Corporate culture; Corporate responsibility; Entrepreneurial management; International business; Retailing
Case Applegate, Lynda M.; Montealegre, Ramiro; Vera, Dusya; Barone, Karen J. 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. Teaching Purpose: To demonstrate how internet technology relates to emerging markets. HBS Number: 9-399-070 Type: Case (Field) Publication Date: 11/23/98 Revision Date: 2/3/99 Geographic Setting: Ecuador Industry Setting: financial Number of Employees: 78 Gross Revenues: $2 million revenues Event Year Start: 1993 Event Year End: 1998 Subjects: Emerging markets; Foreign investment; Information technology; Internet; Stock exchanges
Case Author(s): Marietta, Geoff; Childress, Stacey; Suchman, Sara Publication Date: 09/10/2008 Product Type: Case (Field) HBS Number: 9-309-043 Geographic Setting: Massachusetts Industry Setting: Public school K-12 Number of Employees: 150 Gross Revenues: $3.4 million Event Year Start: 2007 Event Year End: 2008 Subjects: Entrepreneurship; Hiring; Human resources management; Nonprofits; Strategic planning Academic Discipline: General management Product Description: In June 2008, Jesse Solomon, the founding director of the Boston Teacher Residency (BTR), faced an important decision about the organization's strategic direction. Since its founding in 2003, 125 of its graduates had joined the Boston Public Schools (BPS) and BTR had established a reputation as a provider of some of the district's best-prepared new teachers. Yet Solomon wondered if their approach so far was optimal going forward. Carol Johnson, the new superintendent for BPS, was developing a district-wide improvement strategy that prioritized accelerating the performance of the district's lowest performing schools. But, relatively few BTR graduates joined these schools — they were free to pursue teaching openings at any school in the district. Solomon knew the potential to partner more closely with the new superintendent was a time-sensitive opportunity with a number of questions. What were the implications of moving from an open hiring market to the placement of cohorts of BTR graduates in high-priority schools? Was BTR's model sufficient to prepare new teachers to join struggling schools in the absence of a comprehensive turnaround strategy? How could BTR continue to strengthen the quality of its program while supporting the new superintendent's priorities?
Case Author(s): Marietta, Geoff; Childress, Stacey; Suchman, Sara Publication Date: 09/10/2008 Revision Date: 04/14/2009 Product Type: Case (Field) HBS Number: 309043 Geographic Setting: Massachusetts Industry Setting: Public school K-12 Number of Employees: 150 Gross Revenues: $3.4 million Event Year Start: 2007 Event Year End: 2008 Subjects: Entrepreneurship; Hiring; Human resources management; Nonprofits; Strategic planning Academic Discipline: General management Supplementary Materials: Teaching Note, (5-309-096), 15p, by Geoff Marietta, Stacey Childress Product Description: In June 2008, Jesse Solomon, the founding director of the Boston Teacher Residency (BTR), faced an important decision about the organization's strategic direction. Since its founding in 2003, 125 of its graduates had joined the Boston Public Schools (BPS) and BTR had established a reputation as a provider of some of the district's best-prepared new teachers. Yet Solomon wondered if their approach so far was optimal going forward. Carol Johnson, the new superintendent for BPS, was developing a district-wide improvement strategy that prioritized accelerating the performance of the district's lowest performing schools. But, relatively few BTR graduates joined these schools — they were free to pursue teaching openings at any school in the district. Solomon knew the potential to partner more closely with the new superintendent was a time-sensitive opportunity with a number of questions. What were the implications of moving from an open hiring market to the placement of cohorts of BTR graduates in high-priority schools? Was BTR's model sufficient to prepare new teachers to join struggling schools in the absence of a comprehensive turnaround strategy? How could BTR continue to strengthen the quality of its program while supporting the new superintendent's priorities?
Teaching Note Author(s): Quelch, John A. Publication Date: 10/22/2004 Product Type: Teaching Note HBS Number: 5-505-041 Academic Discipline: General management Product Description: Teaching Note to (9-504-012). Must be used with: (9-504-012) BRAC.
Case Author(s): Freeze, Karen J. Publication Date: 03/24/2006 Product Type: Case (Field) Publisher: Design Management Institute HBS Number: DMI017 Geographic Setting: Germany; Global; United States Industry Setting: Consumer electronics Subjects: Consumer electronics; Corporate culture; Design management; International business; Market analysis; Product development Academic Discipline: General management Supplementary Materials: Supplement, (DMI020), 5p, by Karen J. Freeze; Teaching Note, (DMI019), 5p, by Karen J. Freeze Product Description: Braun is developing a new top shaver that it hopes will reverse its declining market share in mens' shavers. At the same time, another team has been developing a highly innovative automatic cleaning device that could dramatically differentiate the new shaver from the competition's offerings. At issue is whether to “marry” the two projects, with the goal of creating a revolutionary, break-through product. That carries risks, however: the cleaning device is so far from ready that it could delay the launch of the new shaver until the critical window of opportunity has passed. Why not introduce the new shaver on its own, leaving the cleaning device as an optional accessory? The debate generates questions about product strategy, new product design and development, and market analysis. May be used with: (DMI018) Braun: The Syncro Shaver (B).
Case Author(s): Freeze, Karen J. Publication Date: 03/24/2006 Product Type: Supplement Publisher: Design Management Institute HBS Number: DMI020 Subjects: Consumer electronics; Corporate culture; Design management; International business; Market analysis; Product development Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (DMI017) Braun: The Syncro Shaver (A); (DMI018) Braun: The Syncro Shaver (B).
Teaching Note Author(s): Freeze, Karen J. Publication Date: 03/24/2006 Product Type: Teaching Note Publisher: Design Management Institute HBS Number: DMI019 Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (DMI017) Braun: The Syncro Shaver (A); (DMI018) Braun: The Syncro Shaver (B).
Case Author(s): Bourgeois, L. J.; Yemen, Gerry; West, June Publication Date: 01/30/2002 Product Type: Note HBS Number: UV0929 Subjects: Communication in organizations; Communication strategy; Mergers & Acquisitions Academic Discipline: General management Product Description: The mere mention of the term “merger and acquisition” (M&A) can send messages of misinformation or half-truths. Clarity about motives and intent, as well as timing the release of information during a merger, requires strategic information management. But when is the right time to tell employees about a pending merger? Who should make the announcement, and what communication channels should they use? A recent survey of managers conducted by the Darden Graduate School of Business explored communication practices that companies use to communicate internally during their firms' merger or acquisition. This note reveals the findings and makes communication recommendations.
Case Author(s): Gulati, Ranjay; Sytch, Maxim; Mehrotra, Parth Publication Date: 08/01/2008 Product Type: Case (Field) Publisher: California Management Review HBS Number: CMR407 Subjects: Alliances; Corporate strategy; Long term planning; Strategic alliances; Strategic planning Academic Discipline: General management Product Description: This article highlights several important dimensions of planning for exit from strategic alliances and also offers several examples of the disastrous consequences of inadequate exit-planning. While many companies fall into the trap of having no exit plan, other companies take too simple a planning approach, wondering if the exit will be unconditionally easy or hard. A more effective approach involves questions such as “When should the exit be easy and when should it be hard? And for which partner?” The article develops a framework that stipulates contingency-specific exit provisions for each partner in the alliance-specifically, situations in which exit should be symmetric and easy for both partners, symmetric and hard for both partners, or asymmetric, hard for one partner and easy for the other. Furthermore, many alliances today reflect complex deals that cover several distinct developmental stages, each of which contains a distinct set of contingencies. Such alliances require a dynamic application of the exit framework, wherein each stage of the alliance development entails a different set of exit provisions, and exit from one stage would signify the beginning of the next.
Case Author(s): Grossman, Allen; Ross, Catherine; Greckol-Herlich, Naomi Publication Date: 11/18/2008 Revision Date: 02/27/2009 Product Type: Case (Field) HBS Number: 309020 Geographic Setting: Massachusetts Industry Setting: Consulting Number of Employees: 180 Gross Revenues: $26 million Event Year Start: 2008 Event Year End: 2008 Subjects: Knowledge management; Nonprofits; Strategy Academic Discipline: General management Product Description: The Bridgespan Group was launched in 2000 by management consulting group Bain & Company as a nonprofit focused on strategy consulting for nonprofits and philanthropists. Over the next eight years, Bridgespan expanded its services to include executive search, knowledge sharing, and a web-based job matching service. While its growth was welcome, Bridgespan's leaders and board wanted to strengthen Bridgespan's positive impact on the nonprofit sector as a whole.
Case Author(s): Grossman, Allen; Ross, Catherine; Greckol-Herlich, Naomi Publication Date: 11/18/2008 Product Type: Case (Field) HBS Number: 9-309-020 Geographic Setting: Massachusetts Industry Setting: Consulting Number of Employees: 180 Gross Revenues: $26 million Event Year Start: 2008 Event Year End: 2008 Subjects: Knowledge management; Nonprofits; Strategy Academic Discipline: General management Product Description: The Bridgespan Group was launched in 2000 by management consulting Bain & Company as a nonprofit focused on strategy consulting for nonprofits and philanthropists. Over the next eight years, Bridgespan expanded its services to include executive search, knowledge sharing, and a web-based job matching service. While its growth was welcome, Bridgespan's leaders and board wanted to strengthen Bridgespan's positive impact on the nonprofit sector as a whole.
Case Author(s): Uyterhoeven, Hugo E.R.; Hart, Myra Publication Date: 07/28/1993 Revision Date: 03/18/1994 Product Type: Case (Field) 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? HBS Number: 9-394-031 Geographic Setting: Cambridge, MA Industry Setting: child care Company Size: start-up Event Year Start: 1988 Event Year End: 1988 Subjects: Delegation of authority; Family owned businesses; Growth management; Growth strategy; Organizational development; Small business; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-183), 11p, by Hugo E.R. Uyterhoeven; Case Video, (9-395-517), 6 min, by Hugo E.R. Uyterhoeven
Case Author(s): Uyterhoeven, Hugo E.R.; Hart, Myra Publication Date: 07/28/1993 Revision Date: 03/18/1994 Product Type: Case (Field) 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? HBS Number: 9-394-031 Geographic Setting: Cambridge, MA Industry Setting: child care Company Size: start-up Event Year Start: 1988 Event Year End: 1988 Subjects: Delegation of authority; Family owned businesses; Growth management; Growth strategy; Organizational development; Small business; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-183), 11p, by Hugo E.R. Uyterhoeven; Case Video, (9-395-517), 6 min, by Hugo E.R. Uyterhoeven
Case Goldberg, Ray A.; Knoop, Carin-Isabel; Sunder, Srinivas Ramdas British Sugar, the first major diversification of Associated British Foods, is entering China as part of the global sweetener, starch, and ingredient strategy. Teaching Purpose: How to diversify and go global at the same time in commodity-type industries. HBS Number: 9-599-059 Type: Case (Field) Publication Date: 11/18/98 Revision Date: 11/3/99 Geographic Setting: Global Industry Setting: sweetener & starch Gross Revenues: $8.5 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Agribusiness; China; Diversified companies; Food processing industry; Globalization; International business; International marketing; United Kingdom
Case Author(s): Bartlett, Christopher A. Publication Date: 12/21/1999 Revision Date: 10/06/2003 Product Type: Case (Field) Product Description: Focuses on two new product launch decisions facing 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. Teaching Purpose: Focuses on global strategy choices being made through headquarter-subsidiary negotiations that define the roles of country managers and global product managers. HBS Number: 9-300-018 Geographic Setting: Australia/United Kingdom Industry Setting: wine Gross Revenues: $250 million revenues Event Year Start: 1992 Event Year End: 1998 Subjects: Australia; Beverages; Business policy; Entrepreneurship; International business; International marketing; New product marketing; Strategy implementation; United Kingdom Academic Discipline: General management Supplementary Materials: Case Video, (9-300-506), 21 min, by Christopher A. Bartlett; Teaching Note, (5-300-128), 14p, by Christopher A. Bartlett
Teaching Note For use with 9-300-018 HBS Number: 5-300-128 Subjects: Australia; Beverages; Business policy; Entrepreneurship; International business; International marketing; New product marketing; Strategy implementation; United Kingdom
Case Author(s): Pirson, Michael; Ebrahim, Alnoor; Mangas, Patricia Publication Date: 04/17/2009 Product Type: Case (Field) HBS Number: 309065 Geographic Setting: Bangladesh; Sweden Industry Setting: Cellphone; Internet & online services industries; Telecommunications industry; Venture capital firms Event Year Start: 2008 Event Year End: 2008 Subjects: Developing countries; Global business; International entrepreneurial finance; Social enterprise; Technology Academic Discipline: General management Product Description: bracNet, a for-profit/nonprofit partnership, aims to establish Internet connectivity throughout Bangladesh. Venture capitalist Patrik Brummer invested in a first round of funding to connect major cities. Should he invest again, this time in a rural roll-out, which may have lower financial returns but greater social returns?
Case Author(s): Perez-Aleman, Paola; Sandilands, Marion Publication Date: 11/01/2008 Product Type: Case (Field) Publisher: California Management Review HBS Number: CMR409 Subjects: Developing countries; Multinational corporations; Nongovernmental organizations; Partnerships; Social issues; Supply chain management; Supply chain optimization Academic Discipline: General management Product Description: The rise of social movements targeting multinational companies on issues of social and environmental responsibility has generated new global supply chain standards. Tied to the wide range of sustainability standards is the growth of partnerships between multinationals (MNCs) and non-governmental organizations (NGOs). However, these standards may unintentionally impose conditions that may exclude small-scale firms in developing countries from global supply chains, thus negatively affecting the poorest developing country producers, from what is known as the “bottom of the pyramid.” This article examines how standard making and implementation resulting from MNC-NGO alliances can create conditions that foster inclusion and upgrading of small-scale producers in a supply chain. It demonstrates that including poorer producers from developing economies requires an active assistance approach to address the complex challenges of creating more responsible supply chains.
Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 02/13/2009 Product Type: Note HBS Number: 9-309-097 Subjects: Accountability; Developing countries; Ethics; Global business; Laws & regulations; Legal aspects of business; Social responsibility Academic Discipline: General management Product Description: This note addresses some of the most frequently asked questions about the relation between human rights and business. Topics include the definition of human rights, the business leader's role regarding human rights, and legal liability of companies and executives for violating human rights
Case Author(s): Paine, Lynn Sharp; Adamsons, Lara Publication Date: 02/13/2009 Product Type: Note HBS Number: 309097 Subjects: Accountability; Developing countries; Ethics; Global business; Laws & regulations; Legal aspects of business; Social responsibility Academic Discipline: General management Product Description: This note addresses some of the most frequently asked questions about the relation between human rights and business. Topics include the definition of human rights, the business leader's role regarding human rights, and legal liability of companies and executives for violating human rights
Case Crookell, Harold; Beamish, Paul W. A small American auto parts producer is trying to diversify to end its dependence on the Big Three. A promising new product is developed and the company gets a chance to license it to a Scottish manufacturer. The issue of whether to license or go it alone in international markets is central. This case includes: 1) an updating to the mid-1990s, with appropriate changes in interest rates and currency exchange rates, 2) new information about the terms and costs of patenting in Europe, and 3) new figures that reflect the inclusion of the value-added tax and declining import duties. May be used with Cameron Auto Parts (B) (Revised). HBS Number: 87G001 Type: Case (Field) Publication Date: 1/1/87 Revision Date: 8/19/99 Geographic Setting: United States/United Kingdom Industry Setting: transportation equipment Event Year Start: 1994 Event Year End: 1994 Subjects: Automotive supplies; Corporate strategy; Exports; International business; Licensing Supplementary Materials: Teaching Note, (887G01), 8p, by Harold Crookell, Paul W. Beamish Publisher: Richard Ivey School of Business/UWO
Case Author(s): Applegate, Lynda M.; Ladge, Jamie Publication Date: 03/26/2003 Revision Date: 10/22/2003 Product Type: Case (Field) HBS Number: 9-803-119 Geographic Setting: New Jersey Industry Setting: Consumer products Number of Employees: 24,000 Gross Revenues: $5.7 billion Event Year Start: 2002 Event Year End: 2002 Subjects: Change management; Competition; Leadership; Organizational behavior 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. Learning Objective: To demonstrate approaches to organization transformation.
Case Author(s): Vietor, Richard Publication Date: 01/10/2008 Revision Date: 05/19/2008 Product Type: Case (Field) HBS Number: 708022 Geographic Setting: Cape Cod Event Year Start: 2001 Event Year End: 2008 Subjects: Energy; Politics Academic Discipline: General management Product Description: Cape Wind is an extreme example of NIMBY — not in my backyard syndrome. This is the first offshore wind project planned for the United States, in Nantucket Sound, just south of Cape Cod, Massachusetts. Initially proposed six years ago, in 2001, the wind farm would be visible from Hyannis Port and Osterville, two affluent communities. The coastal residents of those towns have led a campaign in Massachusetts and in Congress to thwart the efforts of Cape Wind. This case introduces the global wind industry, the rationale for wind, and then carefully reviews the various issues associated with the project.
Case Author(s): Calkins, Timothy; Cobb, Matt Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL215 Geographic Setting: United States Industry Setting: Sporting goods & equipment industry Subjects: General management; Marketing; New product marketing; Pricing strategy; Small & medium-sized enterprises; Strategy Academic Discipline: General management Supplementary Materials: Teaching Note, (KEL216), 5p, by Timothy Calkins, Matt Cobb Product Description: Carolina Lunker Sauce is a new product attempting to break into the fishing attractants category. The company founders are evaluating cutting the retail price of the product in order to secure distribution. Analyzing this decision forces the leaders of this struggling company to evaluate their overall new product strategy and the product's positioning in the market.
Teaching Note Author(s): Calkins, Timothy; Cobb, Matt Publication Date: 01/01/2006 Product Type: Teaching Note HBS Number: KEL216 Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (KEL215) Carolina Lunker Sauce.
Case Author(s): Hung, Kineta; Wai, Candise Pong-Wa Publication Date: 02/09/2009 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU812 Geographic Setting: China Subjects: Business & government; Competitive strategy; Crisis management; Ethics; Internet; Marketing; Public relations; Risk management; Social responsibility Academic Discipline: General management Supplementary Materials: Teaching Note, (HKU813), 14p, by Kineta Hung, Candise Pong-Wa Wai Product Description: Prior to the 2008 Summer Olympics in Beijing, Chinese people were outraged by repeated interruptions of the Olympic torch relay in Paris on 7 April 2008. Soon after the incident, LVMH Group, a shareholder of the retailer Carrefour, was accused by some Chinese internet users of donating money to the exiled spiritual leader of Tibet. The rumor spread on the internet quickly, leading to calls for a large-scale boycott of Carrefour on 1 May 2008. Despite the souring public sentiment, Carrefour did not provide a consistent response to the public, even after one whole week of the crisis. The situation deteriorated quickly, with demonstrations taking place in various cities across China. Meanwhile, further rumors about Carrefour's anti-boycott promotions were circulating on the internet. How should the local management react to the public relations crisis and how can Carrefour manage its corporate image going forward?
Case Author(s): McNichols, Thomas J. Publication Date: 01/01/1973 Product Type: Case (Pub Mat) HBS Number: KEL071 Geographic Setting: United States Industry Setting: Printing industry Event Year Start: 1959 Event Year End: 1959 Subjects: Decision making; General management; Management development; Productivity; Time management Academic Discipline: General management Product Description: Illustrates the challenges most managers face in prioritizing their time in the workplace environment. Looks at “a day in the life” of a printing plant manager who, with well-intentioned goals for the day, is frustrated by numerous interruptions. Learning Objective: To serve as a starting point for a discussion on how to manage one's time, responsibilities, and employees to the greatest effect.
Case Author(s): Hardymon, G. Felda; Lerner, Joshua; Leamon, Ann Publication Date: 04/21/2004 Product Type: Case (Gen Exp) Product Description: A venture capitalist faces a situation in which a struggling portfolio company has found a promising vice-president of sales through a recruitment agency. The candidate would be an excellent fit for another one of the investor's companies -- one that is doing much better. Yet, that firm has not embarked on a formal search. The vignette presents the conflicting loyalties facing the venture capitalist -- to his limited partners, to his firm, and to each of the companies on whose boards he sits and their other investors. Teaching Purpose: To explore the varied and sometimes conflicting responsibilities of a venture capitalist. HBS Number: 9-804-175 Industry Setting: venture capital, private equity Event Year Start: 2004 Event Year End: 2004 Subjects: Board of directors; Corporate governance; Ethics; Loyalty; Recruitment; Venture capital Academic Discipline: General management
Case Author(s): Herzlinger, Regina E.; Cronin, Jeffrey; Schwartz, Stacy Publication Date: 08/21/2003 Revision Date: 08/15/2006 Product Type: Case (Field) HBS Number: 9-304-004 Geographic Setting: East Coast Industry Setting: Consulting Number of Employees: 2-4 Gross Revenues: $100,000 revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Biotechnology; Consulting; Health care; Health care policy Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-305-091), 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.
Case Author(s): Bartlett, Christopher A.; Rangan, U. Srin Publication Date: 02/01/1985 Revision Date: 09/12/1988 Product Type: Case (Library) Product Description: Describes the structure and evolution of the earth moving equipment industry worldwide in the post war era, particularly focusing on developments in the 1960s and 1970s. Describes Caterpillar's strategy in becoming the dominant worldwide competitor (industry market share exceeding 50%). Includes details on CAT's manufacturing, marketing research and development, and organizational policies. Concludes with a description of some environmental changes occurring in the early 1980s, and raises the question of how these might effect Caterpillar Tractor Co.'s record 1981 performance and require changes in its highly successful strategy. May be used with: (9-385-277) Komatsu Ltd.; (9-390-036) Caterpillar, Inc.: George Schaefer Takes Charge; (9-395-001) Komatsu Ltd. and Project G (A); (9-395-002) Komatsu Ltd. and Project G (B); (9-395-003) Komatsu Ltd. and Project G (C); (9-398-016) Komatsu Ltd.: Project G's Globalization; (9-390-037) Komatsu: Ryoichi Kawai's Leadership. HBS Number: 9-385-276 Geographic Setting: United States Industry Setting: earth-moving equipment Company Size: Fortune 500 Gross Revenues: $9 billion sales Event Year Start: 1981 Event Year End: 1981 Subjects: Business policy; Competition; Industry analysis; International business; Machinery; Multinational corporations; Strategy formulation Academic Discipline: General management Supplementary Materials: Supplement (Library), (9-387-095), 3p, by Christopher A. Bartlett; Teaching Note, (5-388-129), 12p, by Christopher A. Bartlett
Teaching Note For use with 9-385-276 HBS Number: 5-388-129 Subjects: Business policy; Competition; Industry analysis; International business; Machinery; Multinational corporations; Strategy formulation
Case Bartlett, Christopher A.; Ehrlich, Susan P. For over half a century, Caterpillar, Inc. (CAT) had been a world leader in the manufacture of earthmoving and construction machinery. In 1982, just months after it recorded the highest sales and profits in its history, CAT experienced HBS Number: 9-390-036 Type: Case (Field) Publication Date: 9/11/89 Revision Date: 7/31/91 Geographic Setting: Peoria, IL Industry Setting: earthmoving machinery Company Size: Fortune 500 Gross Revenues: $10 billion revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Business policy; International business; Leadership; Machinery; Strategy formulation; Strategy implementation
Case Author(s): Bartlett, Christopher A. Publication Date: 12/03/1986 Revision Date: 03/27/1991 Product Type: Supplement (Library) Product Description: Provides an update to the global competitive interaction between Caterpillar and Komatsu described in companion cases Caterpillar Tractor and Komatsu Ltd. Caterpillar's response to Komatsu's growing market share is outlined, then the impact of rapidly changing dollar/yen exchange rates provides Caterpillar with an interesting pricing decision. Must be used with: (9-385-276) Caterpillar Tractor Co.; (9-385-277) Komatsu Ltd. HBS Number: 9-387-095 Subjects: Business policy; Competition; Foreign exchange rates; Industry analysis; International business; Market share; Pricing strategy; Strategy formulation Academic Discipline: General management
Note Schleifer, Arthur, Jr. Discusses what causation is and what one can (and cannot) learn about causation from observational (nonexperimental) data. Teaching Purpose: To indicate the inference that can be made and the pitfalls that must be avoided in trying to estimate the effect of an intervention on a variable of interest to a decision maker. HBS Number: 9-894-032 Type: Note Publication Date: 2/22/1994 Subjects: Decision making; General management; Managerial skills; Managers; Regression analysis; Statistical analysis
Case Author(s): Kanter, Rosabeth Moss; Yatsko, Pamela; Raffaelli, Ryan Publication Date: 07/10/2007 Revision Date: 09/16/2009 Product Type: Case (Field) HBS Number: 308022 Geographic Setting: Egypt; Mexico; United States Industry Setting: Construction industry Gross Revenues: $8 billion revenues Event Year Start: 1985 Event Year End: 2004 Subjects: Acquisitions; Change management; Competitive strategy; Emerging markets; Multinational corporations; Organizational transformations Academic Discipline: General management Supplementary Materials: Supplement, (308023), 24p, by Rosabeth Moss Kanter, Pamela Yatsko, Ryan Raffaelli Product Description: CEMEX grew through acquisitions from a Latin American to a global company under the leadership of a CEO who believed in the importance of a “one enterprise” culture and benchmarking against world standards. As the CEO ponders an acquisition that would double the company's size and take it to new geographies, he wonders if the right capabilities are in place for what should be changed to manage the integration process effectively. May be used with: (308024) CEMEX's Foundations for Sustainability.
Case Author(s): Kanter, Rosabeth Moss; Yatsko, Pamela; Raffaelli, Ryan Publication Date: 07/10/2007 Revision Date: 09/16/2009 Product Type: Supplement HBS Number: 308023 Subjects: Acquisitions; Change management; Competitive strategy; Emerging markets; Multinational corporations; Organizational transformations Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (308022) CEMEX (A): Building the Global Framework (1985-2004). May be used with: (308024) CEMEX's Foundations for Sustainability.
Case Author(s): Kanter, Rosabeth Moss; Yatsko, Pamela; Raffaelli, Ryan Publication Date: 07/10/2007 Revision Date: 09/16/2009 Product Type: Case (Field) HBS Number: 308024 Geographic Setting: Egypt; Mexico; United States Industry Setting: Construction industry Subjects: Acquisitions; Change management; Competitive strategy; Emerging markets; Multinational corporations Academic Discipline: General management Product Description: An abstract is not available for this product. May be used with: (308022) CEMEX (A): Building the Global Framework (1985-2004); (308023) CEMEX (B): Cementing Relationships (2004-2007).
Case Author(s): Datar, Srikant M.; Garvin, David A.; Knoop, Carin-Isabel Publication Date: 02/11/2008 Revision Date: 05/06/2009 Product Type: Case (Field) HBS Number: 308013 Industry Setting: Business education Event Year Start: 2008 Event Year End: 2008 Subjects: Management development; Nonprofits; Organizational development Academic Discipline: General management Product Description: The Center for Creative Leadership (CCL) was founded in 1970 on the notion that leadership was not innate but could be learned. CCL evolved into one of the world's top leadership development organizations, involved in both research and program design and delivery. This case explores CCL's approach to leadership and management education for executives and presents some of the challenges the CCL faces as many different types of leadership development providers continue to emerge. May be used with: (308009) INSEAD; (308011) Yale School of Management.
Case Author(s): Mills, D. Quinn; Salloway, Matthew S. Publication Date: 06/27/2001 Product Type: Case (Pub Mat) Product Description: The CEO thinks people are not working long enough hours. He sends a memo. This series describes the backlash. Teaching Purpose: How to lead. HBS Number: 9-301-136 Geographic Setting: UnspecifiedIndustry Setting: HC software developmentNumber of Employees: 3,100Gross Revenues: $404.5 million revenues Event Year Start: 2001Event Year End: 2001 Subjects: Leadership; Personnel management; Software Academic Discipline: General management Supplementary Materials: Supplement (Pub Mat), (9-301-137), 1p, by D. Quinn Mills, Matthew S. Salloway; Supplement (Pub Mat), (9-301-138), 2p, by D. Quinn Mills, Matthew S. Salloway
Case Author(s): Mills, D. Quinn; Salloway, Matthew S. Publication Date: 06/28/2001 Product Type: Supplement (Pub Mat) Product Description: Supplements the (A) case. Must be used with: (9-301-136) Cerner Corp. (A). HBS Number: 9-301-137 Subjects: Leadership; Personnel management; Software Academic Discipline: General management
Case Author(s): Mills, D. Quinn; Salloway, Matthew S. Publication Date: 06/28/2001 Product Type: Supplement (Pub Mat) Product Description: Supplements the (A) case. Must be used with: (9-301-136) Cerner Corp. (A). HBS Number: 9-301-138 Subjects: Leadership; Personnel management; Software Academic Discipline: General management
Case Author(s): Edmondson, Amy C.; Roberto, Michael A.; Tucker, Anita Publication Date: 11/15/2001 Revision Date: 09/20/2007 Product Type: Case (Field) HBS Number: 9-302-050 Geographic Setting: Minnesota Industry Setting: Health care industry Number of Employees: 3,500 Gross Revenues: $270 million revenues Event Year Start: 2000 Event Year End: 2001 Subjects: Change management; Corporate culture; Health care; Hospitals; Leadership; Liability; Organizational structure Academic Discipline: General management Supplementary Materials: Case Video, (9-304-802), 14 min, by Amy C. Edmondson, Michael A. Roberto; Case Video, DVD, (9-304-800), 14 min, by Amy C. Edmondson, Michael A. Roberto; Supplement, (2-608-073), 23p, by Amy C. Edmondson, Kathryn S. Roloff, Ingrid Nembhard; Teaching Note, (5-303-071), 29p, by Amy C. Edmondson, Michael A. Roberto, Laura R. Feldman Product Description: Describes the major phases of an initiative designed to transform the organization and enhance patient safety. Raises interesting questions about how to encourage candid discussion about failures while continuing to hold people accountable for their performance.
Case Author(s): Edmondson, Amy C.; Roloff, Kathryn S.; Nembhard, Ingrid Publication Date: 09/14/2007 Revision Date: 10/30/2007 Product Type: Supplement HBS Number: 9-608-073 Subjects: Change management; Corporate culture; Health care; Hospitals; Leadership; Liability; Organizational structure Academic Discipline: General management Product Description: Explores the numerous initiatives Children's Hospital and Clinics has undertaken to improve patient safety since the late 1990s — from the perspective of 2007. The case thus updates the A case by revisiting the hospital to find out what happened as a result of the ambitious change program launched over eight years earlier. It elaborates the ways in which Children's COO Julie Morath seeks to continue to improve hospital operations by involving nurses, physicians and even patients' families in an ongoing organizational learning process. The 2-case series is particularly distinctive in tracking an organizational change initiative for almost a decade and, as such, uncovers and promotes discussion of the important, granular details of change leadership in a messy, knowledge-based organization. Must be used with: (9-302-050) Children's Hospital and Clinics (A).
Teaching Note Author(s): Edmondson, Amy C.; Roberto, Michael A.; Feldman, Laura R. Publication Date: 06/05/2003 Revision Date: 08/05/2008 Product Type: Teaching Note HBS Number: 303071 Academic Discipline: General management Product Description: Teaching Note for (9-302-050). Must be used with: (302050) Children's Hospital and Clinics (A); (1-274-0) Children's Hospital and Clinics, Video (Streaming).
Case Author(s): Abrami, Regina; Ajambo, Eunice Publication Date: 03/17/2008 Revision Date: 04/29/2008 Product Type: Case (Library) HBS Number: 308060 Geographic Setting: China Subjects: Business & government; Developing countries; Environmental protection; Ethics; Political risk Academic Discipline: General management Product Description: This case examines the relation between China's demand for resources and political risk.
Case Sviokla, John J.; Clark, Theodore H. Tells the story of the China Internet Corp. (CIC), which was founded to serve both businesses wishing to conduct electronic commerce within China and those intending to trade with companies within China. The company provides access and advertising to companies; it does not offer Internet services to the public. Details CIC's major concerns: expansion, compensation, funding, and human resource issues. HBS Number: 9-396-299 Type: Case (Field) Publication Date: 5/10/96 Geographic Setting: China Industry Setting: Internet Subjects: China; Communications industry; Information technology; International marketing; Strategic market planning Supplementary Materials: Teaching Note, (5-396-349), 19p, by John J. Sviokla, Mikelle F. Eastley
Case Author(s): Abrami, Regina; Manty, Tracy Yuen; McFarlan, F. Warren; Kirby, William C.; Xiangdong, Ning Publication Date: 12/10/2007 Revision Date: 05/29/2008 Product Type: Case (Field) HBS Number: 9-308-027 Geographic Setting: China Industry Setting: Telecommunications industry Gross Revenues: $11.5 million revenues Event Year Start: 2005 Event Year End: 2007 Subjects: Board of directors; Corporate governance; State-owned enterprises; Transparency Academic Discipline: General management Supplementary Materials: Supplement (Library), (9-308-091), 3p, by Regina Abrami, Tracy Yuen Manty, F. Warren McFarlan, William C. Kirby Product Description: 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 a true, modern corporation, even with the state as a majority owner.
Case Author(s): Abrami, Regina; Manty, Tracy Yuen; McFarlan, F. Warren; Kirby, William C.; Xiangdong, Ning Publication Date: 12/10/2007 Revision Date: 12/10/2008 Product Type: Case (Field) HBS Number: 308027 Geographic Setting: China Industry Setting: Telecommunications industry Gross Revenues: $11.5 million revenues Event Year Start: 2005 Event Year End: 2007 Subjects: Board of directors; Corporate governance; State-owned enterprises; Transparency Academic Discipline: General management Supplementary Materials: Supplement (Library), (9-308-091), 3p, by Regina Abrami, Tracy Yuen Manty, F. Warren McFarlan, William C. Kirby Product Description: 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 a true, modern corporation, even with the state as a majority owner.
Case Author(s): Abrami, Regina; Manty, Tracy Yuen; McFarlan, F. Warren; Kirby, William C. Publication Date: 01/22/2008 Revision Date: 05/29/2008 Product Type: Supplement (Library) HBS Number: 9-308-091 Subjects: Board of directors; Corporate governance; State-owned enterprises; Transparency Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-308-027) CHINA NETCOM: CORPORATE GOVERNANCE IN CHINA (A).
Case Author(s): Manty, Tracy Yuen; McFarlan, F. Warren; Baroutas, George Publication Date: 12/08/2008 Revision Date: 04/14/2009 Product Type: Note HBS Number: 9-309-057 Geographic Setting: China Subjects: Business & government; Energy; Government policy; Policy making Academic Discipline: General management Product Description: China is ranked the world's second largest consumer of energy. This note provides background on China's energy industry and provides details on China's leading state-owned energy companies, production and consumption statistics, and government policies in support of the industry domestically and internationally. In addition, we provide details on the leading sources of energy in China as well as information on the rise of alternative energy.
Case Author(s): Kirby, William; Crow, Brittany Publication Date: 03/06/2008 Revision Date: 05/21/2008 Product Type: Note HBS Number: 9-308-100 Geographic Setting: China Subjects: Environmental protection Academic Discipline: General management Product Description: China faces enormous environmental challenges. This background note looks at the historical, economic and political origins of the environmental crisis that faces the world's fastest-growing economy.
Case Author(s): Paine, Lynn; Phillips, Zack Publication Date: 02/10/2006 Revision Date: 01/16/2007 Product Type: Case (Library) HBS Number: 9-306-001 Geographic Setting: United States Industry Setting: Information services Number of Employees: 5,500 Gross Revenues: $918.7 million revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Business models; Data management; Ethics; Information age; Information management; IT security and risk; Online retailing; Privacy; Regulations; Strategic planning Academic Discipline: General management Supplementary Materials: Supplement (Library), (9-306-082), 22p, by Lynn Paine, Zack Phillips; Teaching Note, (5-307-008), 18p, by Lynn Paine, Zack Phillips Product Description: The CEO of ChoicePoint, a leading company in the rapidly growing U.S. personal data industry, must reexamine the company's business model after a serious breach of data security affecting some 145,000 U.S. citizens. He must decide on steps to strengthen data protection in the company and clarify his stance on regulating a largely unregulated industry.
Case Author(s): Paine, Lynn; Phillips, Zack Publication Date: 02/10/2006 Revision Date: 03/21/2008 Product Type: Case (Library) HBS Number: 306001 Geographic Setting: United States Industry Setting: Information services Number of Employees: 5,500 Gross Revenues: $918.7 million revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Business models; Data management; Ethics; Information age; Information management; IT security and risk; Online retailing; Privacy; Regulations; Strategic planning Academic Discipline: General management Supplementary Materials: Supplement (Library), (306082), 22p, by Lynn Paine, Zack Phillips; Teaching Note, (307008), 18p, by Lynn Paine, Zack Phillips Product Description: The CEO of ChoicePoint, a leading company in the rapidly growing U.S. personal data industry, must reexamine the company's business model after a serious breach of data security affecting some 145,000 U.S. citizens. He must decide on steps to strengthen data protection in the company and clarify his stance on regulating a largely unregulated industry.
Teaching Note Author(s): Paine, Lynn; Phillips, Zack Publication Date: 07/17/2006 Product Type: Teaching Note HBS Number: 5-307-008 Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-306-001) ChoicePoint (A); (9-306-082) ChoicePoint (B).
Case Author(s): Paine, Lynn; Phillips, Zack Publication Date: 02/21/2006 Revision Date: 01/16/2007 Product Type: Supplement (Library) HBS Number: 9-306-082 Subjects: Business models; Data management; Ethics; Information age; Information management; IT security and risk; Online retailing; Privacy; Regulations; Strategic planning Academic Discipline: General management Supplementary Materials: Teaching Note, (5-307-008), 18p, by Lynn Paine, Zack Phillips Product Description: An abstract is not available for this product. Must be used with: (9-306-001) ChoicePoint (A).
Case Author(s): Uyterhoeven, Hugo E.R. Publication Date: 04/10/1989 Revision Date: 09/21/1989 Product Type: Case (Field) Product Description: The chairman of the second-largest Swiss multinational company is preparing for a board discussion on the impact of a constantly strengthening Swiss franc. The case raises strategic issues in terms of international competitiveness, financial reporting issues of how to report the impact of inflation and currency changes, as well as financial management issues on how to protect against adverse currency movements. HBS Number: 9-389-176 Geographic Setting: Switzerland, worldwideIndustry Setting: chemicals/pharmaceuticalsCompany Size: largeGross Revenues: $11 billion 1987 sales Event Year Start: 1987Event Year End: 1987 Subjects: Currency; Financial reporting; Foreign exchange; Foreign exchange rates; Inflation; Inflation accounting; International business; Multinational corporations Academic Discipline: General management
Case Paine, Lynn Sharp; Royo, Jose Jim Lee, president of Cimetrics (a young, fast growing, software start-up) is reevaluating his small company's geographically dispersed product development model. To take advantage of talented low-cost labor in Russia, the company has relied on two software engineering teams in Russia to develop its products. Bridging cultural differences between the Russian teams, their Toronto-based manager, and the company's Boston-based leadership has not been easy, however. After a Russian engineer (brought to Boston at Cimetrics' expense) asks to relocate back to Russia, Lee decides to reevaluate the situation. Teaching Purpose: To explore the challenges of cross-cultural relations between Russian employees and their North American bosses. May be used with: (9-300-055) Cimetrics Technology (B): Russian Perspectives. HBS Number: 9-399-108 Type: Case (Field) Publication Date: 2/2/99 Revision Date: 6/27/00 Geographic Setting: United States, Canada, Russia Industry Setting: software Company Size: start-up Number of Employees: 15 Gross Revenues: $2.5 million revenues Event Year Start: 1992 Event Year End: 1998 Subjects: Cross cultural relations; Emerging markets; Entrepreneurial management; Human resources management; Russia Supplementary Materials: Supplement (Field), (9-399-109), 1p, by Lynn Sharp Paine, Harold F. Hogan Jr.
Case Author(s): Paine, Lynn Sharp; Hogan, Harold F., Jr. Publication Date: 02/02/1999 Revision Date: 11/17/1999 Product Type: Supplement (Field) Product Description: Supplements the (A1) case. Must be used with: (9-399-108) Cimetrics Technology (A1). HBS Number: 9-399-109 Subjects: Cross cultural relations; Emerging markets; Entrepreneurial management; Human resources management; Russia Academic Discipline: General management
Case Paine, Lynn Sharp Presents the perspectives of two Russian software developers working for Cimetrics in Moscow. A central issue from the Russian perspective is whether a more structured and formal arrangement is needed for managing the Russian team. Teaching Purpose: To help students understand the cross-cultural issues involved when a U.S.-based company sets up a team of software developers in Russia. May be used with: (9-399-108) Cimetrics Technology (A1). HBS Number: 9-300-055 Type: Case (Field) Publication Date: 12/7/99 Revision Date: 7/5/00 Geographic Setting: United States, Canada, Russia Industry Setting: software Company Size: start-up Number of Employees: 15 Gross Revenues: $2.5 million revenues Event Year Start: 1996 Event Year End: 1998 Subjects: Cross cultural relations; Emerging markets; Entrepreneurial management; Human resources management; Russia
Case Author(s): Nicholas, Tom; Chen, David Publication Date: 02/04/2008 Product Type: Case (Field) HBS Number: 808084 Geographic Setting: Ohio Event Year Start: 1987 Event Year End: 1987 Subjects: Corporate strategy; Corporate vision; Innovation; IPO; Strategic planning; Technology Academic Discipline: General management Product Description: Tom Nies, charismatic CEO of Cincom Systems, is considering a public offering of his software enterprise, but the 1987 stock market crash checks his plans. Nies reflects that capital for expansion will keep Cincom at the frontier of technological development in a changing industry. He also realizes that an IPO might negate his firm's efforts to deliver high levels of customer satisfaction and change Cincom's unique corporate culture.
Case Author(s): Hall, Brian J.; Subramanian, Guhan; Rose, Christopher Publication Date: 03/19/2001 Revision Date: 12/11/2003 Product Type: Case (Field) Product Description: In 1996, U.S. Surgical launched a hostile takeover bid against Circon Corp. After building the company for 20 years, CEO Richard Auhll takes a defensive stand that includes inviting an old HBS friend (George Cloutier) to join the fight as a director of Circon. A "poison pill" and a staggered board serve as primary defense measures, leading to the longest-running takeover battle in U.S. corporate history. Issues of loyalty to a friend, executive incentives, executive entrenchment, and duty to shareholders collide as Cloutier realizes crucial corporate governance decisions have to be made. HBS Number: 9-801-403 Geographic Setting: Santa Barbara, CA & Cambridge, MAIndustry Setting: medical supplies Event Year Start: 1996Event Year End: 1998 Subjects: Board of directors; Corporate governance; Incentives; Medical supplies Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-801-404), 10p, by Brian J. Hall, Guhan Subramanian, Christopher Rose; Supplement (Field), (9-801-405), 8p, by Brian J. Hall, Guhan Subramanian, Christopher Rose; Case Video, (9-902-806), 14 min, by Brian J. Hall, Guhan Subramanian; Teaching Note, (5-902-220), 41p, by Brian J. Hall, Guhan Subramanian, Joseph N. Sanberg
Case Author(s): Hall, Brian; Subramanian, Guhan; Rose, Chr Publication Date: 03/19/2001 Revision Date: 05/05/2002 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-801-403) Circon (A). HBS Number: 9-801-404 Subjects: Board of directors; Corporate governance; Incentives; Medical supplies Academic Discipline: General management Supplementary Materials: Teaching Note, (5-902-220), 41p, by Brian Hall, Guhan Subramanian, Joseph N. Sanberg; Case Video, (9-902-806), 14 min, by Brian Hall, Guhan Subramanian
Case Author(s): Hall, Brian; Subramanian, Guhan; Rose, Chr Publication Date: 03/19/2001 Revision Date: 12/05/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-801-403) Circon (A). HBS Number: 9-801-405 Subjects: Board of directors; Corporate governance; Incentives; Medical supplies Academic Discipline: General management Supplementary Materials: Teaching Note, (5-902-220), 41p, by Brian Hall, Guhan Subramanian, Joseph N. Sanberg; Case Video, (9-902-806), 14 min, by Brian Hall, Guhan Subramanian
Teaching Note Author(s): Paine, Lynn Sharp; Sesia , Aldo, Jr. Publication Date: 11/03/2006 Product Type: Teaching Note HBS Number: 5-307-031 Academic Discipline: General management Product Description: An abstract is not available for this product. Must be used with: (9-904-023) Circon (A) (Abridged); (9-801-404) Circon (B); (9-801-405) Circon (C); (5-902-220) Circon (A), (B), and (C), Teaching Note.
Case Author(s): McFarlan, F. Warren; Kiron, David; Chen, G Publication Date: 12/18/2001 Product Type: Case (Field) Product Description: Designed to show how Cisco has taken its U.S.-based infrastructure and applied it to China. It is stunning in its impact as one notes how so much of what is being done in the United States in terms of the intranet has been transferred to China. Teaching Purpose: To sensitize the class to global information technology transfer issues. The timing that Cisco has used to transfer its intranet technology to China and customize it is stunning. HBS Number: 9-302-069 Geographic Setting: ChinaIndustry Setting: networkingNumber of Employees: 700Gross Revenues: $1 billion revenues Event Year Start: 2001Event Year End: 2001 Subjects: China; Economic infrastructure; Internet Academic Discipline: General management
Case Yoshino, Michael Y.; Malnight, Thomas W. Examines strategic and organizational issues facing Citibank as it pursues a highly focused strategy in Europe in the face of increasing competition. Central in this consideration is the role of the European regional organization. Teaching Purpose: To highlight the importance of strategy and organizational fit and the role of regional organization. HBS Number: 9-395-099 Type: Case (Field) Publication Date: 11/4/94 Geographic Setting: Europe Industry Setting: financial services Company Size: large Gross Revenues: $16 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Banking; Corporate strategy; Europe; International business; Multinational corporations; Organizational structure
Case Yoshino, Michael Y.; Malnight, Thomas W. Describes Citibank's worldwide operations, which include activities in developing and developed markets. The bank's structure also varies across markets and regions, varying from autonomous national affiliates to an industry/product-based structure in its domestic U.S. market. While the bank has an existing organization for handling large multinational customers with significant operations (and thus business) in multiple regions, the bank is considering how also to serve local customers who are in the process of expanding to more than one region. Teaching Purpose: Examines the complexity of managing and coordinating business with multinational customers with activities crossing geographic-based organizational borders. Raises potential organizational approaches for managing global customer activities, enabling discussion on the strengths and weaknesses of various alternatives. HBS Number: 9-395-142 Type: Case (Field) Publication Date: 1/20/95 Revision Date: 10/18/95 Geographic Setting: Global Industry Setting: financial services Gross Revenues: $16 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Business policy; Commercial banking; International business; Management of change; Organizational design; Organizational development; Strategy formulation
Case Author(s): Lal, Rajiv; Han, Arar Publication Date: 10/29/2004 Revision Date: 03/17/2005 Product Type: Case (Field) HBS Number: 9-505-034 Geographic Setting: Mid-Atlantic Region; Midwestern United States; New England Industry Setting: Banking industry Number of Employees: 24,000 Gross Revenues: $1.4 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Acquisitions; Banking; Change management; Commercial banking; Leadership; Service management; Vision Academic Discipline: General management Product Description: In November 2004, Larry Fish, chairman of Citizens Bank, is wondering about the challenges posed by the latest and largest acquisition in the history of the bank. Fish has always believed that the success of Citizens thus far was facilitated by the credo he introduced in 2002. With an ever-growing organization, and more acquisitions in the future, he needs to know what changes need to be made to continue the effectiveness of the credo and his commitment to customers, employees, and communities.
Case Author(s): Hamermesh, Richard G.; Dossabhoy, Nasswan Publication Date: 09/12/1983 Revision Date: 12/21/1988 Product Type: Case (Field) Product Description: Deals with the problems of implementing strategy in a declining industry and the negotiation of strategy with external constituencies, particularly labor unions. Traces Jim Bartlett's first nine months as president and asks for a plan of action. May be used with: (9-383-015) Note on Implementing Strategy; (9-384-163) Cleveland Twist Drill (B). HBS Number: 9-384-083 Geographic Setting: Ohio Industry Setting: cutting tools Company Size: mid-size Gross Revenues: $150 million sales Event Year Start: 1981 Event Year End: 1982 Subjects: Business policy; Corporate strategy; Labor negotiations; Machine tools; Management of change; Strategy implementation Academic Discipline: General management Supplementary Materials: Case Video, (9-885-513), 21 min, by Richard G. Hamermesh, Daniel Muzyka; Teaching Note, (5-395-236), 9p, by Joseph L. Bower
Teaching Note For use with 9-384-083 HBS Number: 5-395-236 Subjects: Business policy; Corporate strategy; Labor negotiations; Machine tools; Management of change; Strategy implementation
Case Author(s): Hamermesh, Richard G.; Dossabhoy, Nasswan Publication Date: 05/07/1984 Revision Date: 05/23/1989 Product Type: Case (Field) Product Description: Describes events at Cleveland Twist Drill between April 1982 and February 1983. Jim Bartlett's approach to the union and the implementation of the ``move strategy'' are described. Students are asked to evaluate these actions and to develop plans for dealing with current problems and with recent overtures from the union president. May be used with: (9-384-083) Cleveland Twist Drill (A). HBS Number: 9-384-163 Geographic Setting: Cleveland, OH Industry Setting: Hand tools & power tools Company Size: mid-size Gross Revenues: $100 million sales Event Year Start: 1982 Event Year End: 1983 Subjects: Business policy; Change management; Corporate strategy; Labor negotiations; Strategy implementation Academic Discipline: General management Supplementary Materials: Case Video, (9-885-513), 21 min, by Richard G. Hamermesh, Daniel Muzyka; Teaching Note, (5-395-236), 9p, by Joseph L. Bower
Teaching Note For use with 9-384-163 HBS Number: 5-395-236 Subjects: Business policy; Corporate strategy; Labor negotiations; Machine tools; Management of change; Strategy implementation
Case Author(s): Kanter, Rosabeth Moss Publication Date: 12/24/1999 Revision Date: 05/16/2002 Product Type: Case (Field) Product Description: NBC expands further on to the Internet with CNBC.com. NBC's Internet strategy, supported by corporate parent General Electric, involves numerous investments as well as new ventures like CNBC.com. Soon after CNBC.com is launched in 1999, NBC brings in a new CEO, Pamela Thomas-Graham, who must manage a start-up within a corporate giant. Teaching Purpose: How to manage new ventures in established companies. May be used with: (9-302-118) CNBC (B): New Challenges and New Leadership. HBS Number: 9-300-090 Geographic Setting: Fort Lee, NJIndustry Setting: media Event Year Start: 1999Event Year End: 1999 Subjects: Broadcasting industry; Corporate strategy; Electronic commerce; Enterprise management; Internet; Leadership; Management of change Academic Discipline: General management Supplementary Materials: Teaching Note, (5-301-115), 9p, by Rosabeth Moss Kanter, Brooke Bartletta
Case Author(s): Yu, Julie; McCauley, Marissa; Khan, Shamza Publication Date: 01/02/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Coach U is a virtual training firm offering "coaching" to individuals, teams, and corporations through teleclasses conducted via conference calls. Coaching is a relatively new management style that empowers targets to discover and implement actions geared to achieving particular career, personal, or lifestyle goals and objectives. Coach U succeeded in delivering coaching services in the United States but wanted to penetrate Asia. The prevailing management attitude, particularly in Asia, focused on control, order, and compliance with the consequence that people become objectified, measured, and expended. Coach U's approach and content are rooted in the American style of management, which is a challenge when applied to the Asian market. This case discusses Coach U's business model and how it could be profitable in Asia, as well as the need to modify Coach U's existing model for the Asian target market. Also deals with how the web could be used to replace teleclasses as the delivery mechanism, what web model could be built, and which technologies could be incorporated to improve customer interactions. HBS Number: HKU180 Geographic Setting: AsiaIndustry Setting: coaching Event Year Start: 1990Event Year End: 1990 Subjects: Asia; Coaching; Electronic commerce; Management styles; Marketing strategy Academic Discipline: General management Supplementary Materials: Teaching Note, (HKU181), 23p, by Julie Yu, Marissa McCauley, Shamza Khan
Case Author(s): Cheng, Tiffany K.; Childress, Stacey Publication Date: 01/04/2008 Revision Date: 12/10/2008 Product Type: Case HBS Number: 308072 Geographic Setting: Massachusetts Industry Setting: Education industry Gross Revenues: $1.2 million revenues Event Year Start: 2000 Event Year End: 2007 Subjects: Accountability; Entrepreneurship; Leadership; Strategy Academic Discipline: General management Supplementary Materials: Teaching Note, (5-309-079), 7p, by Stacey Childress Product Description: As it entered its seventh academic year, Codman Academy, an expeditionary learning charter school located in Dorchester, Massachusetts, was reflecting on its successes and challenges. The school had succeeded in placing every member of its most recent graduating class in college. However, recent changes to the state's accountability system necessitated greater focus on helping Codman Academy students meet this graduation requirement. Codman Academy's founding, academic model, leadership, and partnerships (including its unique relationship and location within a community-based health center) are also discussed.
