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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business Review Brief Cases — Competitive Strategy  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Feed R&D — or Farm It Out?   Added   View  5 pp.  Case Study Author(s): Nohria, Nitin Publication Date: 07/01/2005 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0507Z. The complete case study and commentary is reprint R0507A. From a converted muffler repair shop, Ray Kelner launched RLK Media in 1985, selling its radical audio speakers to affluent connoisseurs for $20,000 a pop. By the 1990s, RLK had grown into a billion-dollar business. But things are no longer going so well, and chairman Keith Harrington lays it all at the feet of CEO Lars Inman. ``Your margins have evaporated,'' he barks. ``You're missing your numbers. People aren't buying the old product, and you don't have anything new.'' But RLK might just have something new: the iVid headset prototype is light-years ahead of the competition. All Ray needs is another 18 months (or so) and $6 million to hire 10 elite software developers and he could put RLK back on the map. Lars considers outsourcing software development to Inova Laboratories in India, which promises to move RLK from prototype to volume manufacturing in 12 months -- at a fifth the cost. But Ray is adamant. His group is just too tightly knit. Should Lars outsource R&D anyway? Commenting on this fictional case study in reprints R0507A and R0507Z are Larry Huston, VP for innovation and knowledge at Procter & Gamble; former Xerox chief scientist John Seely Brown and consultant John Hagel III; Claremont Graduate University professor Jean Lipman-Blumen; and Azim Premji, chairman of Wipro, an IT services company based in Bangalore, India. HBS Number: R0507X Subjects: Brief case; Group dynamics; HBR case discussions; Innovation; Outsourcing; Prototypes; R&D; Strategy formulation Academic Discipline: Competitive strategy   Add   View  9 pp.  Case Study with Commentary Author(s): Nohria, Nitin Publication Date: 07/01/2005 Product Type: Harvard Business Review Article Product Description: From a converted muffler repair shop, Ray Kelner launched RLK Media in 1985, selling its radical audio speakers to affluent connoisseurs for $20,000 a pop. By the 1990s, RLK had grown into a billion-dollar business. But things are no longer going so well, and chairman Keith Harrington lays it all at the feet of CEO Lars Inman. ``Your margins have evaporated,'' he barks. ``You're missing your numbers. People aren't buying the old product, and you don't have anything new.'' But RLK might just have something new: the iVid headset prototype is light-years ahead of the competition. All Ray needs is another 18 months (or so) and $6 million to hire 10 elite software developers and he could put RLK back on the map. Lars considers outsourcing software development to Inova Laboratories in India, which promises to move RLK from prototype to volume manufacturing in 12 months -- at a fifth the cost. But Ray is adamant. His group is just too tightly knit. Should Lars outsource R&D anyway? Commenting on this fictional case study are Larry Huston, VP for innovation and knowledge at Procter & Gamble; former Xerox chief scientist John Seely Brown and consultant John Hagel III; Claremont Graduate University professor Jean Lipman-Blumen; and Azim Premji, chairman of Wipro, an IT services company based in Bangalore, India. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0507X, AND COMMENTARY ONLY, REPRINT R0507Z. HBS Number: R0507A Industry Setting: Consumer electronics Subjects: Brief case; Corporate culture; Group dynamics; HBR case discussions; Innovation; Outsourcing; Prototypes; R&D; Strategy formulation Academic Discipline: Competitive strategy    Give My Regrets to Wall Street   Add   View  12 pp.  Case Study Author(s): Frigo, Mark L.; Litman, Joel Publication Date: 02/01/2004 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0402Z. The complete case study and commentary is Reprint R0402A. It's been only four years since First Rangeway Consulting went public, but to CEO Kenneth Charles, it seems like a lifetime. In the grand old days of its IPO, the company couldn't grow fast enough to meet customer demand; top talent answered the siren call of its options; and the owners gleefully watched their wealth escalate along with the stock. Post-bubble, First Rangeway's stock is down 80% from its peak value, potential hires are wary, and the company feels beleaguered by Sarbanes-Oxley and SEC requirements. First Rangeway's stock price is on the mend, and there are some extremely tempting opportunities on the horizon that will require a heap of capital. Rangeway's CFO speculates that these opportunities could mean as much as 30% growth over the next several years. Should First Rangeway remain public or go private? In R0402Z, four experts weigh in on this fictional case study: Tom Copeland, the former chair of UCLA's finance department and managing director of corporate finance at Monitor Group; Chan Suh, the cofounder, CEO, and chairman of Agency.com; Ed Nusbaum, the CEO of Grant Thornton; and John J. Mulherin, the president and CEO of the Ziegler Companies. HBS Number: R0402X Subjects: Decision making; Growth strategy; HBR Case Discussions; IPO; SEC; Strategic planning Academic Discipline: Competitive strategy   Add   View  16 pp.  Case Study and Commentary Author(s): Frigo, Mark L.; Litman, Joel Publication Date: 02/01/2004 Product Type: Harvard Business Review Article Product Description: It's been only four years since First Rangeway Consulting went public, but to CEO Kenneth Charles, it seems like a lifetime. In the grand old days of its IPO, the company couldn't grow fast enough to meet customer demand; top talent answered the siren call of its options; and the owners gleefully watched their wealth escalate along with the stock. Post-bubble, First Rangeway's stock is down 80% from its peak value, potential hires are wary, and the company feels beleaguered by Sarbanes-Oxley and SEC requirements. First Rangeway's stock price is on the mend, and there are some extremely tempting opportunities on the horizon that will require a heap of capital. Rangeway's CFO speculates that these opportunities could mean as much as 30% growth over the next several years. Should First Rangeway remain public or go private? Four experts weigh in on this fictional case study: Tom Copeland, the former chair of UCLA's finance department and managing director of corporate finance at Monitor Group; Chan Suh, the cofounder, CEO, and chairman of Agency.com; Ed Nusbaum, the CEO of Grant Thornton; and John J. Mulherin, the president and CEO of the Ziegler Companies. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0402X, AND COMMENTARY ONLY, REPRINT R0402Z. HBS Number: R0402B Subjects: Decision making; Growth strategy; HBR Case Discussions; IPO; SEC; Strategic planning Academic Discipline: Competitive strategy    Oil and Wasser   Added   View  8 pp.  Case Study Author(s): Reimus, Byron Publication Date: 05/01/2004 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0405Z. The complete case study and commentary is Reprint R0405A. It was supposed to be an amicable ``merger of equals,'' an example of European togetherness, a synergistic deal that would create the world's second-largest consumer foods company out of two former competitors. But the marriage of entrepreneurial powerhouse Royal Biscuit and the conservative, family-owned Edeling GmbH is beginning to look overly ambitious. Integration planning is way behind schedule. Investors seem wary. But for Royal Biscuit HR head Michael Brighton, the most immediate problem is that he can't get his German counterpart, Dieter Wallach, to collaborate on a workable leadership development plan for the merged company's executives. And stockholders have been promised details of the new organizational structure, including a precise timetable, in less than a month. The CEO of the British company -- and of the postmerger Royal Edeling -- is furious. It's partly a culture clash, but the problems may run deeper than that. In R0405Z, commenting on the fictional case study are Robert F. Bruner, the executive director of the Batten Institute at the University of Virginia's Darden Graduate School of Business Administration in Charlottesville; Leda Cosmides and John Tooby, the codirectors of the Center for Evolutionary Psychology at the University of California, Santa Barbara; Michael Pragnell, the CEO and director of the board for the agribusiness firm Syngenta, based in Basel, Switzerland; and David Schweiger, the president of the Columbia, South Carolina-based management consulting firm Schweiger and Associates. HBS Number: R0405X Subjects: Consumer products industry; Corporate culture; Europe; HBR   Add   View  12 pp.  Case Study and Commentary Author(s): Reimus, Byron Publication Date: 05/01/2004 Product Type: Harvard Business Review Article Product Description: It was supposed to be an amicable ``merger of equals,'' an example of European togetherness, a synergistic deal that would create the world's second-largest consumer foods company out of two former competitors. But the marriage of entrepreneurial powerhouse Royal Biscuit and the conservative, family-owned Edeling GmbH is beginning to look overly ambitious. Integration planning is way behind schedule. Investors seem wary. But for Royal Biscuit HR head Michael Brighton, the most immediate problem is that he can't get his German counterpart, Dieter Wallach, to collaborate on a workable leadership development plan for the merged company's executives. And stockholders have been promised details of the new organizational structure, including a precise timetable, in less than a month. The CEO of the British company -- and of the postmerger Royal Edeling -- is furious. It's partly a culture clash, but the problems may run deeper than that. Commenting on the fictional case study are Robert F. Bruner, the executive director of the Batten Institute at the University of Virginia's Darden Graduate School of Business Administration in Charlottesville; Leda Cosmides and John Tooby, the codirectors of the Center for Evolutionary Psychology at the University of California, Santa Barbara; Michael Pragnell, the CEO and director of the board for the agribusiness firm Syngenta, based in Basel, Switzerland; and David Schweiger, the president of the Columbia, South Carolina-based management consulting firm Schweiger and Associates. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0405X, AND COMMENTARY ONLY, REPRINT R0405Z. HBS Number: R0405A Subjects: Consumer products industry; Corporat    The Dark Side of Customer Analytics   Added   View  5 pp.  Case Study Author(s): Davenport, Thomas H.; Harris, Jeanne G. Publication Date: 05/01/2007 Product Type: Harvard Business Review Article HBS Number: R0705X Subjects: Analytics; Customer privacy; Customer relations; Customer relationship management; Data analysis; Data mining; Ethics; HBR case discussions Academic Discipline: Competitive strategy Product Description: Health insurer IFA and grocery chain ShopSense have formed an intriguing partnership, but it threatens to test customers' tolerance for sharing personal information. For years, IFA's regional manager for West Coast operations, Laura Brickman, had been championing the use of customer analytics — drawing conclusions about consumer behaviors based on patterns found in collected data. She came away from a meeting with the grocer's analytics chief, Steve Worthington, convinced that ShopSense's customer loyalty card data could be meaningful. In a pilot test, Laura bought ten years' worth of data from the grocer and found some compelling correlations between purchases of unhealthy products and medical claims. Now she has to sell her company's senior team on buying more information. Her bosses have some concerns, however. If IFA came up with proprietary health findings, would the company have to share what it learned? Meanwhile, Steve is busy trying to work out details of the sale with executives at ShopSense. Many have expressed support, but COO Alan Atkins isn't so sure: If customers found out that the store was selling their data, they might stop using their cards, and the company would lose access to vital information. Though CEO Donna Greer agrees, she knows that if things go well, it could mean easy money. How can the two companies use the customer data responsibly? May be used with: (R0705Z) The Dark Side of Customer Analytics (Commentary for HBR Case Study).   Add   View  9 pp.  Case Study and Commentary Author(s): Davenport, Thomas H.; Harris, Jeanne G.; Jones, George L.; Lemon, Katherine N.; Norton, David; McCallister, Michael B. Publication Date: 05/01/2007 Product Type: Harvard Business Review Article HBS Number: R0705A Subjects: Analytics; Customer privacy; Customer relations; Customer relationship management; Data analysis; Data mining; Ethics; HBR case discussions Academic Discipline: Competitive strategy Product Description: Health insurer IFA and grocery chain ShopSense have formed an intriguing partnership, but it threatens to test customers' tolerance for sharing personal information. For years, IFA's regional manager for West Coast operations, Laura Brickman, had been championing the use of customer analytics — drawing conclusions about consumer behaviors based on patterns found in collected data. She came away from a meeting with the grocer's analytics chief, Steve Worthington, convinced that ShopSense's customer loyalty card data could be meaningful. In a pilot test, Laura bought ten years' worth of data from the grocer and found some compelling correlations between purchases of unhealthy products and medical claims. Now she has to sell her company's senior team on buying more information. Her bosses have some concerns, however. If IFA came up with proprietary health findings, would the company have to share what it learned? Meanwhile, Steve is busy trying to work out details of the sale with executives at ShopSense. Many have expressed support, but COO Alan Atkins isn't so sure: If customers found out that the store was selling their data, they might stop using their cards, and the company would lose access to vital information. Though CEO Donna Greer agrees, she knows that if things go well, it could mean easy money. How can the two companies use the customer data responsibly?

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