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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business School Cases — 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.    Continuous Casting Investments at USX Corp.   Add   View  18 pp.  Case Author(s): Christensen, Clayton M. Publication Date: 07/17/1996 Revision Date: 04/22/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 697020 Geographic Setting: United States Gross Revenue: $10 billion revenues Event Year Start: 1987 Event Year End: 1989 Subjects: Securities analysis; Innovation; Technological change; Technology; Operations Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (697066), 10p, by Clayton M. Christensen, Bret Baird Product Description: Focuses on the difficulty established companies face when confronted with disruptive technological innovations. The power that their prior asset investments, their cost structures, and their customers have in constraining their investment and innovation decisions are clearly illustrated. Rewritten version of an earlier case.    Corporate Advantage: Identifying and Exploiting Resources   Add   View  12 pp.  Case Author(s): Collis, David J. Publication Date: 06/10/1991 Product Type: Note Publisher: Harvard Business School HBS Number: 391285 Subjects: Competition; Corporate strategy Academic Discipline: Competitive strategy Product Description: Describes the economic theory that was behind the view that resources are central to the creation of value in multibusiness corporations and identifies tests that resources must pass to become part of a firm's “distinctive competence”. Describes how those resources can be leveraged, built, or altered.    Lan Airlines in 2008: Connecting the World to Latin America   Add   View  26 pp.  Case Author(s): Casadesus-Masanell, Ramon; Tarzijan, Jorge; Mitchell, Jordan Publication Date: 08/21/2008 Revision Date: 08/04/2009 Product Type: Case (Field) HBS Number: 709410 Geographic Setting: Latin America Industry Setting: Airlines Number of Employees: 15,800 Gross Revenues: $3.5 billion Subjects: Business growth; Business models; Business policy; Competitive advantage; Global economy; Growth management Academic Discipline: Competitive strategy Product Description: Lan Airlines operates three distinct models: low-cost for domestic short-haul flights, full-service for international routes; and an international cargo business, the latter of which makes up 33 percent of Lan's overall revenues (markedly different from many U.S. legacy carriers which derive 3 to 4 percent of revenues from cargo). Since a change of ownership in 1994, Lan has grown steadily and quickly at a compound annual growth rate (CAGR) of 19 percent from $318 million in revenues to $3.5 billion at the end of 2007. Lan is at an interesting point in history as the low-cost model was recently implemented. While early results have been strong, observers wonder if the airline can successfully manage three disparate business models. Learning objective: To understand how business models lead to a competitive advantage.    LG Chemical: Capacity Expansion and Product Mix in China   Add   View  29 pp.  Case Author(s): Kim, Bowon ; Ahn, Sanghyung ; Park, Chulsoon Publication Date: 01/22/2008 Revision Date: 02/01/2009 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU709 Geographic Setting: China Subjects: International relations; Marketing mix; Expansion; Business growth; Branding; Growth strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (HKU877), 20p, by Bowon Kim Product Description: LG Chemical had entered into China's market for ABS, a common plastic, through their subsidiary LG Yong Xing (“LGYX”). From its foundation in 1996, LGYX had targeted Chinese manufacturers who served the domestic market and made just one type of low grade ABS. By the end of 2006, LGYX was the largest company in the Chinese ABS market, boasting a 27% market share and sales of US$709 million annually. However, the market for ABS was changing. With exports by Chinese manufacturers growing, demand was shifting to higher grades of ABS. Moreover, LGYX was facing competitive pressure from both local producers as well as producers in the Middle East. Should LGYX stick to its current product mix? Management decided that it must critically review the subsidiary's strategy over the previous ten years in order not to be entrapped in rigid group thinking    Gucci Group in 2009   Add   View  8 pp.  Case Author(s): Yoffie, David B.; Kim, Renee Publication Date: 01/14/2009 Revision Date: 02/23/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 709459 Number of Employees: 14095 Gross Revenue: $5 billion Event Year Start: 2000 Event Year End: 2008 Subjects: Global business; Management philosophy; Competition; Corporate strategy; Industry structure; Bankruptcy reorganization; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (710446), 7p, by David B. Yoffie Product Description: The Gucci Group had transformed itself into the world's third largest luxury retailer with multiple brands. The company had performed well even after the departure of star designer Tom Ford and former CEO Domenico De Sole. However, the challenging global economic times in 2009 raised the question whether it was time, again, to re-adjust Gucci's portfolio, especially as YSL continued to lose money.    The Newspaper Industry in Crisis   Add   View  23 pp.  Case Author(s): Collis, David J.; Olson, Peter W.; Furey, Mary Publication Date: 03/11/2009 Revision Date: 05/22/2009 Product Type: Note Publisher: Harvard Business School HBS Number: 709463 Event Year Start: 2008 Subjects: Strategy Academic Discipline: Competitive strategy Product Description: This note is a primer on the newspaper industry, which has been in decline in the U.S. and Western Europe. The 19th century business model whereby news and editorial content was packaged and delivered to homes daily and paid for by national advertisers has been overturned by the internet and the corresponding immediate access to global information. The note covers the history of newspapers, industry economics, current news consumption trends, the response of the newspapers to the threat of the internet, and vignettes highlighting newspaper business models throughout the world.    Wal-Mart Stores in 2003 (Abridged Version)   Add   View  25 pp.  Case Author(s): Cespedes, Frank V. Publication Date: 12/15/2008 Revision Date: 10/30/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 709423 Geographic Setting: United States Gross Revenue: $245 billion Event Year Start: 1965 Event Year End: 2003 Subjects: Global business; Entrepreneurship; Distribution; Distribution planning; Competitive advantage; Corporate strategy; Information & technology; Growth strategy Academic Discipline: Competitive strategy Product Description: Examines Wal-Mart's development over three decades and provides financial and descriptive detail of its domestic operations. In 2003, Wal-Mart's Supercenter business has surpassed its domestic business as the largest generator of revenues. Its international operation seems poised to become the next growth driver for the company as it marches toward the trillion dollar sales mark. But problems are starting to surface even as the company is winning recognition as the number one company in the Fortune 500 — unions keep pressuring Its minimum-wage employees and allegations of gender discrimination are alleged.    TiVo 2007: DVRs and Beyond   Add   View  32 pp.  Case Author(s): Yoffie, David B.; Slind, Michael Publication Date: 10/15/2007 Revision Date: 12/20/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 708401 Geographic Setting: California Number of Employees: 200 Gross Revenue: $260 million revenues Event Year Start: 2005 Event Year End: 2007 Subjects: Computers; Advertising; Distribution; Strategy formulation; Internet; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (708474), 12p, by David B. Yoffie, Michael Slind Product Description: Tom Rogers, CEO of TiVo, had placed multiple strategic bets on his company. In September 2007, that strategy was due for a major test. TiVo was a maker of digital video recorder (DVR) products and a distributor of DVR technology. Rogers believed that macro-trends in the home entertainment industry — the convergence of standard television with the delivery of video content via broadband Internet, and the related crisis faced by companies whose business models relied on TV advertising — played to TiVo's unique strengths. Leadership in DVR technology and a TV-centric user interface arguably positioned TiVo to become something more than a consumer electronics company. That was Roger's big bet. Implementing it required making six other bets: continuing to sell stand-alone DVRs in the retail market, despite rapidly eroding market share; distributing TiVo service in partnership with cable and satellite TV providers (which also functioned as TiVo's chief competitors in the DVR market); developing a platform for DVR-based advertising; entering the audience research business; leveraging TiVo's intellectual property both through litigation and in the marketplace; and expanding into non-U.S. markets. In late 2007, a pivotal new product, a major distribution deal with    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (A)   Add   View  14 pp.  Case Author(s): Brandenburger, Adam ; Brandenburger, Adam ; Costello, Maryellen ; Kou, Julia Publication Date: 12/28/1993 Revision Date: 11/13/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 794079 Gross Revenue: $2 billion revenues Event Year Start: 1965 Event Year End: 1992 Subjects: Patents; Competition; Strategy formulation; Game theory Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (794080), 2p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement, (794081), 3p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement, (794082), 1p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement, (794083), 10p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement, (794084), 1p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement, (794085), 1p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Case Teaching Note, (795164), 28p, by Adam Brandenburger Product Description: The NutraSweet Co. has very successfully marketed aspartame, a low-calorie, high-intensity sweetener, around the world. NutraSweet's position was protected by patents until 1987 in Europe, Canada, and Japan, and until the end of 1992 in the United States. The case series describes the competition that ensued between NutraSweet and the Holland Sweetener Co. (HSC) following HSC's entry into the aspartame market in 1987. Describes the subsequent move and countermove in both the marketplace and the courts. Also, discusses the business “game” that takes place at both the tactical and value levels. Ends with the final countdown to the expiration of NutraSweet's U.S. patent.    Competitive Dynamics in Home Video Games (E): The Rise of 3DO and 32-Bit Gaming   Add   View  2 pp.  Case Author(s): Coughlan, Peter J. Publication Date: 06/13/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 701095 Geographic Setting: United States; Japan Event Year Start: 1990 Event Year End: 1991 Subjects: Computers; Technological change; Technology; Competition; Competitive advantage; Strategy formulation Academic Discipline: Competitive strategy Product Description: Describes the launch of the innovative home video game company, 3DO, which had developed a groundbreaking system featuring 32-bit processing and CD-ROM software. Examines the competitive dynamics in the home video game industry from 1970 into the new millennium.    Competitive Dynamics in Home Video Games (D): The Nintendo Super NES   Add   View  2 pp.  Case Author(s): Coughlan, Peter J. Publication Date: 06/13/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 701094 Geographic Setting: United States; Japan Event Year Start: 1990 Event Year End: 1991 Subjects: Computers; Technological change; Technology; Competition; Competitive advantage; Strategy formulation Academic Discipline: Competitive strategy Product Description: Sets the scene for Nintendo's launch of its Super NES console in Japan and in the United States and describes consumer reaction to the console versus that of its major competitor at the time, Sega. A rewritten version of an earlier case.    Competitive Dynamics in Home Video Games (B): Nintendo Power   Add   View  9 pp.  Case Author(s): Coughlan, Peter J. Publication Date: 02/13/2001 Revision Date: 06/13/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 701092 Geographic Setting: United States; Japan Gross Revenue: 500 billion yen revenues Event Year Start: 1985 Event Year End: 1991 Subjects: Computers; Competition; Competitive advantage Academic Discipline: Competitive strategy Product Description: Tells the story of Nintendo's revival of the home video game industry in the mid-1980s and its dominance of the market in the late 1980s and early 1990s. Strategic issues addressed include the creation of value by sparking dormant demand and the capture of value relative to other players in the industry including competitors, buyers, suppliers, and complementors. This is part of a case series examining the competitive dynamics in the home video game industry from 1970 into the new millennium. A rewritten version of an earlier case.    Competitive Dynamics in Home Video Games (A): The Age of Atari   Add   View  11 pp.  Case Author(s): Coughlan, Peter J.; Coughlan, Peter J.; Freier, Debbie Publication Date: 02/12/2001 Revision Date: 06/12/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 701091 Geographic Setting: California Gross Revenue: $2 billion revenues Event Year Start: 1970 Event Year End: 1983 Subjects: Computers; Competition; Competitive advantage Academic Discipline: Competitive strategy Product Description: Tells the story of the rise and fall of Atari Corp., the dominant player in arcade and home video games in the 1970s and early 1980s. During this period, Atari grew from a $500 initial investment into a $2 billion in revenues per year enterprise, becoming the fastest growing company in the history of the United States. The wild ride came to a crashing halt in 1983, however, when the bottom dropped out of the video game market, partly as a result of Atari's actions (or inaction). This is part of a case series examining the competitive dynamics in the home video game industry from 1970 into the new millennium. A rewritten version of an earlier case.    Competing Through Business Models: Introductory Note for Students, Course Overview   Add   View  8 pp.  Case Author(s): Casadesus - Masanell, Ramon Publication Date: 07/20/2009 Revision Date: 02/09/2010 Product Type: Course Overview Publisher: Harvard Business School HBS Number: 710409 Subjects: Business models; Strategy Academic Discipline: Competitive strategy Product Description: To aid students in the EC course, “Competing Through Business Models.”    Cola Wars Continue: Coke vs. Pepsi in the 1990s   Add   View  25 pp.  Case Author(s): Yoffie, David B.; Foley, Sharon Publication Date: 03/08/1994 Revision Date: 03/31/2000 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 794055 Geographic Setting: United States Gross Revenue: $48 billion revenues Subjects: International business; Competition; Competitive advantage; Corporate strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (794143), 12p, by David B. Yoffie Product Description: The competition between Coke and Pepsi is a classic corporate battle that began in America at the turn of the century and has expanded into worldwide competitive warfare in the 1990s. This case examines the economics of the soft drink and bottling industries, and describes the history and internationalization of the cola wars.    BP and the Consolidation of the Oil Industry — 1998-2002   Add   View  37 pp.  Case Author(s): Reinhardt, Forest ; Casadesus - Masanell, Ramon ; Hanson, David J.; Hanson, David J. Publication Date: 03/05/2002 Revision Date: 05/15/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 702012 Number of Employees: 107,000 Gross Revenue: $160 billion revenues Event Year Start: 1998 Event Year End: 2001 Subjects: Vertical integration; Profitability; Mergers; Energy; International business; Competitive advantage; Corporate strategy Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (706032), 13p, by Forest Reinhardt, Nazli Uludere; Case Teaching Note, (706048), 39p, by Forest Reinhardt, Ramon Casadesus - Masanell, David J. Hanson Product Description: Examines the economics of the oil and gas industry with a focus on 1998 through 2001. Discusses the rationale behind using a growth in scale as a means to increase profitability and to gain competitive advantage. Also examines the classic strategic implications of vertical integration and questions the necessity of remaining vertically integrated in today's markets. During 1998-2001, the industry structure changed dramatically with the occurrence of a wave of merger activity. Set at the end of 2001, as BP's chief executive, Lord John Browne, ponders the company's future. BP set off the merger activity in 1998 with its combination with Amoco. Other major oil concerns quickly followed suit. Several large and dominant firms, termed “supermajors,” separated themselves from the rest of the competitors. Although a large number of independent specialty firms also exist, the supermajor firms no longer believe them to be direct competitors. After the case discussion, students should be able to: 1) understand the basic economics of the oil and gas industry, 2) analyze the rationale behind vertical integration strategies, 3) ana    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (C)   Add   View  3 pp.  Case Author(s): Brandenburger, Adam ; Brandenburger, Adam ; Costello, Maryellen ; Kou, Julia Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 794081 Subjects: Patents; Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795164), 28p, by Adam Brandenburger Product Description: Supplements the (A) case.    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (B)   Add   View  2 pp.  Case Author(s): Brandenburger, Adam ; Brandenburger, Adam ; Costello, Maryellen ; Kou, Julia Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 794080 Subjects: Patents; Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795164), 28p, by Adam Brandenburger Product Description: Supplements the (A) case.    Procter & Gamble: Organization 2005 (B)   Add   View  11 pp.  Case Author(s): Piskorski, Mikolaj Jan; Piskorski, Mikolaj Jan; Spadini, Alessandro L. Publication Date: 11/20/2006 Revision Date: 11/16/2007 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 707402 Subjects: Organizational design; Matrix organization; Corporate strategy; Organizational change; Decentralization; Diversified companies; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (708450), 40p, by Mikolaj Jan Piskorski Product Description: Supplements the (A) case. An abstract is not available for this product.    Philips versus Matsushita: The Competitive Battle Continues   Add   View  20 pp.  Case Author(s): Bartlett, Christopher A. Publication Date: 12/11/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 910410 Geographic Setting: Europe Number of Employees: 120,000/300,000 Gross Revenue: $30 billion/$90 billion Event Year Start: 1970 Event Year End: 2009 Subjects: Global business; International business; Organizational structure; Core competencies; Competition; Execution; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Video Supplement, (302810), 0p, by Christopher A. Bartlett; Case Teaching Note, (910411), 15p, by Christopher A. Bartlett Product Description: Describes the development of the global strategies and organizations of two major competitors in the consumer electronics industry. Over four decades, both companies adapt their strategic intent and organizational capability to match and counter the competitive advantage of the other. The case shows how each is faced to restructure as its competitive advantage erodes.    Partners In Health: HIV Care in Rwanda   Add   View  31 pp.  Case Author(s): Porter, Michael E.; Lee, Scott; Rhatigan, Joseph; Kim, Jim Yong Publication Date: 04/13/2009 Revision Date: 05/19/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 709474 Geographic Setting: Rwanda Number of Employees: 300 Gross Revenue: 3.4 million Event Year Start: 2005 Event Year End: 2007 Subjects: Developing countries; Nonprofit organizations; Strategy Academic Discipline: Competitive strategy Product Description: In 2005, Partners In Health (PIH) was invited by the Rwandan Ministry of Health to assume responsibility for the management of public health care in two rural districts in Eastern Rwanda and create an HIV treatment program at these sites. PIH successfully implemented a comprehensive program focusing on 4 principles: health systems improvement, HIV prevention and care, accompaniment, and social and economic support. By January 2007, the Rwinkwavu site had conducted 67,137 HIV tests and provided antiretroviral therapy to more than 2,000 patients, of which, fewer than 1% had been switched to second-line drug regimens, 3.8% had died and only one patient had been lost to follow up. A costing analysis done by the Clinton HIV/AIDS Initiative suggested that the model could feasibly be spread to other districts. Dr. Agnes Binagwaho, Executive Director of Rwanda's National AIDS Control Commission and her colleagues in the Ministry of Health are contemplating how the program could be improved and whether it should be expanded nationally.    Nucor at a Crossroads   Add   View  22 pp.  Case Author(s): Ghemawat, Pankaj ; Ghemawat, Pankaj ; Stander, Henricus J. Publication Date: 08/31/1992 Revision Date: 01/20/1998 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 793039 Geographic Setting: North Carolina Gross Revenue: $1 billion assets Event Year Start: 1987 Event Year End: 1987 Subjects: Capital investments; Economic analysis; Technological change; Competition; Expansion Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795021), 23p, by Pankaj Ghemawat Product Description: Nucor is a minimill deciding whether to spend a significant fraction of its net worth on a commercially unproven technology in order to penetrate a large but hitherto inaccessible segment of the steel market. This case is an integrative one designed to facilitate full-blown analysis of a strategic investment decision.    Note on Home Video Game Technology and Industry Structure   Add   View  18 pp.  Case Author(s): Coughlan, Peter J. Publication Date: 02/29/2000 Revision Date: 06/13/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 700107 Event Year Start: 1999 Event Year End: 1999 Subjects: Computers; Technological change; Technology; Competition; Competitive advantage; Strategy formulation Academic Discipline: Competitive strategy Product Description: Part of a series on the home video game industry that illustrates the underlying economics and competitive dynamics of the industry. This case provides general information about the industry, allowing for subsequent cases in the series to focus on competitive developments.    Judo Economics   Add   View  2 pp.  Case Author(s): Brandenburger, Adam ; Brandenburger, Adam ; Kou, Julia Publication Date: 01/26/1994 Revision Date: 04/11/1995 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 794103 Subjects: Money; Pricing; Competition; Game theory; Capacity planning Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795178), 15p, by Adam Brandenburger Product Description: The early 1990s saw a new wave of start-ups in the U.S. airline business. One entrant, Kiwi International Air Lines, took to the skies in September 1992 with a strategy of attracting small-business travelers looking to save money but lacking the flexibility to book in advance. Fares were to be pegged to the lowest restricted fares in the market, but offered on an unrestricted basis. Another setting in which entrants have recently sought to capture market share from large, established players is the U.S. credit card industry. In the early 1990s, the industry witnessed an onslaught of new players wooing customers with offers of low interest rates and small or nonexistent fees. This case explores some aspects of the game between small-scale entrants and large-scale incumbents.    Introduction to Competitive Dynamics: Strategy and Tactics   Add   View  5 pp.  Case Author(s): Yao, Dennis Publication Date: 11/09/2006 Revision Date: 11/03/2009 Product Type: Course Overview Publisher: Harvard Business School HBS Number: 707475 Subjects: Competitive strategy Academic Discipline: Competitive strategy Product Description: Provides an overview of the course Competitive Dynamics: Strategy and Tactics and discusses challenges facing those who wish to use game theory to assist in strategic and tactical decision making.    Intel Corp. — 1997-2000   Add   View  12 pp.  Case Author(s): Casadesus - Masanell, Ramon ; Rukstad, Michael G. Publication Date: 11/01/2001 Revision Date: 02/08/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 702420 Geographic Setting: Silicon Valley Number of Employees: 70,000 Gross Revenue: $30 billion revenues Event Year Start: 1997 Event Year End: 2000 Subjects: Technology; Corporate strategy; Diversification Academic Discipline: Competitive strategy Product Description: Describes Intel's diversification strategy initiated in 1998 by CEO Craig Barrett. Initially, Barrett's strategy worked well, as market value reached $510 billion in September 2000. Just three months later, however, investor pessimism over a slowing economy and recent problems at Intel resulted in market valuation plummeting by more than 55%.    Industry Transformation   Add   View  14 pp.  Case Author(s): Porter, Michael E.; Rivkin, Jan W. Publication Date: 07/10/2000 Product Type: Note Publisher: Harvard Business School HBS Number: 701008 Subjects: Industry analysis; Managing uncertainty; Corporate strategy Academic Discipline: Competitive strategy Product Description: One of the steepest challenges a strategist faces is to navigate his or her company through a period of industry transformation — an era of rapid and wholesale changes in industry structure. This note considers how periods of transformation typically unfold. It then examines how the core tools of the strategist can be deployed during such periods and how new tools come to the fore. Periods of industry transformation pose grave threats and tremendous opportunities to companies. Industry leaders are often unseated during such times, replaced by underdogs and entrants. Perhaps most importantly, periods of transformation give companies unusual latitude to influence future industry structure. Teaching purpose: Designed to support course modules that consider strategy-making under uncertainty or the intersection of competitive strategy and technology.    Gucci Group N.V. (C)   Add   View  4 pp.  Case Author(s): Yoffie, David B.; Kwak, Mary Publication Date: 04/25/2002 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 702479 Geographic Setting: Italy Subjects: Corporate strategy; Industry structure Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (710446), 7p, by David B. Yoffie Product Description: Supplements the (A) case.    Gucci Group N.V. (B)   Add   View  2 pp.  Case Author(s): Yoffie, David B.; Kwak, Mary Publication Date: 04/11/2001 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 701089 Geographic Setting: Italy Subjects: Corporate strategy; Industry structure Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (702479), 4p, by Mary Kwak; Case Teaching Note, (710446), 7p, by David B. Yoffie Product Description: Supplements the (A) case.    Gucci Group N.V. (A)   Add   View  21 pp.  Case Author(s): Yoffie, David B.; Kwak, Mary Publication Date: 09/19/2000 Revision Date: 05/10/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 701037 Number of Employees: 2,700 Gross Revenue: $2 billion revenues Event Year Start: 1993 Event Year End: 2000 Subjects: Competition; Corporate strategy; Industry structure Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (701088), 7p, by Mary Kwak; Supplement, (701089), 2p, by Mary Kwak; Supplement, (702479), 4p, by Mary Kwak; Case Teaching Note, (710446), 7p, by David B. Yoffie Product Description: Examines the turnaround of Gucci and its transition from a single brand to a multi-brand company. A rewritten version of an earlier case.    Globalization of CEMEX   Add   View  22 pp.  Case Author(s): Ghemawat, Pankaj ; Matthews, Jamie L. Publication Date: 09/08/2000 Revision Date: 11/29/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 701017 Geographic Setting: Mexico Number of Employees: 15,000 Gross Revenue: $5 billion revenues Event Year Start: 1986 Event Year End: 2000 Subjects: Industry analysis; Mergers & acquisitions; Developing countries; Globalization; Competitive advantage Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (907410), 10p, by Pankaj Ghemawat Product Description: CEMEX is a Mexican company that has become a major international competitor in cement while maintaining a higher level of profitability than other, longer-established majors. CEMEX's superior profitability supplies a basis for discussing the sources of superior performance in a global context. In addition, the wide array of benefits that CEMEX derives from its operations in different countries broadens conventional notions of why firms globalize.    eReading: Amazon’s Kindle   Add   View  14 pp.  Case Author(s): Anand, Bharat N.; Olson, Peter W.; Tripsas, Mary Publication Date: 02/27/2009 Revision Date: 12/09/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 709486 Gross Revenue: $4 billion approximately Event Year Start: 2007 Subjects: Competitive strategy; Strategy Academic Discipline: Competitive strategy Product Description: In November 2007, Amazon introduced the Kindle, the first electronic reader with wireless functionality. The case describes the launch of the Kindle and provides information on representative players in the industry (or broader ecosystem) who are likely to be affected, and react: including Penguin (the leading educational publisher), Barnes & Noble (the largest bricks-&-mortar retailer), Apple and Sony (as manufacturers of competing devices), Google (as a major provider of free e-content) and Adobe (as a competitor in creating an e-book standard).    Ducati   Add   View  25 pp.  Case Author(s): Gavetti, Giovanni Publication Date: 06/28/2001 Revision Date: 03/08/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 701132 Geographic Setting: Italy Subjects: Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (705489), 12p, by Giovanni Gavetti Product Description: Focuses on the turnaround and strategic repositioning of Ducati, an Italian maker of high-end sport motorcycles, and describes the current concerns with the growth prospects of the company. Federico Minoli, the CEO and strategic mind behind the turnaround, knew that Ducati could not grow indefinitely in its current niche. One alternative was to attack Harley Davidson's niche with a Ducati interpretation of a cruiser.    Competitive Dynamics in Home Video Games (J): The Next Generation Nintendo   Add   View  2 pp.  Case Author(s): Coughlan, Peter J. Publication Date: 06/13/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 701100 Geographic Setting: Japan Event Year Start: 1994 Event Year End: 1994 Subjects: Computers; Technological change; Technology; Competition; Competitive advantage; Strategy formulation Academic Discipline: Competitive strategy Product Description: Nintendo must make some important decisions related to the launch and design of the successor to its 16-bit Super NES console. A rewritten version of an earlier case. This is part of a case series examining the competitive dynamics in the home video game industry from 1970 into the new millennium.    Competitive Dynamics in Home Video Games (F): The Fall of 3DO   Add   View  2 pp.  Case Author(s): Coughlan, Peter J.; Coughlan, Peter J.; Freier, Debbie Publication Date: 06/13/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 701096 Geographic Setting: United States Gross Revenue: $10 million revenues Event Year Start: 1994 Event Year End: 1995 Subjects: Computers; Technological change; Technology; Competition; Competitive advantage; Strategy formulation Academic Discipline: Competitive strategy Product Description: Outlines the events leading up to 3DO's exit from the home video game licensing business. 3DO's business model is considered flawed because of its incompatibility with industry structure and economics.    Loblaw Companies Ltd.: The Road Ahead   Add   View  26 pp.  Case Author(s): Goldberg, Ray A.; Bell, David E.; Leamon, Ann Publication Date: 12/06/2000 Revision Date: 12/20/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 901015 Geographic Setting: Ontario Number of Employees: 13,000 Gross Revenue: $19 billion revenues (Canadian) Event Year Start: 2000 Event Year End: 2000 Subjects: Leadership; Corporate strategy Academic Discipline: Competitive strategy Product Description: After 24 years at the helm of Loblaw Companies, Canada's largest food retailer, Richard Currie is trying to decide on a strategy for the company's future. The firm's current emphasis on one-stop shopping for everyday household needs has been phenomenally successful. Its portfolio of stores to match local demographics, along with strong private label programs, has made the company one of the top mass retailers worldwide, but what can Currie do for an encore?    Leadership Online (A): Barnes & Noble vs. Amazon.com   Add   View  19 pp.  Case Author(s): Ghemawat, Pankaj ; Ghemawat, Pankaj ; Baird, Bret Publication Date: 05/26/1998 Revision Date: 03/16/2004 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 798063 Geographic Setting: United States Number of Employees: 20,000 Gross Revenue: $2 billion revenues Event Year Start: 1996 Event Year End: 1997 Subjects: Competition; Internet Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (705492), 5p, by Pankaj Ghemawat; Case Teaching Note, (798119), 15p, by Pankaj Ghemawat Product Description: Describes the attempt of a traditional retailer, Barnes & Noble, to counter the challenges posed by an Internet-based start-up, Amazon.com.    Koo Foundation Sun Yat-Sen Cancer Center: Breast Cancer Care in Taiwan   Add   View  30 pp.  Case Author(s): Porter, Michael E.; Baron, Jennifer F.; Wang, C. Jason Publication Date: 12/08/2009 Revision Date: 05/18/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710425 Geographic Setting: Taiwan Number of Employees: 1000 Event Year Start: 2009 Subjects: Compensation; Quality control; Quality management; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (710465), 18p, by Michael E. Porter, Jennifer F. Baron, Bill Heil Product Description: Taiwan's Koo Foundation Sun Yat-Sen Cancer Center has developed an integrated, team-based care delivery model for breast cancer care that is being expanded to other cancer types in 2009. A decade earlier, President and CEO Dr. Andrew Huang and the Center had worked with the Taiwan National Health Insurance system to create a pay-for-performance reimbursement program for breast cancer care that has since been adopted by five other providers. The program issues capitated, per patient base payments for breast cancer care, with bonus payments based upon provider reporting and performance on a set of quality measures. This case allows readers to examine health care provider strategy, development and implementation of bundled reimbursement, integrated care delivery, quality measurement, and Taiwan's universal health care system.    Intel Corp. — 1968-2003   Add   View  25 pp.  Case Author(s): Casadesus - Masanell, Ramon ; Yoffie, David B.; Yoffie, David B.; Yoffie, David B.; Mattu, Sasha ; Mattu, Sasha Publication Date: 11/21/2002 Revision Date: 02/08/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 703427 Number of Employees: 83,400 Gross Revenue: $30 billion revenues Event Year Start: 1968 Event Year End: 2002 Subjects: Industry analysis; Competition; Corporate strategy; Internet Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (704465), 29p, by Ramon Casadesus - Masanell, David B. Yoffie, Sasha Mattu Product Description: Describes three stages in Intel's history: the initial success and then collapse in DRAMs and EPROMs, its transition to and dominance in microprocessors, and its move to become the main supplier of the building blocks for the Internet economy. Allows a rich discussion of industry structure and transformation in DRAMs and microprocessors, creation of competitive advantage and value capture, and sustainability.    Google Inc.   Add   View  33 pp.  Case Author(s): Herman, Kerry ; Eisenmann, Thomas ; Eisenmann, Thomas Publication Date: 01/12/2006 Revision Date: 11/09/2006 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 806105 Geographic Setting: United States; California Number of Employees: 5,000 Gross Revenue: $6.1 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Business history; Entrepreneurship; Innovation; Corporate governance; Organizational structure; Networking; Organizational culture; Values; Business models; Competition; Corporate strategy; Network effects; Search engines Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (806199), 32p, by Thomas Eisenmann Product Description: Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to Yahoo, Microsoft, and eBay. Asks what Google should do next. One option is to stay focused on the company's core competence, i.e., developing superior search solutions and monetizing them through targeted advertising. Another option is to branch into new arenas, for example, build Google into a portal like Yahoo or MSN; extend Google's role in e-commerce beyond search, to encompass a more active role as an intermediary (like eBay) facilitating transactions; or challenge Microsoft's hegemony over the PC desktop by developing software to compete with Office and Windows. A rewritten version of an earlier case.    Gilead Sciences Inc.: Access Program   Add   View  27 pp.  Case Author(s): Rangan, V. Kasturi; Lee, Katharine Publication Date: 10/08/2009 Revision Date: 02/03/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 510029 Geographic Setting: California Number of Employees: 4000 Gross Revenue: $5.3 billion Event Year Start: 2009 Subjects: Intellectual capital; Emerging markets; Competitive strategy; Distribution Academic Discipline: Competitive strategy Product Description: To maximize their effectiveness, color cases should be printed in color. Gilead Sciences, the U.S. leader in HIV/AIDS medicines, with global sales of $5.4 billion in 2009, had undertaken several innovative actions to make its anti-viral products available to over 100 low- and middle-income countries. Having reached nearly 680,000 patients by the middle of 2009, the company's senior managers contemplated how to reach 2 million patients by 2012.    Alibaba’s Taobao (A)   Add   View  15 pp.  Case Author(s): Oberholzer-Gee, Felix ; Wulf, Julie M. Publication Date: 01/06/2009 Revision Date: 07/30/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 709456 Geographic Setting: China Number of Employees: 6600 Gross Revenue: $300 million Event Year Start: 2008 Subjects: Global business; Corporate governance; Business models; Competitive advantage; Corporate strategy; Products; Growth strategy Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (709457), 1p, by Felix Oberholzer-Gee, Julie M. Wulf Product Description: To maximize their effectiveness, color cases should be printed in color. Examines the decision of Alibaba Group to diversify from an international business-to-business (B2B) exchange (Alibaba.com) into a B2C and C2C exchange (Taobao.com) for Chinese retailers and consumers. In China, Taobao had managed to displace the once dominant eBay, the world's largest consumer marketplace. However, the company had little revenue because it offered services free of charge.    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (G)   Add   View  1 pp.  Case Author(s): Brandenburger, Adam ; Brandenburger, Adam ; Costello, Maryellen ; Kou, Julia Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 794085 Subjects: Patents; Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795164), 28p, by Adam Brandenburger Product Description: Supplements the (A) case.    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (F)   Add   View  1 pp.  Case Author(s): Brandenburger, Adam ; Brandenburger, Adam ; Costello, Maryellen ; Kou, Julia Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 794084 Subjects: Patents; Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795164), 28p, by Adam Brandenburger Product Description: Supplements the (A) case.    Google Inc. (Abridged)   Add   View  10 pp.  Case Author(s): Edelman, Benjamin; Eisenmann, Thomas Publication Date: 02/15/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 910032 Number of Employees: 20,100 Gross Revenue: $22 billion Event Year Start: 2010 Subjects: Entrepreneurship; Corporate governance; Business models; Competition; Corporate strategy; Network effects; Search engines Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (910050), 28p, by Benjamin Edelman, Thomas Eisenmann Product Description: Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to Yahoo, Microsoft, and others. Asks what Google should do next. One option is to stay focused on the company's core competence, i.e., developing superior search solutions and monetizing them through targeted advertising. Another option is to branch into new arenas, for example, build Google into a portal like Yahoo or MSN; extend Google's role in e-commerce beyond search, to encompass a more active role as an intermediary (like eBay) facilitating transactions; or challenge Microsoft's position on the PC desktop by developing software to compete with Office and Windows.    Google Inc.   Add   View  21 pp.  Case Author(s): Edelman, Benjamin; Eisenmann, Thomas Publication Date: 01/28/2010 Revision Date: 02/12/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 910036 Number of Employees: 20,100 Gross Revenue: $22 billion Event Year Start: 2010 Subjects: Entrepreneurship; Corporate governance; Business models; Competition; Corporate strategy; Network effects; Search engines Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (806199), 32p, by Thomas Eisenmann; Case Teaching Note, (910050), 28p, by Benjamin Edelman, Thomas Eisenmann Product Description: Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to Yahoo, Microsoft, and others. Asks what Google should do next. One option is to stay focused on the company's core competence, i.e., developing superior search solutions and monetizing them through targeted advertising. Another option is to branch into new arenas, for example, build Google into a portal like Yahoo or MSN; extend Google's role in e-commerce beyond search, to encompass a more active role as an intermediary (like eBay) facilitating transactions; or challenge Microsoft's position on the PC desktop by developing software to compete with Office and Windows.    E Ink in 2008   Add   View  5 pp.  Case Author(s): Yoffie, David B.; Kim, Renee Publication Date: 11/25/2008 Revision Date: 04/15/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 709443 Event Year Start: 2006 Event Year End: 2008 Subjects: Global business; Entrepreneurship; Technological change; Technology; Corporate strategy; Commercialization; Strategy Academic Discipline: Competitive strategy Product Description: In the fall of 2008, E Ink had positioned itself as a leader in electronic ink technology thanks to the launch of several eBook devices such as Amazon's Kindle. Yet E Ink still faced the question of how to turn its technology into a profitable business amid competing technologies and financial challenges.    E Ink in 2005   Add   View  24 pp.  Case Author(s): Yoffie, David B.; Yoffie, David B.; MacK, Barbara J. Publication Date: 06/28/2005 Revision Date: 03/02/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 705506 Number of Employees: 60 Gross Revenue: $4 million revenues Event Year Start: 1998 Event Year End: 2005 Subjects: Entrepreneurship; Innovation; Technology; Commercialization; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (706477), 6p, by David B. Yoffie Product Description: Explores the challenges of commercializing a bleeding-edge technology. After seven years, E Ink has spent more than $100 million to commercialize electronic ink. With business momentum picking up, but resources running out, the case examines the key trade-offs in bringing a new technology to market.    Dogfight over Europe: Ryanair (B)   Add   View  4 pp.  Case Author(s): Rivkin, Jan W. Publication Date: 06/12/2000 Revision Date: 10/23/2000 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 700116 Geographic Setting: United Kingdom Subjects: Cost analysis; Industry analysis; Market entry; Competition Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (701090), 24p, by Jan W. Rivkin Product Description: Supplements the (A) case.    Dogfight over Europe: Ryanair (A)   Add   View  8 pp.  Case Author(s): Rivkin, Jan W. Publication Date: 06/12/2000 Revision Date: 11/21/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 700115 Geographic Setting: Ireland Number of Employees: 10 Event Year Start: 1986 Event Year End: 1986 Subjects: Cost analysis; Industry analysis; Market entry; Competition Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (700116), 4p, by Jan W. Rivkin; Case Teaching Note, (701090), 24p, by Jan W. Rivkin Product Description: In April 1986, the Ryan brothers announce that their fledging Irish airline Ryanair will soon commence service between Dublin and London. For the first time, Ryanair will face formidable competitors such as Aer Lingus and British Airways on a major route. Students are asked to assess Ryanair's entry and anticipate the response of incumbent carriers.    Bayside Motion Group (A)   Add   View  18 pp.  Case Author(s): Bowen, H. Kent; Bowen, H. Kent; Staats, Bradley R. Publication Date: 02/02/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 605040 Geographic Setting: United States Number of Employees: 140 Gross Revenue: $25 million Event Year Start: 2004 Event Year End: 2004 Subjects: Mergers & acquisitions; Entrepreneurship; Operations; Corporate strategy; Business growth; Manufacturing; Industrial goods Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (605041), 5p, by H. Kent Bowen, Bradley R. Staats Product Description: After purchasing a business and successfully growing it for 18 years, the sole owner is presented with an attractive acquisition offer from a Fortune 500 company. The company's future is bright, but is now the right time to sell? Can he create more value by waiting? Should he search for other buyers who might pay more but dismantle the company? If he chooses to keep the company, should he continue to fund growth with cash flow and bank debt, or should he bring in an equity partner?    Australian Wine Cluster, Supplementary Information   Add   View  7 pp.  Case Author(s): Porter, Michael E.; Porter, Michael E.; Solvell, Orjan Publication Date: 03/18/2003 Revision Date: 03/01/2010 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 703492 Geographic Setting: Australia; France; Italy Subjects: Industry analysis; Economic development; Location of industry Academic Discipline: Competitive strategy Product Description: Supplements The California Wine Cluster.    Alibaba Group   Add   View  21 pp.  Case Author(s): Wulf, Julie M. Publication Date: 03/02/2010 Revision Date: 04/26/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710436 Geographic Setting: China Number of Employees: 17,000 Gross Revenue: $636 million Event Year Start: 2008 Subjects: Innovation; Technology; Organizational structure; Profit sharing plans; Corporate strategy; Business & government; Collaboration Academic Discipline: Competitive strategy Product Description: Discusses how Alibaba Group successfully managed new business ventures to become a leader in China's online marketplaces. Students follow Alibaba Group's transition from a startup to a multibusiness firm with over 15,000 employees in just over a decade. They analyze the evolving dynamics of internal competition and cooperation among Alibaba Group's subsidiaries. Students are also asked to address Alibaba Group's strategy, the role of its corporate center and how to incentivize subsidiary executives.    General Electric Medical Systems—2002   Add   View  25 pp.  Case Author(s): Khanna, Tarun; Weber, James Publication Date: 01/30/2002 Revision Date: 10/27/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 702428 Gross Revenue: $8 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Globalization; International management; Strategic planning; Technological planning; Multinational corporations Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (703413), 13p, by Tarun Khanna Product Description: Discusses one of General Electric's flagship divisions — the world's leading provider of medical diagnostic imaging equipment. Provides an opportunity to examine a multinational confronting massive technological and demographic changes around the world. Genomics has created a global opportunity by making personalized medicine seem possible — medical intervention that caters to the genetic makeup of the individual and emphasizes prevention more than cure. Yet, the pursuit of this opportunity requires fundamental changes in the business model at a time when the model is being stressed by the idiosyncratic needs of catering to the large Chinese market and adapting to the needs of an aging population around the world. Demonstrates how multinationals can create value both by replicating their business models worldwide and by adroitly splitting the value chain across national boundaries.    Federal Bureau of Investigation, 2009   Add   View  12 pp.  Case Author(s): Rivkin, Jan W.; Roberto, Michael A.; Gulati, Ranjay Publication Date: 03/18/2010 Revision Date: 05/18/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710452 Geographic Setting: United States; District of Columbia; West Germany Number of Employees: 30,000 Event Year Start: 2007 Subjects: Organizational design; Corporate strategy; Organizational change; Government Academic Discipline: Competitive strategy Product Description: This case, a supplement to the “Federal Bureau of Investigation, 2001 (Abridged)” case (710-450) and the “Federal Bureau of Investigation, 2007” case (710-451), reviews the FBI's progress in its transformation effort from 2007 to 2009.    Dartmouth-Hitchcock Medical Center: Spine Care   Add   View  32 pp.  Case Author(s): Huckman, Robert S.; Porter, Michael E.; Gordon, Rachel; Kindred, Natalie Publication Date: 03/11/2009 Revision Date: 04/02/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 609016 Geographic Setting: United States Number of Employees: 8392 Gross Revenue: ~1.4B Event Year Start: 2008 Subjects: Integration planning; Organizational development; Organizational structure; Value creation; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (610068), 21p, by Robert S. Huckman, Michael E. Porter Product Description: Describes the Spine Center at Dartmouth-Hitchcock Medical Center, a multidisciplinary unit that offers patients suffering from spinal problems “one-stop” access to a range of providers including orthopedic surgeons, neurosurgeons, neurologists, medical specialists in physical medicine and pain management, mental health providers, and occupational and physical therapists. The Center was created to address what its founder, James Weinstein, M.D., saw as the uncoordinated and inefficient delivery of spinal care in the United States. The Center emphasized using non-surgical treatments (e.g., physical therapy and exercise, behavioral modification, pain-relieving drugs) as either a complement to, or substitute for, surgical procedures, and patients were actively engaged in the process of determining what type of care to pursue. In addition, Weinstein and his staff collected data from the Center's clinical practice to conduct academic research on the outcomes and cost-effectiveness of various approaches to treatment. The case allows for a critical analysis of the Spine Center's unique approach to care delivery and provides an opportunity to examine the applicability of this model in other clinical areas.    Creating Competitive Advantage   Add   View  21 pp.  Case Author(s): Ghemawat, Pankaj; Rivkin, Jan W. Publication Date: 01/25/1998 Revision Date: 02/25/2006 Product Type: Note Publisher: Harvard Business School HBS Number: 798062 Subjects: Economic analysis; Strategic planning Academic Discipline: Competitive strategy Product Description: A firm such as Schering-Plough that earns superior, long-run financial returns within its industry is said to enjoy a competitive advantage over its rivals. This note examines the logic of how firms create competitive advantage. It emphasizes two themes: First, to create an advantage, a firm must configure itself to do something unique and valuable. The firm must ensure that, were it to disappear, someone in its network of suppliers, customers, and complementors would miss it and no one could replace it perfectly. The first section uses the concept of “added value” to make this point more precisely. Second, competitive advantage usually comes from the full range of a firm's activities — from production to finance, from marketing to logistics — acting in harmony. The essence of creating advantage is finding an integrated set of choices that distinguishes a firm from its rivals. The second section shows how managers can analyze the full range of activities to understand the sources of added value.    The Last DVD Format War?   Add   View  5 pp.  Case Author(s): Hagiu, Andrei Publication Date: 11/22/2009 Revision Date: 03/31/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 710443 Event Year Start: 2007 Event Year End: 2008 Subjects: Five forces; Competitive advantage; Strategy formulation; Strategy Academic Discipline: Competitive strategy Product Description: Provides a brief overview of the standards battle between HD-DVD and Blu-ray, focusing on the events which precipitated the Blu-ray victory in early 2008.    Tesco Plc.   Add   View  20 pp.  Case Author(s): Bell, David E. Publication Date: 12/13/2002 Revision Date: 10/16/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 503036 Geographic Setting: United Kingdom Gross Revenue: $30 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: International marketing; Leadership; Marketing organization; Organizational change; Internet Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (503079), 4p, by David E. Bell Product Description: Tesco, a supermarket chain, has been transformed from a third-rate retailer to a global leader in the past ten years. This case describes how that was accomplished. Interviews with Tesco employees explain the company's approach to understanding customers, motivating employees, succeeding on the Internet, and creating an international strategy.    Tata Motors: The Tata Ace   Add   View  21 pp.  Case Author(s): Palepu, Krishna G.; Srinivasan, Vishnu Publication Date: 09/18/2007 Revision Date: 01/03/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 108011 Geographic Setting: India Industry Setting: Automotive Number of Employees: 32,610 Gross Revenue: $5.5 billion Event Year Start: 2006 Event Year End: 2006 Subjects: Emerging markets; Innovation; Sales; Product positioning; Product development Academic Discipline: Competitive strategy Product Description: Considers the strategy and experience of Tata Motors, India's leading commercial truck maker, as it developed a new small commercial vehicle, the Tata Ace. Positioned as a replacement for the three-wheelers that predominated as small commercial vehicles in India, the Ace create a new product category and enabled Tata Motors to access a new market segment. The company adopted tailored approaches to product design, distribution, marketing, service, and sourcing for the vehicle. After successfully targeting the niche, considers how Tata Motors might grow its presence in the segment with new models, enter new regional markets, export to developing or developed countries, and face new competition.    Strategic Review at Egon Zehnder International (A)   Add   View  23 pp.  Case Author(s): Nanda, Ashish ; Nanda, Ashish ; Morrell, Kelley Publication Date: 03/26/2004 Revision Date: 08/02/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 904071 Number of Employees: 330 Gross Revenue: $300 million revenues Event Year Start: 2000 Event Year End: 2003 Subjects: Leadership; Change management; Managing professionals; Corporate strategy; Organizational change Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (904072), 11p, by Ashish Nanda, Kelley Morrell; Supplement, (904073), 6p, by Ashish Nanda, Kelley Morrell; Case Teaching Note, (905027), 27p, by Ashish Nanda, Kelley Morrell Product Description: The case describes the history of the executive search firm Egon Zehnder International (EZI) from its inception through 2000. Internal and environmental changes lead EZI leaders to question whether the firm might be at an inflection point in its history. The EZI executive committee contemplates whether and how to engage in a strategy review process.    Polaroid: Entering Digital Imaging   Add   View  18 pp.  Case Author(s): Gavetti, Giovanni ; Gavetti, Giovanni ; Johnson, Elizabeth ; Lafkas, John ; Tripsas, Mary ; Tripsas, Mary Publication Date: 12/07/2005 Revision Date: 05/07/2007 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 706459 Geographic Setting: United States Number of Employees: 10,000 Gross Revenue: $2.2 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Innovation; Technology; Change agenda; Competitive environment; New product marketing; Strategy Academic Discipline: Competitive strategy Product Description: Focuses on Polaroid's attempt to respond to the changes to its competitive environment that are entailed by the rise of digital imaging.    Crown Cork & Seal Co., Inc. (Condensed)   Add   View  17 pp.  Case Author(s): Hamermesh, Richard G.; Rosenbloom, Richard S. Publication Date: 02/01/1988 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 388096 Gross Revenue: $1 billion 1977 sales Event Year Start: 1956 Event Year End: 1977 Subjects: Technological change; Business policy; Corporate strategy; Industry structure Academic Discipline: Competitive strategy Product Description: A condensed version of Crown Cork & Seal Co., Inc. The principal changes are the elimination of details about the early history of the company and condensation of the final section, Outlook for the Future.    Boeing Co.: Moonshine Shop   Add   View  25 pp.  Case Author(s): Austin, Robert D.; Nolan, Richard L.; O'Donnell, Shannon Publication Date: 04/03/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 607130 Geographic Setting: Washington Number of Employees: 166,000 Gross Revenue: $54 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Inventory management; Innovation; Process innovation; Operations; Creativity; Organizational change; Plant management Academic Discipline: Competitive strategy Product Description: Describes how the “Moonshine Shop,” a group of plant-savvy creative generalists, is helping a great industrial company become more innovative. Chronicles the history of the Moonshine Shop, its successes and failures, and describes innovations they've helped put in place. The group routinely creates savings equal to multiples of their own budge through front-lines process innovation and support of staff on-the-floor.    American Airlines (A): Strategy in the 1990s   Add   View  19 pp.  Case Author(s): Lorsch, Jay W.; Loveman, Gary W.; Horn, Julia Publication Date: 11/26/1990 Revision Date: 06/12/1991 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 491044 Geographic Setting: Texas Gross Revenue: $9.9 billion revenues Event Year Start: 1978 Event Year End: 1990 Subjects: Cost control; Expansion; Customer service; Customer relationship management Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (493052), 16p, by Gary W. Loveman, Robert T. Anthony Product Description: American Airlines is pursuing a growth strategy through international and domestic route expansion. At the same time, the airline is working hard to cut costs while trying to provide the best customer service possible. Is this strategy achievable given the recent surge in jet fuel prices and the competitive framework of the industry?    Understanding Industry Structure   Add   View  16 pp.  Case Author(s): Porter, Michael E. Publication Date: 12/07/2006 Revision Date: 08/13/2007 Product Type: Note Publisher: Harvard Business School HBS Number: 707493 Subjects: Industry analysis; Competitive strategy; Five forces; Competition; Suppliers; Customers Academic Discipline: Competitive strategy Product Description: Examines the structural determinants of industry attractiveness (the Five Forces framework) and the implications of industry structure for strategy.    The Globalization of East Asian Pop Music   Add   View  33 pp.  Case Author(s): Siegel, Jordan; Chu, Yi Kwan Publication Date: 02/18/2008 Revision Date: 04/22/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 708479 Event Year Start: 2007 Subjects: Industry analysis; Global business; International business; International management; International marketing; Five forces; Strategic alliances; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (710481), 10p, by Jordan Siegel Product Description: This case on the globalization of East Asian pop music is useful for teaching concepts of regional business strategy and also of cultural arbitrage. Music companies in the case must examine why certain markets are clearly more profitable than others. They must also decide whether to expand internationally with a regional focus on East Asia or, alternatively, a focus on the U.S. and other Western markets.    Revitalizing Dell   Add   View  27 pp.  Case Author(s): Rivkin, Jan W. Publication Date: 02/14/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 710442 Gross Revenue: $61 billion Event Year Start: 2009 Subjects: Industry analysis; Competitive strategy; Competitive advantage; Organizational change Academic Discipline: Competitive strategy Product Description: Dell Inc., with its vaunted Direct Model, defined success in the personal computer industry for more than a decade. Starting in the mid-2000s, however, the company fell on hard times. In 2009, Michael Dell and his management team must figure out why the Direct Model has faltered and what they can do to revitalize the company.    ResMed, Inc. - Promoting Better Sleep Throughout the World   Add   View  32 pp.  Case Author(s): Foster, George; Feldstein, Janet; Putt, Corrine; Davila, Antonio; Jia, Ning Publication Date: 02/01/2002 Product Type: Case Publisher: Stanford University HBS Number: SM97 Geographic Setting: California; Australia Number of Employees: 1,000 Gross Revenue: $155 millions Event Year Start: 2002 Subjects: International business; International marketing; International operations; Growth strategy; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (SM97TN), 4p, by George Foster, Janet Feldstein, Corrine Putt, Antonio Davila, Ning Jia Product Description: This case introduces the story of RedMed, the leading provider of sleep apnea devices. The company, founded by Dr. Peter Farrell and Dr. Colin Sullivan (the device's inventor) in Australia, quickly became international. The company set up a second headquarters in San Diego and soon was selling devices in Europe, Asia and the Americas, in addition to its “home” market. The case addresses the various strategies the company followed to establish a position and gain leadership in its various international markets.    Monsanto: Helping Farmers Feed the World   Add   View  30 pp.  Case Author(s): Bell, David E.; Knoop, Carin-Isabel; Shelman, Mary Publication Date: 12/23/2009 Revision Date: 04/09/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 510025 Geographic Setting: United States Gross Revenue: $12 billion Event Year Start: 2009 Subjects: International business; Leadership Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (510101), 7p, by David E. Bell, Mary Shelman Product Description: Monsanto has led the effort to bring biotechnology to bear on food production. Through some management missteps and consumer resistance the company had difficulties in its early years. But since Hugh Grant became CEO the picture has brightened with widespread adoption of the company's products. This case focuses on the company's product pipeline and the galvanizing effect of the CEO's promise to substantially improve global food production by 2030.    Lucent Technologies: The Future of the New Ventures Group   Add   View  19 pp.  Case Author(s): Chesbrough, Henry W.; Massaro, Anthony Publication Date: 06/05/2001 Revision Date: 11/13/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 601102 Geographic Setting: New Jersey Number of Employees: 60,000 Gross Revenue: $20 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Venture capital; Innovation; Technology; Information economy Academic Discipline: Competitive strategy Product Description: Lucent Technologies' New Ventures Group has created innovative ways to commercialize Bell Labs research. The success of this approach now forces the group to evaluate whether to stay inside Bell Labs or become an external venture capitalist group.    Wal-Mart Stores in 2003   Add   View  32 pp.  Case Author(s): Ghemawat, Pankaj; Bradley, Stephen P.; Mark, Ken Publication Date: 09/18/2003 Revision Date: 01/30/2004 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 704430 Geographic Setting: United States Gross Revenue: $245 billion revenues Event Year Start: 1965 Event Year End: 2003 Subjects: Management controls; International business; Distribution planning; Mass merchandising; Competitive advantage; Corporate strategy; Information & technology Academic Discipline: Competitive strategy Product Description: Examines Wal-Mart's development over three decades and provides financial and descriptive detail of its domestic operations. In 2003, Wal-Mart's Supercenter business has surpassed its domestic business as the largest generator of revenues. Its international operation seems poised to become the next growth driver for the company as it marches toward the trillion dollar sales mark. But problems are starting to surface even as the company is winning recognition as the number one company in the Fortune 500 — unions keep pressuring its minimum-wage employees and allegations of gender discrimination are alleged. Teaching purpose: To introduce students to creating a competitive advantage.    Remaking Singapore   Add   View  32 pp.  Case Author(s): Porter, Michael E.; Neo, Boon-Siong; Ketels, Christian H.M. Publication Date: 06/09/2010 Revision Date: 08/27/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 710483 Geographic Setting: Singapore Event Year Start: 1960 Event Year End: 2008 Subjects: Economic growth; Economic planning; Federal government; Competitive advantage; Clusters; Government Academic Discipline: Competitive strategy Product Description: Looking through the lenses of both macro and micro economic policy, this case examines how Singapore has achieved such stellar success throughout its history, from independence through 2008. The case discusses the different policy choices the Singaporean government has made as well as how the government's structure has aided development.    NTT DoCoMo, Inc.: Mobile FeliCa   Add   View  20 pp.  Case Author(s): Bradley, Stephen P.; Egawa, Masako; Kanno, Akiko; Eisenmann, Thomas Publication Date: 04/13/2005 Revision Date: 06/07/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 805124 Geographic Setting: Japan Number of Employees: 22,000 Gross Revenue: $50 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Alliances; Diversification; Computer networks Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (807116), 22p, by Thomas Eisenmann Product Description: Managers of DoCoMo, Japan's largest mobile phone company, are formulating a strategy for mobile FeliCa: contactless integrated circuits that will be built into DoCoMo phones, allowing them to be used for quick and convenient retail or commuter fare payments, building entry, airline boarding passes, and other applications. DoCoMo's managers must determine how best to profit from mobile FeliCa. The options, which are not mutually exclusive, include: increasing mobile phone subscriber acquisition and retention rates by offering “sticky” differentiated new services; extracting monopoly rents from a joint venture (with Sony, FeliCa's inventor) that will license FeliCa technology to other mobile phone companies and application providers; and profiting from eMoney (retail payments) either through partnerships with incumbent financial services firms or by offering payment services directly.    L’Oreal and the Globalization of American Beauty   Add   View  28 pp.  Case Author(s): Jones, Geoffrey G.; Kiron, David; Dessain, Vincent; Sjoman, Anders Publication Date: 04/28/2005 Revision Date: 02/02/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 805086 Geographic Setting: United States Gross Revenue: $15.5 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Acquisitions; Business history; Globalization; International business; Entrepreneurship; Brands; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (806162), 18p, by Geoffrey G. Jones Product Description: Examines L'Oreal's acquisition of leading U.S. cosmetics brands, including Maybelline, Redken, and Kiehl's, and their subsequent renewal and globalization. Reviews the history of L'Oreal, now the world's largest cosmetics company, from its origins in France in 1907. The company entered the United States in 1953, and from 1990, expanded rapidly with the acquisition of U.S. brands, which were renewed and then taken international. Focuses on Kiehl's — since 1851, a quirky New York luxury brand — which L'Oreal acquired in 2000 and is now expanding globally. Shows how L'Oreal developed a portfolio of U.S. and European brands that are now sold globally. Explores the corporate strategy and marketing challenges facing consumer products firms as they globalize and how acquisitions can facilitate globalization.    LinkedIn (B)   Add   View  4 pp.  Case Author(s): Piskorski, Mikolaj Jan Publication Date: 07/25/2006 Revision Date: 02/26/2007 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 707407 Subjects: Technology; Information management; Competition; Strategy formulation; Computer networks; Revenues Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (708406), 20p, by Mikolaj Jan Piskorski Product Description: Supplements the (A) case. An abstract is not available for this product.    LinkedIn (A)   Add   View  18 pp.  Case Author(s): Piskorski, Mikolaj Jan Publication Date: 07/25/2006 Revision Date: 02/26/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 707406 Geographic Setting: California Number of Employees: 30 Gross Revenue: $500,000 Event Year Start: 2005 Event Year End: 2005 Subjects: Technology; Information management; Competition; Strategy formulation; Computer networks; Revenues Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (707407), 4p, by Mikolaj Jan Piskorski; Case Teaching Note, (708406), 20p, by Mikolaj Jan Piskorski Product Description: In the summer of 2005, LinkedIn, a two-year-old start-up, was choosing between two options to monetize its 5 million business people network. Members could contact each other through trusted intermediaries on the network to offer or seek jobs, consulting engagements, expertise, and financing. The company had outpaced its competitors by building the most populous online business network, but it had little revenue to show its investors. The first revenue option entailed keeping the existing features unchanged and rolling out a bundle of eight new services for a monthly fee of $15. These services would be targeted at network members who had forged many connections, logged in frequently, and viewed the profiles of many other members. The second proposal involved changing a basic design feature of LinkedIn by allowing members to contact each other without intermediaries for a fee. Fewer members would avail themselves of this feature, but those who did would be willing to pay as much as $5-$15 per message. This option ran a substantial risk of alienating members and would prompt some to abandon LinkedIn.    Friendster (A)   Add   View  22 pp.  Case Author(s): Piskorski, Mikolaj Jan; Knoop, Carin-Isabel Publication Date: 09/14/2006 Revision Date: 02/15/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 707409 Geographic Setting: California Number of Employees: 25 Gross Revenue: $500,000 Event Year Start: 2006 Event Year End: 2006 Subjects: Organizational behavior; Entrepreneurship; Power & influence; Strategy formulation; Information & technology; Networks; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (707410), 3p, by Mikolaj Jan Piskorski, Carin-Isabel Knoop; Case Teaching Note, (708407), 23p, by Mikolaj Jan Piskorski Product Description: In January 2006, the president of Friendster needs to choose between two strategic options to revive the company. Friendster started the social networking industry in 2003, but has been overtaken by MySpace and Facebook. The two options are: 1) offer new features to help members enhance their offline lives, such as arranging events with their friends; and 2) offer features, such as the ability to import friends' blogs, pictures, recommendations, and feeds, to help members manage their experiences with their online friends. The two choices have very different value propositions and have very different competitive implications. Also describes the dynamics of relationships inside Friendster and discusses how these dynamics prevented Friendster from maintaining its leadership position. As such, allows for integration of organization and strategy in an entrepreneurial setting, and should be taught with LinkedIn (A) to facilitate cross-case comparisons.    Emerging Nokia?   Add   View  24 pp.  Case Author(s): Alcacer, Juan; Khanna, Tarun; Furey, Mary; Mabud, Rakeen Publication Date: 04/23/2010 Revision Date: 06/02/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710429 Event Year Start: 2009 Subjects: Country analysis; Innovation; Five forces; Competition; Competitive advantage; Corporate strategy Academic Discipline: Competitive strategy Product Description: By late 2009, Nokia was grappling with the decision of whether to recover its leading position in the high-profit developed markets, where they were losing market share to the likes of Apple and Samsung, or defend its market leadership in the low-margin, high-volume emerging markets. This case poses the following questions: Should Nokia stay the course, operating in both the developed and emerging markets, or should they forego one for the other? And what would this imply for the types of handsets and services they would need to offer?    Bloemenveiling Aalsmeer   Add   View  18 pp.  Case Author(s): Oberholzer-Gee, Felix; Dessain, Vincent; Beyersdorfer, Daniela; Sjoman, Anders Publication Date: 12/14/2005 Revision Date: 08/18/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 706441 Number of Employees: 1,770 Gross Revenue: $2 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Auctions; Bids; Commodity markets; International business; International trade; Green marketing; Market entry; Market segmentation; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (707544), 8p, by Felix Oberholzer-Gee Product Description: The Dutch “Verenigde Bloemenveiling Aalsmeer Cooperative” (VBA) was on of the world's largest flower exchanges. Around 6,300 flower growers, one half of them located in the Netherlands, used the auction to sell cut flowers and plants to more than 1,000 wholesalers. In 2004, the value of the flowers and plants traded at Aalsmeer exceeded 1.6 billion euros, representing 36% of the world's trade in cut flowers. Every morning, VBA held 55,000 Dutch auctions to match buyers and suppliers. While formidable in size, VBA management worried about the future of the exchange because direct sales between growers and buyers had started to bypass the auction. Kenyan growers, for instance, often shipped roses directly to wholesalers. VBA's management considered a number of strategic initiatives and tactical moves in response to the growth in direct sales. Should the exchange allow non-Dutch growers to become members? Would it make sense to have the wholesalers bear a larger fraction of the trading cost? Philip Smits, CEO of VBA, knew that expanding VBA membership and adjusting trading commissions were guaranteed to be hotly contested topics at the upcoming general meeting.    Baltic Beverages Holding: Competing in a Globalizing World (B)   Add   View  24 pp.  Case Author(s): Alcacer, Juan; Molander, Rasmus; Mabud, Rakeen Publication Date: 03/17/2010 Revision Date: 08/18/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710471 Geographic Setting: Finland; Sweden Event Year Start: 1991 Subjects: Competition; Corporate strategy Academic Discipline: Competitive strategy Product Description: To maximize their effectiveness, color cases should be printed in color. In 1991, Hartwall and Pripps made the decision to found Baltic Beverages Holding (BBH) and invest in the former USSR by buying Estonia's biggest brewery, Saku.    Baltic Beverages Holding: Competing in a Globalizing World (A)   Add   View  17 pp.  Case Author(s): Alcacer, Juan; Molander, Rasmus; Mabud, Rakeen Publication Date: 03/17/2010 Revision Date: 08/18/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710430 Geographic Setting: Finland; Sweden Event Year Start: 1990 Subjects: Competition; Corporate strategy; Expansion; Business growth Academic Discipline: Competitive strategy Supplementary Materials: Case, (710471), 24p, by Juan Alcacer, Rasmus Molander, Rakeen Mabud Product Description: To maximize their effectiveness, color cases should be printed in color. The Finnish brewer Hartwall and the Swedish brewer Pripps had to decide how to react to the rapidly changing European political, economic, and business environment in 1989-1990.    EFJ, Inc.   Add   View  42 pp.  Case Author(s): Applegate, Lynda M.; Vinze, Ajay; Vatz, Mara E. Publication Date: 11/28/2006 Revision Date: 11/28/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807062 Geographic Setting: Texas Number of Employees: 272 Gross Revenue: $94.6 million revenues Event Year Start: 1997 Event Year End: 2005 Subjects: Communication strategy; Computers; Government agencies; Market positioning; Product positioning; Standardization; Disruptive innovation; Growth strategy Academic Discipline: Competitive strategy Product Description: Michael Jalbert plans to transform EFJI, a land mobile radio manufacturer, into a leading radio systems and solutions provider. Taking advantage of new industry standards and the country's increased focus on public safety agencies and homeland security, Jalbert says the company can triple its revenues in three years and eventually compete head-to-head with industry giant Motorola. The growth strategy includes expanding into systems and solutions, taking advantage of overall industry growth, positioning its products to compete with the leading providers during the industry-wide transition from analog to digital technology, and entering the data applications market through an acquisition.    eClinicalWorks: The Paths to Growth   Add   View  30 pp.  Case Author(s): Higgins, Robert F.; Rennella, Mark Publication Date: 12/22/2006 Revision Date: 08/04/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807025 Geographic Setting: Massachusetts Gross Revenue: $25 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Financing; Entrepreneurship; Expansion; Information & technology; Family businesses Academic Discipline: Competitive strategy Product Description: In January, 2006, eClinicalWorks (eCW) had an acquisition opportunity that could fundamentally change the way they had done business since the inception of the company in 1999. eClinicalWorks was a privately run business in the healthcare information technology field that took in $25 million in revenue in 2005. Revenues for 2006 were projected to reach $40 million. This successful electronic medical record (EMR) company had grown thanks to their reliable software and responsive customer service. The company had achieved this growth without the help of any outside financing. The five co-founders of eCW, who treated each other like an extended family, invested years of sweat equity and hard work to shape eCW as they wanted. They were also proud of their company culture, which de-emphasized traditional company hierarchies and encouraged independent thinking and cooperative working arrangements across departments. Keeping the company private, in their view, had helped them to maintain this culture. The opportunity to acquire another EMR company offered eCW the chance to grow quickly in an industry that is estimated to take in more than $40 billion in overall revenues in 2007. But this acquisition would require outside financing of some sort. Was this the moment to accelerate the rate of growth to which eCW had become accustomed — catching up with, rather than anticipating, how their customer base would ex    Telewest Communications plc   Add   View  34 pp.  Case Author(s): Applegate, Lynda M.; Stroock, Laure Mougeot Publication Date: 05/22/2002 Revision Date: 10/15/2002 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 802011 Geographic Setting: United Kingdom Number of Employees: 9,300 Gross Revenue: 1.09 billion British pounds revenue Event Year Start: 2000 Event Year End: 2001 Subjects: Internet Academic Discipline: Competitive strategy Product Description: Created in 1992, Telewest has become the second largest broadband communication provider in the United Kingdom, offering telephone, cable television, and cable Internet services, as well as television and online content to the U.K. entertainment market. The first to launch broadband Internet and unmetered access to the Internet in the United Kingdom, the company has become the benchmark to follow in the industry. Broadband Internet and a bundled package (TV/telephone/Internet) have driven Telewest's growth, but Telewest's future is still uncertain as it faces formidable competitors, such as British Telecom and BskyB Broadcasting, the U.K. leader in pay-TV and programming. provider. This case discusses what differentiation or expansion strategies should Telewest adopt as its first-mover advantage erodes and its niche market becomes increasingly crowded.    PepsiCo: A View from the Corporate Office   Add   View  24 pp.  Case Author(s): Applegate, Lynda M.; Schlesinger, Leonard A.; Votroubek, Dena Publication Date: 05/01/1994 Revision Date: 11/30/1994 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 694078 Geographic Setting: United States Number of Employees: 26,000 Gross Revenue: $28 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Management philosophy; Leadership; Organizational change; Decentralization; Social responsibility Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (196074), 8p, by Lynda M. Applegate, Sarah B. Gant Product Description: Describes the three business segments of PepsiCo (beverages, snack foods, and restaurants). It then explores the competitive environment within each segment and the response of PepsiCo's businesses. It seeks to show how PepsiCo CEO, D. Wayne Calloway, in a very “hands-off” and decentralized manner, achieves high growth rates in each segment through a process of “continual transformation.” Calloway strives to hold together a fast-growing and rapidly changing business through shared values (instead of implementing tighter controls and increasing supervision).    Metso Paper: Globalization of Finnish Metal Workshops   Add   View  29 pp.  Case Author(s): Applegate, Lynda M.; Heikkila, Marikka; Lyytinen, Kalle Publication Date: 09/20/2004 Revision Date: 12/13/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 805057 Number of Employees: 9,719 Gross Revenue: $118.2 million euros revenues Event Year Start: 1990 Event Year End: 2001 Subjects: Globalization; Business models; New economy; Information & technology; Engineering; Machinery Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (805058), 5p, by Lynda M. Applegate, Marikka Heikkila, Kalle Lyytinen Product Description: Metso Paper, the world's largest producer of paper machines, aims to transform itself into a knowledge- and information-based service and solution provider for the paper industry by aggressively exploiting information technologies. In the fall of 2002, Jorma Hujala, a vice-president of the Development, References, and Projects Department of Metso Paper's largest business unit, Rautpohja, attended a corporate-wide brainstorming meeting to decide how to improve the paper machine production and delivery process. Due to low growth in its traditional markets, the company needs to consider extending its strategy and business model to become not just a machine producer but also a supplier of services related to the value chain of paper production. In executing the new strategy, the company considers its world-class knowledge and capabilities to be its key competitive asset. Over the past decade, the department had improved project delivery performance through aggressive use of IT. Hujala and his team had to think carefully about how to enable and support the new corporate strategy and how to continue to develop their IT services and competencies accordingly.    Illycaffe and Gruppo illy (A): Expanding Beyond Gourmet Coffee   Add   View  21 pp.  Case Author(s): Carroll, Glenn; Rao, Hayagreeva; Chang, Victoria; Hoyt, David W. Publication Date: 07/26/2010 Product Type: Case Publisher: Stanford University HBS Number: SM188A Geographic Setting: United States; Italy Subjects: Market segmentation; Diversification; Branding; Family-owned businesses; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (SM188B), 6p, by Glenn Carroll, Hayagreeva Rao, Victoria Chang Product Description: Illycaff is a family company, founded in 1933. It grew to become an internationally successful company focusing on the premium coffee market based on an uncompromising quest to provide the perfect cup of coffee. In 2003, the company decided to diversify, and two years later began purchasing small companies that produced premium teas, chocolates, candied fruits, and wine. These companies, as well as illycaff were included in the Gruppo illy holding company. The case describes illycaff , its products and strategy, as well as the rationale for diversification.    Gruppo illy SpA (B): Universita del Caffe   Add   View  6 pp.  Case Author(s): Carroll, Glenn; Rao, Hayagreeva; Chang, Victoria Publication Date: 07/12/2010 Product Type: Supplement Publisher: Stanford University HBS Number: SM188B Geographic Setting: United States; Italy Subjects: Market segmentation; Diversification; Branding; Family-owned businesses; Strategy Academic Discipline: Competitive strategy Product Description: Illycaff is a family company, founded in 1933. It grew to become an internationally successful company focusing on the premium coffee market based on an uncompromising quest to provide the perfect cup of coffee. In 1999, the company founded a center of excellence for coffee, called Universit del Caff (UdC). UdC was part of the company's overall strategy, enhancing its emphasis on quality and focus on scientific and technological innovation. The case describes the UdC, its course offerings, and its role in the company strategy.    Global Healthcare Exchange   Add   View  39 pp.  Case Author(s): Applegate, Lynda M.; Ladge, Jamie Publication Date: 07/21/2003 Revision Date: 08/04/2003 Product Type: Case Publisher: Harvard Business School HBS Number: 804002 Number of Employees: 195 Gross Revenue: $4 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Organizational behavior; Entrepreneurship; Leadership; Alliances; Business models; New economy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (806038), 32p, by Lynda M. Applegate Product Description: Founded in March 2000 at the height of the dot-com bubble, Global Healthcare Exchange (GHX) was one of 90 online marketplaces in the health care industry. The company's founders were among the largest suppliers in the industry, including Johnson & Johnson, GE Medical, Abbot, Baxter, and Medtronic. Becton-Dickinson, Braun, Guidant, Tyco, Siemens, C.R. Bard, and other key suppliers joined shortly after the company was founded. At the time of the case (spring 2003), GHX was the largest of the three remaining online health care marketplaces and ownership had expanded to include the leading players across all parts of the value chain, including health care providers and managed care organizations. Group purchasing organizations, distributors, and company executives must address key strategic issues, including integrating its latest merger, achieving profitability, defining a fair pricing strategy, and determining the pace of global expansion.    Corporate Strategy at Berkshire Partners   Add   View  25 pp.  Case Author(s): Wulf, Julie M.; Waggoner, Scott Publication Date: 02/05/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710414 Geographic Setting: Massachusetts Number of Employees: 100 Gross Revenue: Over $3 billion in Assets Event Year Start: 2008 Subjects: Industry analysis; Restructuring; Profit sharing plans; Business & government; Organizational architecture; Private equity; Leading teams Academic Discipline: Competitive strategy Product Description: The managing directors of Berkshire Partners, a mid-sized private equity firm, address strategic and organizational challenges in response to turbulent market conditions, rapid firm growth, and the transition of leadership from its founding partners to the next generations. To address some of these dynamics, and to protect Berkshire's corporate advantage, the managing directors established three executive oversight committees, developed new specialized corporate functions, and incubated an internal hedge fund group. Students are given the opportunity to assess Berkshire's recent changes in corporate strategy and organizational design and to formulate recommendations going forward.    Citigroup 2003: Testing the Limits of Convergence (A)   Add   View  42 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 01/13/2004 Revision Date: 06/04/2004 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 804041 Number of Employees: 260,000 Gross Revenue: $75.8 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Organizational behavior; Entrepreneurship; Leadership; Business models; New economy Academic Discipline: Competitive strategy Product Description: Examines Citigroup's strategic transition and highlights issues that its newly announced CEO Charles Prince will face as he assumes leadership of this global financial corporation upon the retirement of its charismatic CEO, Sandy Weill.    Canyon Ranch   Add   View  23 pp.  Case Author(s): Applegate, Lynda M.; Piccoli, Gabriele Publication Date: 08/10/2004 Revision Date: 09/20/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 805027 Event Year Start: 2004 Event Year End: 2004 Subjects: Organizational behavior; Entrepreneurship; Leadership; Alliances; Business models; New economy; Customer relationship management; Health Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (806047), 8p, by Lynda M. Applegate, Gabriele Piccoli; Case Teaching Note, (809094), 14p, by Lynda M. Applegate, Deborah Soule Product Description: How should Canyon Ranch leverage its uniqueness in the face of increasing competition and an entrenched customer definition of the firm? The firm is attempting to create demand for return visits and foster the customization and personalization of the Canyon Ranch experience.    Boeing’s e-Enabled Advantage   Add   View  34 pp.  Case Author(s): Applegate, Lynda M.; Valacich, Joseph S.; Vatz, Mara E.; Schneider, Christoph Publication Date: 07/12/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807011 Geographic Setting: Washington Number of Employees: 159,000 Gross Revenue: $52.5 billion revenues Event Year Start: 2003 Event Year End: 2005 Subjects: Entrepreneurship; Technological change; Product differentiation; Strategy formulation; Networks; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (809083), 4p, by Lynda M. Applegate Product Description: Examines Boeing's new strategy of offering services to regain market dominance and help its struggling airline customers improve efficiency and profitability.    Zuora Inc.: Venturing into Cloud Computing   Add   View  16 pp.  Case Author(s): Burgelman, Robert A.; Manoharan, Maalika Publication Date: 09/16/2009 Product Type: Case Publisher: Stanford University HBS Number: SM182 Geographic Setting: United States Subjects: Finance; Growth strategy; Software development Academic Discipline: Competitive strategy Product Description: Zuora Inc. is a leading startup company in the Software as a Service (SaaS) billing and payments area, which needs to strategically position itself in the face of the emergence of Cloud Computing. CEO Tien Tzuo and his team must identify the market segments that would provide Zuora with the quickest growth opportunity in order to strengthen its lead position, and they must decide how fast to scale the company given the changing market dynamics. These decisions will have implications for when the next round of funding must be secured, and top management must carefully assess what the effects of the timing of the funding decision will have on the valuation of the company. Learning objective: To examine the strategic situation facing a high-technology startup company in the face of changing environmental conditions, and to consider the implications of top management's strategic decisions for the need for additional funding and attendant valuation issues. To explore how the idea of the “Minimum Winning Game” (MWG) and the “Strategy Diamond” model may help top management reach the best strategic decisions.    Outsourcing at Office Supply Inc.   Add   View  19 pp.  Case Author(s): Jeffery, Mark; Anfield, James; Bhowmick, Subhankar Publication Date: 03/06/2009 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL308 Geographic Setting: United States Industry Setting: Information technology consulting services Subjects: Information management; Infrastructure; Infringement; Intellectual capital; IT infrastructure; Outsourcing; Rates of return; Return on investment Academic Discipline: Competitive strategy Product Description: This case is designed to teach how to structure information technology (IT) infrastructure outsourcing deals from both the outsourcer and the client perspective. Office Supply Incorporated (OSI) is a company in crisis, with challenges in its cost structure and poor IT performance. Outsourcing to Technology Infrastructure Solutions is an opportunity to both reduce costs and complexity for the firm, but students first must consider whether outsourcing is a good strategic fit for OSI. Detailed spreadsheet templates are given that are based on a real outsourcing client engagement for a major infrastructure outsourcing company. The spreadsheets are complex but have been simplified so that they automatically calculate when populated, allowing the students to quickly move to answering the management challenge: how should TIS price and structure the outsourcing deal? Answering this question provides deep insights into the business case for IT outsourcing and how outsourcers financially engineer a deal structure to ensure a win-win outcome for both the client and outsource service provider. Learning objective: Students will: Understand the strategic context of IT outsourcing and when it will benefit a firm; Understand IT infrastructure outsourcing and management issues such as personnel reductions and organizational change; Learn which outsourcing pricing model is the best fit for a proj   Add     4 pp.  Teaching Note Author(s): Jeffery, Mark; Anfield, James; Bhowmick, Subhankar Publication Date: 03/06/2009 Product Type: Teaching Note Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL309 Product Description: For use with KEL308.    Live Nation Faces the Music   Add   View  25 pp.  Case Author(s): Bradley, Stephen P.; Cespedes, Frank V.; Herman, Kerry Publication Date: 01/05/2009 Revision Date: 07/23/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 709441 Geographic Setting: North America Gross Revenue: $4.1 billion Event Year Start: 2008 Subjects: Industry analysis; Entrepreneurship; Change management; Competitive strategy; Corporate strategy Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (709465), 6p, by Stephen P. Bradley, Frank V. Cespedes, Kerry Herman Product Description: In 2008, concert producer and promoter Live Nation, faces a decision about its strategy in light of the tumultuous changes in the music industry and the increasing power of the major artists. As the music business once again recreates itself in response to new technologies and consumer needs, this major player is considering focusing on its principal business of concert booking and related revenue, or moving forward with its efforts to take advantage of new opportunities in the music industry by forging comprehensive, and often expensive, relationships with artists and other clients.    Du Pont’s Titanium Dioxide Business (E)   Add   View  2 pp.  Case Author(s): Ghemawat, Pankaj Publication Date: 11/30/1989 Revision Date: 08/15/1994 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 390117 Subjects: Cost analysis; Industry analysis; Antitrust laws; Learning curves; Market signaling; Strategic planning; Capacity analysis Academic Discipline: Competitive strategy Product Description: Provides students the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.    Du Pont’s Titanium Dioxide Business (D)   Add   View  1 pp.  Case Author(s): Ghemawat, Pankaj Publication Date: 11/30/1989 Revision Date: 08/15/1994 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 390116 Subjects: Cost analysis; Industry analysis; Antitrust laws; Learning curves; Market signaling; Strategic planning; Capacity analysis Academic Discipline: Competitive strategy Product Description: Provides students the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.

Du Pont’s Titanium Dioxide Business (C)   Add   View  1 pp.  Case Author(s): Ghemawat, Pankaj Publication Date: 11/30/1989 Revision Date: 08/15/1994 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 390115 Subjects: Cost analysis; Industry analysis; Antitrust laws; Learning curves; Market signaling; Strategic planning; Capacity analysis Academic Discipline: Competitive strategy Product Description: Provides students the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.    Du Pont’s Titanium Dioxide Business (B)   Add   View  1 pp.  Case Author(s): Ghemawat, Pankaj Publication Date: 11/30/1989 Revision Date: 08/15/1994 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 390114 Subjects: Cost analysis; Industry analysis; Antitrust laws; Learning curves; Market signaling; Strategic planning; Capacity analysis Academic Discipline: Competitive strategy Product Description: Provides students with the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.    The Economist   Add   View  23 pp.  Case Author(s): Oberholzer-Gee, Felix; Anand, Bharat N.; Gomez, Lizzie Publication Date: 03/22/2010 Revision Date: 07/14/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710441 Geographic Setting: England Event Year Start: 2009 Subjects: Competitive strategy Academic Discipline: Competitive strategy Product Description: In 2009 the Economist continued to experience impressive growth and operating margins while many of its peers reeled from both a cyclical downturn and structural threats to print publishing. The case describes the history, organization, and business model of the Economist, and describes three issues confronting Andrew Rashbass, the group's chief executive: first, reevaluating the magazine's digital strategy; second, preparing for e-readers; and, third, positioning the company to exploit what the Economist described as an era of “Mass Intelligence” where more readers sought out sophisticated and challenging information sources.    Social Strategy Exercise   Add   View  12 pp.  Case Author(s): Piskorski, Mikolaj Jan Publication Date: 03/19/2010 Product Type: Exercise Publisher: Harvard Business School HBS Number: 710472 Subjects: Strategy analysis; Strategic planning; Strategy formulation Academic Discipline: Competitive strategy Product Description: This note outlines the process of designing a social strategy.    Scenario-based strategy maps   Add   View  13 pp.  Case Author(s): Buytendijk, Frank; Hatch, Toby; Micheli, Pietro Publication Date: 07/15/2010 Product Type: Case Publisher: Business Horizons HBS Number: BH391 Subjects: Scenario planning; Strategy maps Academic Discipline: Competitive strategy Product Description: Strategy maps are designed to help execute strategy and bring predictive qualities to key performance indicators by linking them according to perceived cause-and-effect relationships. However, in our experience strategy maps are often extrapolations of past performance and are seldom sufficiently linked to possible future states. In this article, we argue that scenario analysis could play an important role in the design of strategy maps, as it is an effective method to look at the future. Through the development of scenarios, organizations can think creatively about possible discontinuous future states and can prepare themselves for multiple plausible futures, not only the one they expect to happen. Therefore, scenario-based strategy maps could enable organizations to face strategic uncertainty in a more effective way and make them more sustainable in the longer term. This article highlights the strengths and weaknesses of strategy maps and scenario analysis, and outlines a method to develop scenario-based strategy maps both in theory and by presenting a significant example.    Power Play (A): Nintendo in 8-bit Video Games   Add   View  15 pp.  Case Author(s): Brandenburger, Adam; Kou, Julia; Burnett, Monique Publication Date: 02/03/1995 Revision Date: 07/12/1995 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 795102 Geographic Setting: United States; Japan Gross Revenue: $5 billion revenues Event Year Start: 1972 Event Year End: 1992 Subjects: Antitrust laws; Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795167), 12p, by Adam Brandenburger Product Description: The home video-game industry began in 1972 with the founding of Atari. After riding a dramatic boom and bust in the early 1980s, most players left the business. Nintendo of Japan then rebuilt the industry — establishing a commanding worldwide position by the end of the decade. By 1990, Nintendo game systems could be found in one out of every three households — in both Japan and the United States. The company's stock market value exceeded that of Sony or Nissan. The case describes the steps Nintendo took to achieve this success. Also covers the U.S. antitrust investigation of Nintendo.    Meetup   Add   View  27 pp.  Case Author(s): Piskorski, Mikolaj Jan; Chen, David Publication Date: 01/11/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710408 Geographic Setting: New York Number of Employees: 100 Gross Revenue: $10 million Event Year Start: 2009 Subjects: Internet; Strategy Academic Discipline: Competitive strategy Product Description: Meetup, an on-line company providing means of arranging face-to-face meetings, is deciding between two options of increasing its revenue by investing to: (i) increase new sign ups, (ii) improve the engagement of existing users.    Du Pont’s Titanium Dioxide Business (F)   Add   View  2 pp.  Case Author(s): Ghemawat, Pankaj Publication Date: 12/10/1996 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 797078 Subjects: Cost analysis; Industry analysis; Antitrust laws; Learning curves; Market signaling; Strategic planning; Capacity analysis Academic Discipline: Competitive strategy Product Description: Provides students with the opportunity to track industry evolution over time, to explore the role that signaling may play in such evolution, and to construct and validate industry scenarios.    MySpace   Add   View  22 pp.  Case Author(s): Piskorski, Mikolaj Jan; Chen, David; Knoop, Carin-Isabel Publication Date: 03/24/2008 Revision Date: 07/02/2008 Product Type: Case HBS Number: 708499 Number of Employees: 500 Gross Revenue: $500 million Event Year Start: 2007 Event Year End: 2007 Subjects: Browsers; Competitive advantage; Networks; Portfolio management; Strategic alliances; Value propositions; Web-enabled application Academic Discipline: Competitive strategy Product Description: The case, set in late 2007, examines what MySpace — the largest online social network — should do to respond to its agile competitor, Facebook. Since its inception MySpace had experienced phenomenal growth, acquiring 20 million members in its first 20 months of operation, and another 70 million a year later, to become the most visited website in the United States. Its growth stalled around mid-2007, just a few months after Facebook had released its programming platform which allowed outside programmers to build applications using its social network data. The wealth of new applications on Facebook allowed the company to increase its membership by more than 15 per cent in one month. To remain competitive MySpace had to release its own platform, and now it needs to decide whether to build its own proprietary application platform or join OpenSocial, a Google-sponsored open source platform.   Add     17 pp.  Teaching Note    The Guardian: Transition to the Online World   Add   View  27 pp.  Case Author(s): Collis, David J.; Olson, Peter W.; Furey, Mary Publication Date: 03/13/2009 Revision Date: 02/11/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 709464 Event Year Start: 2008 Subjects: Strategy Academic Discipline: Competitive strategy    Novo Industri (B)   Add   View  2 pp.  Case Author(s): Porter, Michael E.; Lee, Jong Publication Date: 06/18/1999 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 799134 Subjects: Industry analysis; International marketing; Competition; Industry structure Academic Discipline: Competitive strategy Product Description: Supplements the (A) case.    Du Pont’s Titanium Dioxide Business (A)   Add   View  13 pp.  Case Author(s): Ghemawat, Pankaj Publication Date: 11/29/1989 Revision Date: 04/02/2004 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 390112 Geographic Setting: United States Event Year Start: 1972 Event Year End: 1978 Subjects: Cost analysis; Industry analysis; Antitrust laws; Learning curves; Market signaling; Strategic planning; Capacity analysis Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (390114), 1p, by Pankaj Ghemawat; Supplement, (390115), 1p, by Pankaj Ghemawat; Supplement, (390116), 1p, by Pankaj Ghemawat; Supplement, (390117), 2p, by Pankaj Ghemawat; Supplement, (797078), 2p, by Pankaj Ghemawat Product Description: This case series is a vehicle for examining the strategic logic and risks of preemption. Rewritten versions of earlier cases.    A Problem-Solving Approach to Designing and Implementing a Strategy to Improve Performance: Synopsis   Add   View  6 pp.  Case Author(s): Childress, Stacey; Marrietta, Geoff Publication Date: 06/21/2010 Product Type: Case Publisher: Public Education Leadership Project HBS Number: PEL064 Subjects: Continuous improvement; Problem solving Academic Discipline: Competitive strategy Product Description: This note is an updated synopsis of the more detailed PEL-056: A Problem-Solving Approach to Designing and Implementing a Strategy to Improve Performance. This synopsis helps teams work through a problem-solving process of designing and implementing a strategy for continuous improvement.    Danone v. Wahaha (A): Who is Having the Last Laugh?   Add   View  35 pp.  Case Author(s): Chan, Isabella; Lu, Jiangyong; Tao, Zhigang; Wei, Shangjin Publication Date: 06/12/2008 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU766 Geographic Setting: China Subjects: Anchoring effect; Competitive strategy; Distributive negotiations; Foreign direct investment; Joint ventures Academic Discipline: Competitive strategy Product Description: In April 2007, Zong Qinghou, founder of Hangzhou Wahaha Group and chairman of all its joint ventures formed with Danone, divulges details about Danone's plan to buy a 51% interest in Wahaha's non-joint venture subsidiaries and related entities that are owned or managed by Zong's family interests. The disclosure of what is supposed to be a trade secret sparks off a series of public accusations, followed by lawsuits by each partner against the other. On the one hand, Danone indignantly retorts that its takeover plan is grounded in a breach of its contractual interest by Zong. Danone alleges that Zong has been making many of the same products as the joint ventures have under the same “Wahaha” trademark through a parallel network of production facilities that he or his family own or manage. He also uses the joint ventures' distribution channels for selling them. On the other hand, Zong argues that the “Wahaha” trademark has never officially been transferred to the joint ventures and complains of Danone's lack of effort throughout. He also accuses Danone of attempting to monopolise China's beverage market by driving out national brands like Wahaha, which are part of China's cultural heritage and thus are the heart and soul of Chinese people. As a way of protesting, Zong resigns from his post as chairman at the joint ventures. Danone then appoints Emmanuel Faber, chairman of Danone Asia Pacific, as the new chairman, but the legitimacy of this appointment is denied by Wahaha. This case illustr    Tata Nano — The People’s Car   Add   View  24 pp.  Case Author(s): Palepu, Krishna G.; Anand, Bharat N.; Tahilyani, Rachna Publication Date: 04/20/2010 Revision Date: 06/03/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710420 Geographic Setting: India Number of Employees: 24,000 Gross Revenue: USD 14 billion (2008-2009) Event Year Start: 2010 Subjects: Emerging markets; Innovation; Disruptive innovation; Blue ocean strategy Academic Discipline: Competitive strategy Product Description: The case explores how Tata Motors, India's largest automobile company, developed the Nano, the world's cheapest car. The case focuses on the translation of Ratan Tata's (Chairman of Tata Motors) vision of a safe affordable car for the masses by Ravi Kant, Managing Director of Tata Motors into the Nano Project. The case raises questions around breaking the price - quality barrier and changing existing internal processes to accommodate revolutionary new ideas. The dilemma of success - Tata Nano was a runaway bestseller - left Tata Motors debating how large a bet they should make on the Nano and what kind of capacity commitment this requires.    Rambus, Inc.: Commercializing the Billion Dollar Idea (B)   Add   View  5 pp.  Case Author(s): Silverman, Brian S.; Huntsberger, Briana Publication Date: 06/22/2001 Revision Date: 02/14/2002 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 701125 Industry Setting: Semiconductors Subjects: Licensing; Innovation; Technology; Standardization; Competition Academic Discipline: Competitive strategy Product Description: Supplements the (A) case. A rewritten version of an earlier case.    Nokia and MIT’s Project Oxygen   Add   View  26 pp.  Case Author(s): Henderson, Rebecca; Confrey, Nancy Publication Date: 04/21/2003 Revision Date: 11/03/2003 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 703450 Geographic Setting: Finland Number of Employees: 52,000 Gross Revenue: $30.8 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Innovation; Technology; Networking; Strategic planning Academic Discipline: Competitive strategy Product Description: Pending developments in wireless networking and in embedded computing present a long-range strategic challenge to Nokia, Inc. This case outlines the ways technology is likely to develop in the next 20 years, briefly describes Nokia's history and strategic positioning, and challenges the reader to develop a coherent strategy for Nokia going forward.    Browser Wars — 1994-98   Add   View  20 pp.  Case Author(s): Yoffie, David B.; Kwak, Mary Publication Date: 06/18/1998 Revision Date: 01/22/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 798094 Geographic Setting: United States Number of Employees: 2,300 Gross Revenue: $500 million revenues Event Year Start: 1994 Event Year End: 1998 Subjects: Technology; Competition; Competitive advantage; Internet Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (700046), 7p, by Mary Kwak Product Description: Analyzes the competition between Netscape and Microsoft in the market for Web browsers and related products. Despite its first mover advantage, Netscape sees its market share fall once Microsoft becomes “hard-core” about the Internet. By the spring of 1998, the future of both companies is on the line.    AMB Property Corporation: Navigating Treacherous Waters   Add   View  30 pp.  Case Author(s): Abbey, Douglas; Moslehi, Jahan J. Publication Date: 03/21/2010 Product Type: Case Publisher: Stanford University HBS Number: RE134 Subjects: Real estate investments Academic Discipline: Competitive strategy Product Description: n November 2008, in the depths of the worst financial crisis since the Great Depression, Hamid Moghadam, CEO of industrial REIT AMB, had to act decisively to reverse the sell-off in AMB shares and position the company to take advantage of future opportunities. Considering both the long and short term, Moghadam needed to re-evaluate the company's investment strategy and business model, formulate a financial strategy for maintaining liquidity and fortifying the company's balance sheet, and consider a number of organizational issues in order to successfully navigate the company through this crisis.    The Children’s Hospital of Philadelphia: Network Strategy   Add   View  28 pp.  Case Author(s): Porter, Michael E.; Daly, Carolyn A.; Dervan, Andrew Publication Date: 01/30/2010 Revision Date: 05/25/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710463 Event Year Start: 2009 Subjects: Communication in organizations; Organizational structure; IT management Academic Discipline: Competitive strategy Product Description: In 2009 Children's Hospital of Philadelphia (CHOP) had been recognized as the best children's hospital in the country for six years in a row; but leadership saw CHOP as more than the large main campus in Western Philadelphia. Beginning in the 1990s, CHOP had created a large network of Primary Care Providers, Specialty Care Centers, Ambulatory Surgery Centers, and community hospital affiliations. CHOP leadership wanted to ensure that the quality they had demonstrated at CHOP would translate out to these facilities, and more, that the combination of many parts could actually work together to provide even better care than the main hospital could do on its own.    Strategic Decline   Add   View  11 pp.  Case Author(s): Collis, David J.; Rivkin, Jan W. Publication Date: 04/01/2008 Revision Date: 03/27/2009 Product Type: Note Publisher: Harvard Business School HBS Number: 708497 Subjects: Competitive advantage; Strategy Academic Discipline: Competitive strategy Product Description: This note first documents the facts around the sustainability of competitive advantage. It then observes that the demise of a previously successful strategy, in the first instance, often comes from some change in the external environment. It, therefore, characterizes the types of change that can lead to strategic decline. But external change alone should not mean the end of superior performance since the skilled strategist ought to be able to adapt to such changes. The final part of the note looks inside the firm to examine why managers often fail to respond adequately to external threats and explains why it is valuable to study the causes of strategic decline.    Highland District County Hospital: Gastroenterology Care in Sweden   Add   View  30 pp.  Case Author(s): Porter, Michael E.; Baron, Jennifer F.; Rejler, Martin Publication Date: 03/11/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710469 Geographic Setting: Sweden Number of Employees: 1,700 Gross Revenue: ~$100 million Event Year Start: 2009 Subjects: Health care policy; Organizational development; Competition; Execution; Strategy Academic Discipline: Competitive strategy Product Description: Sweden's Highland District County Hospital, similar to a community hospital in the US, undertook a major restructuring to integrate care delivery for medical conditions served by the Department of Medicine. Each subspecialty within the Department would form a single, co-located unit with its own budget that encompassed both inpatient and outpatient care. This case examines the experience of the Highland Gastroenterology Unit, comparing the delivery model for inflammatory bowel disease in 2001 and 2009, before and after the reorganization. The case can be used to examine health care provider strategy, integrated care delivery, and quality measurement. The case also profiles Sweden's single-payer health care system, allowing for a discussion of national health systems and health policy.    Federal Bureau of Investigation, 2007   Add   View  11 pp.  Case Author(s): Rivkin, Jan W.; Roberto, Michael A.; Gulati, Ranjay Publication Date: 03/09/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710451 Geographic Setting: United States; District of Columbia Number of Employees: 30,000 Event Year Start: 2007 Subjects: Organizational design; Corporate strategy; Organizational change; Government Academic Discipline: Competitive strategy Product Description: In the wake of the 9/11 terrorist attacks, Robert Mueller, the Director of the Federal Bureau of Investigation (FBI), sought to transform the storied Bureau. The FBI had long served as both the chief law enforcement agency and the main domestic intelligence wing of the U.S. government. In practice, though, law enforcement had overshadowed intelligence at the FBI. The terrorist attacks made it tragically clear that the United States required a much stronger domestic intelligence service, and Mueller believed that that service should reside within the FBI. Critics, however, called for the Bureau to narrow its scope, focus on law enforcement, and cede domestic intelligence to a new, specialized agency. Should the FBI retain both the law enforcement mission and the domestic intelligence mission? If so, how should it change itself to succeed in both missions? This case, a supplement to the “Federal Bureau of Investigation, 2001 (Abridged)” case (710-450), reviews the FBI's progress from 2001 to 2007.    Federal Bureau of Investigation, 2001 (Abridged)   Add   View  14 pp.  Case Author(s): Rivkin, Jan W.; Roberto, Michael A. Publication Date: 03/01/2010 Revision Date: 05/24/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710450 Number of Employees: 28,000 Event Year Start: 2001 Subjects: Organizational structure; Organizational design; Corporate strategy; Organizational change; Transformations Academic Discipline: Competitive strategy Product Description: This is an abridged version of “Federal Bureau of Investigation (A),” HBS No. 707-500.    Philips’ Compact Disc Introduction (C)   Add   View  4 pp.  Case Author(s): McGahan, Anita Publication Date: 10/23/1991 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 792037 Geographic Setting: Netherlands Subjects: Computers; Innovation; Technological change; Consumer marketing; Market entry Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (792038), 20p, by Anita McGahan Product Description: Requires students to consider Philip's options in 1991, when it unveiled its digital compact cassette, the next generation in audio technology for the firm. Reinforces the generality of issues described in the (A) case and draws attention to the analytics required for their resolution.    Philips’ Compact Disc Introduction (B)   Add   View  4 pp.  Case Author(s): McGahan, Anita Publication Date: 10/17/1991 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 792036 Geographic Setting: Netherlands Subjects: Capital investments; Decision making; Computers; Managing uncertainty; Value of information; Game theory; Demand analysis Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (792037), 4p, by Anita McGahan; Case Teaching Note, (792038), 20p, by Anita McGahan Product Description: Updates students to 1982. Asks students to consider Philips' best strategy for investing in disc-pressing capacity dedicated to the United States market. The analysis draws on game theoretic techniques (in normal form with subgame perfection as the governing equilibrium principle). The analysis illustrates the tension between competitive pressure to preempt and the value of flexibility in the presence of uncertainty about demand.    Philips’ Compact Disc Introduction (A)   Add   View  17 pp.  Case Author(s): McGahan, Anita Publication Date: 10/17/1991 Revision Date: 11/26/1993 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 792035 Geographic Setting: Netherlands Event Year Start: 1979 Event Year End: 1979 Subjects: Licensing; Computers; Innovation; Pricing strategy; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (792036), 4p, by Anita McGahan; Supplement, (792037), 4p, by Anita McGahan; Case Teaching Note, (792038), 20p, by Anita McGahan Product Description: Asks that students adopt the perspective of Philips in 1979, after technical development of the CD was complete, but three years before it was introduced commercially. At that time, Philips' management had to decide whether to attempt to establish a CD standard through an alliance with another consumer electronics firm. Raises questions regarding the costs and benefits of standardization, optimal pricing of CD players and discs (given their complementarity), optimal pricing of a durable good, and the effects of proprietary information on entry strategies. Also requires analysis of several related industries, with special attention to opportunities to invest in product-specific capital.    Organization and Strategy at Millennium (B)   Add   View  11 pp.  Case Author(s): Wulf, Julie M.; Waggoner, Scott Publication Date: 02/02/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 710418 Geographic Setting: United States; Massachusetts Number of Employees: 1,477 Gross Revenue: $448 million Event Year Start: 2005 Event Year End: 2008 Subjects: Corporate reorganization; Technology; Strategy formulation; Organizational transformations; Leading teams; Pay for performance Academic Discipline: Competitive strategy Product Description: This case examines Millennium's strategic and organizational responses to the rapid evolution of the biopharmaceutical industry. In the early 2000s, as Millennium's competitive advantage in early-stage research slipped away and its losses mounted, founder CEO Mark Levin moved the firm downstream away from research and towards drug development and commercialization, while narrowing horizontal breadth from over a dozen therapeutic classes to just three. In 2005, Levin hired Deborah Dunsire from Novartis as CEO to lead Millennium's continuing transformation. Students are asked to put themselves in the shoes of incoming CEO Dunsire and to provide organizational recommendations to execute the new strategy.    Millions of Customers and the Search for a Business: The Challenge of IRC-Hispano   Add   View  18 pp.  Case Author(s): Martinez-Jerez, F. Asis; Borrajo, Fernando; Bellin, Joshua Publication Date: 02/07/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 106053 Geographic Setting: Spain Number of Employees: 120 Gross Revenue: $500,000 revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Valuation; Information management; Competitive strategy; Customers; Customer service Academic Discipline: Competitive strategy Product Description: Like many online services, IRC-Hispano, the world's largest Spanish-language chat organization, has many customers but sees few revenues. As an association, its structure presents many limitations and hurdles to overcome involving investing in technology platform updates and generating ideas and initiatives to monetize the use community.    Apple Inc. in 2010   Add   View  25 pp.  Case Author(s): Yoffie, David B.; Kim, Renee Publication Date: 04/13/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 710467 Geographic Setting: California Number of Employees: 36,800 Gross Revenue: $43 billion Event Year Start: 1976 Event Year End: 2010 Subjects: Technology; Strategic planning; Market positioning; Competition Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (710484), 11p, by David B. Yoffie Product Description: On April 4, 2010, Apple Inc. launched the iPad, the company's third major innovation released over the last decade under its iconic CEO Steve Jobs. Apple's strategy of shifting its business into non-PC products had thrived so far, driven by the smashing success of the iPod and the iPhone. Yet challenges abounded. Macintosh sales in the worldwide PC market still languished below 5%. Growth in iPod sales was slowing down. iPhone faced increasing competition in the smartphone industry. And would Apple's latest creation, the iPad, take the company to the next level?   Add     11 pp.  Teaching Note    Brighter Smiles for the Masses — Colgate vs. P&G   Add   View  15 pp.  Case Author(s): Oberholzer-Gee, Felix; Yao, Dennis; Azevedo Jorge, Filipa Publication Date: 12/07/2005 Revision Date: 03/21/2007 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 706435 Geographic Setting: United States Number of Employees: 38,500 Gross Revenue: $1,288.3 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Patents; Innovation; Legal aspects of business; Litigation; Competitive strategy; Advertising; Marketing; Competitive advantage; Quality management Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (707545), 11p, by Felix Oberholzer-Gee, Dennis Yao Product Description: In 2000, Procter & Gamble Co. introduced Crest Whitestrips, a new, revolutionary product that allowed consumers to whiten their teeth at home. With Whitestrips, P&G created an entire new category in oral care, worth $460 million in 2002. Whitestrips sent P&G's main competitor in oral care, Colgate Palmolive Co., scrambling because several patents protected the strips, making it difficult for Colgate to copy the invention. But in September 2002, the tables turned. Colgate introduced Simply White, a favorably priced whitening product that consumers could simply paint on their teeth. One month after its introduction, Simply White had captured one half of the market, and Crest Whitestrips lost more than 50% of its share. However, P&G's tests of Simply White indicated that Colgate's new product was largely ineffective. Had Colgate just committed a major strategic blunder by introducing a product that did not work? And, if so, how could P&G best take advantage of the situation?    Akamai Technologies   Add   View  20 pp.  Case Author(s): Edelman, Benjamin; Eisenmann, Thomas; Van Den Steen, Eric J. Publication Date: 03/08/2004 Revision Date: 06/08/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 804158 Geographic Setting: Massachusetts Number of Employees: 567 Gross Revenue: $161.3 million revenues Event Year Start: 2001 Event Year End: 2004 Subjects: Entrepreneurship; Partnerships; Corporate strategy; Information & technology; Internet; Information age Academic Discipline: Competitive strategy Supplementary Materials: Module Note for Instructor, (808003), 15p, by Thomas Eisenmann; Case Teaching Note, (808024), 24p, by Thomas Eisenmann Product Description: As the leading content delivery network, Akamai helps Internet companies deliver Web site content to end users with fewer delays and lower costs. Describes the strategic management challenges facing Akamai in early 2004. The company is poised to offer its next generation of services for enterprise customers, which will allow them to run Internet-enabled applications (“Web services”) — on demand, with minimal capital investment — from Akamai's network of 15,000 servers located in ISP facilities at the Internet's “edge” — close to end users. Many large enterprise software companies have developed proprietary platforms for creating and managing Web services. Akamai must decide which of these software companies would be attractive partners and whether it can and should remain uncommitted to a platform as it helps customers deploy Web services. A rewritten version of an earlier case.    Teva Pharmaceutical Industries, Ltd.   Add   View  28 pp.  Case Author(s): Khanna, Tarun; Palepu, Krishna G.; Madras, Claudine Publication Date: 09/18/2006 Revision Date: 03/30/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 707441 Geographic Setting: Israel Number of Employees: 15,000 Gross Revenue: $8.5 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Industry analysis; International business; Competition; Competitive advantage; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (708419), 5p, by Tarun Khanna, Krishna G. Palepu; Video Supplement, (708806), 0p, by Tarun Khanna, Krishna G. Palepu; Video Supplement, (708807), 1p, by Tarun Khanna, Krishna G. Palepu Product Description: How do companies develop a strategy that is both low-cost and differentiated without becoming squeezed in the middle? Describes how Teva, Israel's first and largest multinational, achieved its globally dominant position in generic pharmaceuticals, an industry that has undergone significant change over the last 20 years. Examines its strategies to defend itself against both low-cost competitors from India and other emerging markets as well as Big Pharma companies, which are adopting increasingly aggressive tactics in genetics.    Pharmaceutical Industry: Challenges in the New Century   Add   View  32 pp.  Case Author(s): Bradley, Stephen P.; Weber, James Publication Date: 02/12/2003 Revision Date: 04/02/2004 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 703489 Gross Revenue: $400 billion revenues Event Year Start: 1990 Event Year End: 2003 Subjects: Industry analysis; Change management; Industry structure Academic Discipline: Competitive strategy Product Description: Provides a broad overview of the numerous internal and external forces that were driving change in the global pharmaceutical industry in 2003. These forces — including downward price pressures, political and social pressures, increased development costs, new technologies, new and different competitors, consolidation, and threats to its basic business models — were changing the way drugs were discovered, developed, manufactured, tested, regulated, marketed, sold, and purchased. A rewritten version of an earlier case.    Mid-Missouri Energy   Add   View  32 pp.  Case Author(s): Reinhardt, Forest; Weber, James; Shelman, Mary L. Publication Date: 09/07/2007 Revision Date: 06/20/2008 Product Type: Case Publisher: Harvard Business School HBS Number: 708021 Geographic Setting: Missouri Number of Employees: 40 Gross Revenue: $100 million revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Energy; Government policy; Risk assessment; Cooperatives; Competition; Production capacity Academic Discipline: Competitive strategy Product Description: To maximize their effectiveness, color cases should be printed in color. Mid-Missouri Energy (MME) is a farmer-owned cooperative created to take advantage of the growing interest in ethanol as an automotive fuel. Its business largely consists of buying corn and turning it into ethanol. MME's 40-million-gallon-per-year plant began production in February 2005 and, since that time, has exceeded all performance projections. Much of this success was due to favorable corn and ethanol prices, both of which were beyond the control of MME. MME was aided by record gasoline prices and ethanol usage mandates in the 2005 energy bill. U.S. ethanol demand is projected to increase; however, corn and ethanol price swings could reduce the profitability of the business. MME must decide whether to double plant capacity, sell the plant to outside investors, or perhaps make no major changes. Includes color exhibits.    Linux vs. Windows   Add   View  25 pp.  Case Author(s): Casadesus - Masanell, Ramon; Mitchell, Jordan Publication Date: 10/31/2006 Revision Date: 02/09/2010 Product Type: Case Publisher: Harvard Business School HBS Number: 707465 Geographic Setting: United States Number of Employees: 28,000 Gross Revenue: $44 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Business models; Operating systems; Value chains; Open source software Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (709431), 19p, by Ramon Casadesus - Masanell Product Description: Color case includes color exhibits. To maximize their effectiveness, color cases and exhibits should be printed in color. As of 2006, Microsoft is finding that their dominant position in client and server operating systems is under attack from Linux. While Linux has only 3% of the worldwide installed base of PC operating systems, it had captured 20% of the server market by the end of 2005 and was quickly becoming a formidable alternative for productivity programs with OpenOffice. Linux's “business model” to compete against Microsoft is significantly different than those of traditional for-profit software companies. Linux is open source (all code is made available for redistribution by anyone) and harnesses the collective power of thousands of programmers — both independent and employees of major software firms such as IBM, HP, Intel, Sun, and Dell — which allows it to work out bugs quickly and release new operating systems several times per year. Students are faced with the analysis of competitive interaction between Windows' and Linux's business models and value loops and are asked to reason whether a clear winner will emerge. This case is available in only hard copy format (HBP does not have digital distribution rights to the content). As a result, a digital Edu    L.L. Bean: A Search for Growth   Add   View  20 pp.  Case Author(s): Lal, Rajiv; Salmon, Walter J.; Weber, James Publication Date: 03/31/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 504080 Geographic Setting: United States; Maine Number of Employees: 6,000 Gross Revenue: $1.5 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Catalogs Academic Discipline: Competitive strategy Product Description: In mid-2003, CEO Chris McCormick felt L.L. Bean was in a good position to begin to grow again. For nearly 90 years, the company sold clothing and gear for outdoor enthusiasts through its catalogs and a single retail store in Freeport, Maine. In the three decades prior to 1996, sales growth averaged nearly 20% per year. In 1995, sales hit $1 billion, but stagnated for the next six years — growing at less than 2% annually. The company responded with a structural reorganization and investment in its Internet sales channel. In 2002 and early 2003, McCormick led an effort to reduce overhead and improve its internal systems, including the elimination of 1,000 jobs — which reduced year-round headcount by nearly 15%. After these initiatives, the company remained profitable and enjoyed a strong balance sheet, but sales growth remained near zero. Most significantly, between 2000 and 2002, L.L. Bean opened three retail stores in shopping malls outside Maine. McCormick viewed these three stores as the first of a chain of stores that would form a new selling channel and enable L.L. Bean to grow. Early results from the three new stores were below expectations; L.L. Bean spent significant time examining its retail store activities in an attempt to learn where it could improve. As the company began to apply those lessons in the stores, performance picked up, fueling McCormick's optimism that L.L. Bean could grow with retail stores.    Novartis: Betting on Life Sciences   Add   View  22 pp.  Case Author(s): Goldberg, Ray A.; Knoop, Carin-Isabel ; Sunder, Srinivas Ramdas Publication Date: 12/10/1998 Revision Date: 09/21/1999 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 599076 Number of Employees: 86,000 Gross Revenue: $35 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Mergers Academic Discipline: Competitive strategy Product Description: The merger of Ciba-Geigy and Sandoz produced genomic-based synergies for health care, agribusiness, and nutritional supplements. How to build on the strength of the individual divisions and provide synergies that would continue Novartis' leadership role is the question facing the company.    General Electric Healthcare, 2006   Add   View  25 pp.  Case Author(s): Khanna, Tarun ; Khanna, Tarun ; Raabe, Elizabeth A. Publication Date: 01/24/2006 Revision Date: 04/03/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 706478 Geographic Setting: Wisconsin; United Kingdom Gross Revenue: $15.1 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Acquisitions; Globalization; Subsidiaries; CEO; Value creation; Growth strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (707574), 8p, by Tarun Khanna; Video Supplement, (708802), 0p, by Tarun Khanna Product Description: In January 2006, Joe Hogan, head of General Electric (GE) Healthcare Technologies, prepared to step into William Castell's shoes as CEO of GE Healthcare, the world's leading manufacturer of diagnostic imaging equipment. In 2004, former CEO Jeff Immelt acquired Amersham for $10 billion. The acquisition was part of Immelt's GE-wide move to reemphasize research and development. Hogan had run GE Healthcare's predecessor organization, GE Medical Systems (GEMS). A 20-year GE veteran, Hogan witnessed three distinct stages of the subsidiary's development as it evolved from the Global Product Co. (GPC) to the modified GPC and then to GE Healthcare. By 2005, the company had a 34% market share of the worldwide diagnostic imaging equipment business. GE executives designed the acquisitions to catalyze the firm's move from an engineering and physics-based diagnostic company to a life sciences-based health care solutions company that could better meet worldwide health care needs. Hogan wondered: What challenges did GEMS' previous quantum leaps portend for this new step-function change?    Fujifilm: A Second Foundation   Add   View  32 pp.  Case Author(s): Gavetti, Giovanni; Aoshima, Yaichi; Tripsas, Mary Publication Date: 03/07/2007 Revision Date: 04/05/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807137 Event Year Start: 2006 Event Year End: 2006 Subjects: Leadership Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (810127), 12p, by Mary Tripsas Product Description: Fujifilm was the second largest manufacturer of photographic film in the world when digital imaging began to substitute for its core business. In contrast to some photography incumbents, such as Polaroid, Fuji had a relatively successful transition to digital imaging. In 2000, the company had more than a 20% share of the global digital camera market and at the same time had increased its share of the global film market to about 35% from just 18% in 1990. Despite this accomplishment, by 2006 the company felt the need to find new growth opportunities and was aggressively searching for other markets in which to apply its specialty chemicals expertise. In the process, however, the company had lost its sense of self. “If we aren't an imaging company, then what are we?” was the critical question posed by the CEO. The case examines both how Fuji was able to successfully move from analog to digital imaging and how the CEO should now think about finding a “second foundation.”    Ebro Puleva   Add   View  31 pp.  Case Author(s): Bell, David E.; de Castro, Antonio Garcia; Paniagua, Rocio Reina; Shelman, Mary Publication Date: 12/23/2009 Revision Date: 06/14/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 510026 Geographic Setting: Spain Number of Employees: 7,250 Gross Revenue: $3.8 billion Event Year Start: 2009 Subjects: International business; Leadership; Corporate strategy; Branding Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (510100), 5p, by David E. Bell, Mary Shelman Product Description: Once Spain's largest sugar company, Ebro Puleva has been transformed through a series of international acquisitions into the world's largest package rice company and second largest pasta company. In 2009, Chairman Antonio Hernandez Callejas must decide how to proceed now that the firm's sugar business has been sold. A specific question is whether the firm should sell its dairy business, which is limited to Spain. The case discusses the firm's branding strategy, approach to integration, and organizational structure used to manage a global business. The case also describes several changes in consumer behavior and the retail food market brought on by the global financial crisis.    Andres Galindo   Add   View  17 pp.  Case Author(s): Bygrave, William D.; Hedberg, Carl Publication Date: 01/01/2006 Revision Date: 03/21/2006 Product Type: Case (Field) Publisher: Babson College HBS Number: BAB124 Geographic Setting: Colombia Subjects: International business; Imports; Entrepreneurship; Pricing; Competition; Business & government; Growth strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (BAB624), 9p, by William D. Bygrave, Carl Hedberg Product Description: Andres Galindo is a young Colombian from an upper-middle class family in Bogota. With his brother Carlos serving as the sole importer in the country for the top American brand Electra Sportswear, Andres sets out to create a chain of retail stores located in high-end shopping districts. Understanding that his legally imported goods were at a dramatic cost disadvantage to openly marketed illegally imported brands and counterfeit labels (due to a 40% to 120% tariff), Andres decided to approach the problem as a retailing and marketing challenge by adding value through the retail sales process. By 2005, Andres has 14 stores and a new challenge: Electra has decided to cut out the middle man — Carlos — and have Andres import the product directly. This ought to lower margins, but it's a big step. Most important, though, is crafting a growth strategy for his company in the face of unfair competition and a relatively small target population.    When Strategies Collide: Divergent Multipoint Strategies Within Competitive Triads   Add   View  9 pp.  Case Author(s): Upson, John W.; Ranft, Annette Publication Date: 01/15/2010 Product Type: Case Publisher: Business Horizons/Indiana Univ. HBS Number: BH368 Subjects: Operations Academic Discipline: Competitive strategy Product Description: As market barriers fall and market boundaries blur, firms are becoming increasingly broad in their scope of operations and markets. This expansion in a firm's scope intensifies competition as the interaction between rivals spreads across many markets. To succeed as a firm, managers must then take a multi-market approach to competition. Critical to success is an understanding of how rival contact across markets can affect a firm's competitive behavior. This understanding exists for competition between two firms; however, few firms face only one rival across multiple markets. We expand the focus on one competitor and explore configurations of competitive triads. We explain why triadic competition is more dynamic and deviates somewhat from dyadic competition, and set the foundation for exploring competition among a broader set of competitors.    Samsung Electronics: Global Flash Memory Market   Add   View  32 pp.  Case Author(s): McKern, Bruce ; Tayan, Brian Publication Date: 08/25/2009 Product Type: Case Publisher: Stanford University HBS Number: IB70 Geographic Setting: South Korea Subjects: Capital investments; Innovation; Technology; Competitive advantage; Technological planning Academic Discipline: Competitive strategy Product Description: In 2006, Samsung Electronics semiconductor business was the world's largest supplier of flash memory components. The company, however, did not originally invent flash technology and entered the market in the early 1990s behind technology leader Toshiba Corporation of Japan. This case explains how Samsung became a leader in the global market for flash memory over the following fifteen years. Readers are asked how they would make investment decisions to maintain this leadership position going forward.    Production I.G: Challenging the Status Quo   Add   View  21 pp.  Case Author(s): Hagiu, Andrei ; Oberholzer-Gee, Felix ; Khanna, Tarun ; Toyama, Chisato ; Egawa, Masako Publication Date: 10/12/2006 Revision Date: 03/28/2007 Product Type: Case Publisher: Harvard Business School HBS Number: 707454 Geographic Setting: Japan Number of Employees: 184 Gross Revenue: $47 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: CEO; Product development; Business models Academic Discipline: Competitive strategy Product Description: To maximize their effectiveness, color cases should be printed in color. In July 2006, Mitsuhisa Ishikawa wondered how he could further enhance the success and visibility of his animation production company headquartered in Tokyo, Production I.G. For the year ended May 2006, Production I.G. had sales of 5,439 million yen ($47.3 million), operating profit of 404 million yen ($3.5 million), and 184 employees. Its recent film Innocence: Ghost in the Shell 2 competed at Cannes Film Festival in 2004, and the company had gone public in December 2005. These were no small accomplishments for a Japanese animation production company. Indeed, despite the global success of Japanese animation, the industry was fragmented with about 430 animation production companies and dominated by distributors — TV stations, movie distributors, DVD distributors and advertising agencies, which held the lion's share of content copyrights. Distributors controlled the funding and contracted the production out to animation production companies. As a result, most of the latter were small companies laboring in obscurity. As such, no Japanese animation production company came even close to the size of Walt Disney Co.: in 2005 Disney had revenues of $32 billion, whereas Toei Animation, the largest animation production company in Japan, had revenue of only 21 billion yen ($175 million). To Ishikawa's min    Wal-Mart, 2007   Add   View  12 pp.  Case Author(s): Yoffie, David B.; Slind, Michael Publication Date: 03/01/2007 Revision Date: 06/25/2007 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 707517 Number of Employees: 1.8 million Gross Revenue: $312 billion revenues Event Year Start: 2005 Event Year End: 2007 Subjects: Labor relations; International business; Human resources management; Merchandising; Competition; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (707570), 4p, by David B. Yoffie Product Description: In 2007, Wal-Mart faced challenges to its historically high growth rate. Lagging same-store sales and setbacks overseas led the company to consider strategic shifts. Wal-Mart was the world's largest retailer, but competition had become particularly acute as the company expanded from rural markets, which it had long dominated, into urban and suburban areas. Covers developments in Wal-Mart's merchandising strategy and its approach to store formats; its sometimes controversial human resources practices; its efforts to improve its image through a public relations campaign; its aggressive, though occasionally problematic, move into international markets; and its leading competitors, especially Target. Exhibits provide data (current as of February 2007) on Wal-Mart's financial performance, its stock-price performance, its international operations, and its store formats, as well as on Target's financial performance.    Wal-Mart Stores, Inc.   Add   View  22 pp.  Case Author(s): Bradley, Stephen P.; Ghemawat, Pankaj ; Foley, Sharon Publication Date: 01/20/1994 Revision Date: 11/06/2002 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 794024 Geographic Setting: United States Number of Employees: 440,000 Gross Revenue: $68 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Competition; Strategy formulation; Industry structure; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (395225), 7p, by Stephen P. Bradley; Supplement, (797099), 5p, by David B. Yoffie, Anthony St. George; Supplement, (799118), 5p, by Pankaj Ghemawat, Gregg Friedman Product Description: Focuses on the evolution of Wal-Mart's remarkably successful discount operations and describes the company's more recent attempts to diversify into other businesses. The company has entered the warehouse club industry with its Sam's Clubs and the grocery business with its Supercenters, a combination supermarket and discount store. Wal-Mart experienced a drop in the value of its stock price in early 1993, which it still has not made up. Wal-Mart has advantages over its competitors in areas such as distribution, information technology, and merchandising, to name a few.    Twitter   Add   View  22 pp.  Case Author(s): Piskorski, Mikolaj Jan; Chen, David; Heil, Bill Publication Date: 01/25/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 710455 Geographic Setting: California Number of Employees: 20 Gross Revenue: 0 Event Year Start: 2009 Subjects: Value propositions; Business to consumer; Internet; Applications; Networks Academic Discipline: Competitive strategy Product Description: Twitter is a micro-blogging company which allows users to send short text updates to others. The site is used by people, including celebrities, government officials, and businesses. It helps to raise money for non-profit organizations and provides first-responders with information during a natural disaster. Even though almost 10 million people visited the site in early 2009, the site had no strategy for monetizing the traffic. The case allows students to examine potential monetization strategies for Twitter.    Sustaining Superior Performance: Commitments and Capabilities   Add   View  20 pp.  Case Author(s): Ghemawat, Pankaj ; Pisano, Gary P. Publication Date: 07/31/1997 Product Type: Note Publisher: Harvard Business School HBS Number: 798008 Subjects: Capital investments; Decision making; Strategic planning; Competition; Strategy formulation Academic Discipline: Competitive strategy Product Description: Presents evidence on the unsustainability of many competitive advantages, reviews the typical threats to the sustainability, and discusses ways in which those threats can be combatted.    Strategic Countermoves: Coca-Cola vs. Pepsi   Add   View  6 pp.  Case Author(s): Kou, Julia ; McGahan, Anita Publication Date: 06/19/1995 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 795133 Geographic Setting: United States Event Year Start: 1986 Event Year End: 1986 Subjects: Decision making; Acquisitions; Mergers; Antitrust laws; Strategic planning Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (799076), 8p, by Anita McGahan Product Description: Describes strategic acquisitions by Coca-Cola and Pepsi-Cola in the late 1980s. The context allows students to evaluate the implications of the mergers for the competitiveness of the industry.    Pandesic: The Challenges of a New Business Venture (B)   Add   View  5 pp.  Case Author(s): Bower, Joseph L.; Gilbert, Clark Publication Date: 03/04/1999 Revision Date: 08/29/2005 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 399130 Geographic Setting: Silicon Valley Subjects: Entrepreneurial management; Joint ventures; Internet Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (399131), 12p, by Clark Gilbert Product Description: Supplements the (A) case.    Pandesic: The Challenges of a New Business Venture (A)   Add   View  19 pp.  Case Author(s): Bower, Joseph L.; Gilbert, Clark Publication Date: 03/08/1999 Revision Date: 08/30/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 399129 Geographic Setting: Silicon Valley Number of Employees: 100 Event Year Start: 1996 Event Year End: 1996 Subjects: Entrepreneurial management; Joint ventures; Internet Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (399130), 5p, by Clark Gilbert; Case Teaching Note, (399131), 12p, by Clark Gilbert Product Description: Pandesic is a joint venture of SAP and Intel designed to develop turnkey information architectures for marketspace companies. The case explores the problems of developing the joint venture from the perspective of its general management. Describes the development of its strategy and organization. At the end of the case, performance is poor and Harold Hughes (Intel) steps in from his position as part-time chairman to run Pandesic. Recommended for use with [399126], [399127], [300039], [300040], and [310038]. Supplemented by [399130].    Newell Co.: Corporate Strategy   Add   View  22 pp.  Case Author(s): Montgomery, Cynthia A.; Gordon, Elizabeth J. Publication Date: 03/26/1999 Revision Date: 01/31/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 799139 Geographic Setting: Illinois Number of Employees: 32,000 Gross Revenue: $3.3 billion sales Event Year Start: 1998 Event Year End: 1998 Subjects: Acquisitions; Strategic planning; Brands; Corporate strategy; Diversification; Conglomerates Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (702401), 17p, by Cynthia A. Montgomery Product Description: In 1998, Newell Co., a manufacturer of low-tech, high-volume consumer goods, acquired Calphalon Corp., a high-end cookware company, and Rubbermaid, a $2 billion manufacturer of consumer and commercial plastic products. The case focuses on Newell's strategy and its elaboration throughout the organization, as well as the importance of selecting appropriate acquisitions to grow the company. Do Calphalon and Rubbermaid fit with the company's long-term strategy of growth through acquisition and superior service to volume customers? A rewritten version of an earlier case.    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (E)   Add   View  10 pp.  Case Author(s): Brandenburger, Adam ; Brandenburger, Adam ; Costello, Maryellen ; Kou, Julia Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 794083 Subjects: Patents; Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795164), 28p, by Adam Brandenburger Product Description: Supplements the (A) case.    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (D)   Add   View  1 pp.  Case Author(s): Brandenburger, Adam ; Brandenburger, Adam ; Costello, Maryellen ; Kou, Julia Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 794082 Subjects: Patents; Competition; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (795164), 28p, by Adam Brandenburger Product Description: Supplements the (A) case.    Yahoo!: Business on Internet Time   Add   View  27 pp.  Case Author(s): Rivkin, Jan W.; Rivkin, Jan W.; Girotto, Jay Publication Date: 07/10/1999 Revision Date: 01/06/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 700013 Number of Employees: 900 Gross Revenue: $30 billion market value Event Year Start: 1999 Event Year End: 1999 Subjects: Competition; Strategy formulation; Internet; Search engines Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (602112), 3p, by Alan MacCormack; Case Teaching Note, (700086), 20p, by Jan W. Rivkin, Jay Girotto Product Description: In the wake of major competitive moves, CEO Tim Koogle and his senior team at Yahoo!, an Internet portal, must decide whether and how to adjust their strategy. Following deals between AOL and Netscape, Excite and @Home, Infoseek and Disney, and Snap and NBS, Yahoo! faces the prospect of being the last portal without a significant partner. Students must grapple with the benefits and costs of integration in the rapidly changing world of the Internet. Special emphasis is given to the interactions among Yahoo!'s functions and the effects of those interactions on firm flexibility.    When strategy pales: Lessons from the department store industry   Add   View  11 pp.  Case Author(s): Johnson, Homer H.; Kim, Sung Min Publication Date: 11/15/2009 Product Type: Case Publisher: Business Horizons/Indiana Univ. HBS Number: BH360 Subjects: Restructuring; Organizational change; Strategic positioning Academic Discipline: Competitive strategy Product Description: The traditional department store was clearly the center of retail activity in cities and small towns in the United States during the first half of the 20th century. However, by the late 1970s and beyond, the department store industry began experiencing financial problems, and serious questions were being raised as to whether their demise was eminent. This article traces the evolution of the industry, and explores some of the underlying dynamics for the changes in the retail trade sector, including the emergence of new alternative retail formats, such as discount stores and category killers. This study further explores the major strategies used by the leading traditional stores with reference to new industry life cycle models and a strategic positioning framework. Of particular interest is the discussion regarding: Were the traditional department stores were “locked in” to a declining trajectory? How effective were their strategies to counter the decline of the industry? And what were and are the repositioning options available to the traditional department stores?    Thomson Financial: Building the Customer-Centric Firm   Add   View  21 pp.  Case Author(s): Wolcott, Robert C.; Sawhney, Mohanbir Publication Date: 12/31/2006 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL237 Geographic Setting: United States; New York Subjects: Organizational behavior; Finance; Change management; Technology; Strategy management; Customer relationship management; Customer & client analysis; Organizational transformations Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (KEL238), 3p, by Robert C. Wolcott, Mohanbir Sawhney Product Description: In December 1999 Thomson Financial (TF) began a radical transformation from forty-one divisions toward a more integrated firm organized around customer segments. This required active, coordinated involvement from business, organization, and technology functions, as well as sustained investment and execution through the crises of the technology market crash and September 11, 2001. By 2005 TF had emerged as one of the top three financial information firms globally (with Bloomberg and Reuters).    The Joslin Diabetes Center   Add   View  27 pp.  Case Author(s): Porter, Michael E.; Teisberg, Elizabeth Olmsted; Wallace, Scott Publication Date: 10/09/2009 Revision Date: 01/25/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710424 Geographic Setting: Massachusetts Number of Employees: ~700 Gross Revenue: ~$97m Event Year Start: 2008 Subjects: Health care policy; Corporate strategy; Execution; Growth strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (710458), 32p, by Michael E. Porter, Elizabeth Olmsted Teisberg, Scott Wallace Product Description: The Joslin Diabetes Center in Boston, Massachusetts is a leading center for diabetes care, clinician training, and research. The incidence of diabetes is rising precipitously worldwide, challenging quality of life with its complications and rapidly accelerating health care expenditures for employers and governments. The Joslin's multispecialty, team-based care and patient education programs provide opportunities to examine integrated practice units, early-stage and preventive care, and clinical coordination along the full care cycle. The focus on diabetes also enables discussion of what services need to be included in integrated practice units serving patients with complex, chronic diseases. However, despite its renown, the Joslin's clinical operations lose money, raising the challenge of how to align financial success and clinical success in health care delivery. The case can be used to teach strategy in health care delivery, value creation, outcome measurement, reimbursement, and strategic alliances.    Sunrise Medical, Inc.’s Wheelchair Products   Add   View  19 pp.  Case Author(s): McGahan, Anita Publication Date: 11/24/1993 Revision Date: 10/16/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 794069 Subjects: Industry analysis; Decision making; Business policy; Corporate strategy; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (700031), 5p, by Anita McGahan; Spreadsheet Supplement, (703764), 0p, by Anita McGahan, Jan W. Rivkin; Case Teaching Note, (794094), 31p, by Anita McGahan; Video Supplement, (795515), 0p, by Sunrise Medical Product Description: Sunrise's CEO must decide whether to intervene in a decision by a division, Guardian Products, to introduce a new lightweight standard wheelchair. Guardian wants to introduce the wheelchair to complement its line of commodity crutches, walkers, and other patient aids. If introduced, the new wheelchair will compete with an existing product offered by the largest and most profitable Sunrise division, Quickie Designs. The CEO hesitates to take action because he does not want to disrupt a precedent of total divisional autonomy that is integral to Sunrise's culture.    South Korea’s High-Speed Internet Industry   Add   View  30 pp.  Case Author(s): Kim, Bowon ; Ahn, Sanghyung ; Park, Chulsoon Publication Date: 04/02/2009 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU821 Geographic Setting: Korea Subjects: Innovation; Competitive strategy; Competition; Information systems; Internet; IT management Academic Discipline: Competitive strategy Product Description: The high-speed internet industry was one of the fastest growing and fastest evolving industries in the Republic of Korea. From the first telephone line-based high-speed internet service in 1996 to hybrid fiber coaxial to asymmetric DSL in late 1999, access speeds made available to end users jumped from 128 kilobits per second to 10 megabits per second. By 2008, services offered had also evolved from pure internet access to triple-play service, which bundled IPTV, high-speed internet and telephone services. Likewise, players in the industry included telecommunications companies from the early days as well as new players, such as system operators ("SOs”) and multiple system operators ("MSOs”). With new technologies and services appearing at a breakneck speed, the face of competition was constantly evolving.    A Big (Double) Deal: Anadarko’s Acquisition of Kerr-McGee and Western Gas Resources   Add   View  29 pp.  Case Author(s): Christensen, Clayton M.; Rising, Curtis B. Publication Date: 10/19/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610020 Geographic Setting: Texas Number of Employees: 3300 Gross Revenue: 12/05: $7.1 billion Event Year Start: 2006 Subjects: Divestiture; Mergers & acquisitions; Due diligence; Integration planning; Energy; Business models; Production planning; Transformations; Strategy Academic Discipline: Competitive strategy Product Description: On June 23, 2006, Anadarko Petroleum Corporation announced that it was simultaneously acquiring two public companies, Kerr-McGee and Western Gas Resources, in all-cash deals. The total price was about $24 billion, a figure close to Anadarko's market cap at the time. The parallel deal flows and negotiations had been completed in a matter of months. The specific dynamics of this “deal” were extraordinary. Anadarko, Kerr-McGee and Western were all companies with rich and dynamic histories. The combination of resources, processes and people involved in these deals was complex and powerful. The announcement presented a real investor relations challenge for Anadarko. How would Anadarko explain the deals? How would the companies combine to build the most value? What would be divested to pay back the cash? What was the strategy behind these transformative deals? How was this pulled off so quickly and effectively? Subjects include Mergers & Acquisitions    Finance Myopia in a Systems Business   Add   View  2 pp.  Case Author(s): Harreld, J. Bruce Publication Date: 11/02/2009 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 810071 Subjects: Finance; Competitive strategy; Computer systems; Strategy Academic Discipline: Competitive strategy Product Description: This short case describes the tensions that often arise between finance executives attempting to curtail unproductive activities and strategy executives trying to optimize overall firm performance.    Two Ways to Fly South: Lan Airlines and Southwest Airlines   Add   View  26 pp.  Case Author(s): Casadesus — Masanell, Ramon ; Khanna, Tarun ; Khanna, Tarun ; Mitchell, Jordan ; Tarzijan, Jorge Publication Date: 11/22/2006 Revision Date: 03/15/2010 Product Type: Case Publisher: Harvard Business School HBS Number: 707414 Geographic Setting: United States; Chile Number of Employees: 47,000 Gross Revenue: $10.1 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Market planning strategy; Business models; Strategic positioning Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (710422), 25p, by Ramon Casadesus — Masanell, Jorge Tarzijan, Jordan Mitchell Product Description: To maximize their effectiveness, color cases should be printed in color. Looks at the different business models of two highly successful and profitable airlines: Chilean-based Lan Airlines and U.S.-based Southwest Airlines. Lan Airlines pursues a hub-to-spoke international full-service model where passenger and cargo operations are highly integrated. Southwest, on the other hand, is set up for a point-to-point, low-fare, “no frill's” service with a homogenous fleet. Designed for a course on the design of business models. Includes color exhibits.    “mi adidas” Mass Customization Initiative   Add   View  24 pp.  Case Author(s): Seifert, Ralf W. Publication Date: 01/01/2002 Revision Date: 03/05/2003 Product Type: Case (Field) Publisher: IMD -- International Institute for Management Development Product Description: Many companies are exploring mass customization as a way to demonstrate market leadership and capture price premiums. Examines Adidas' recent ``mi adidas'' initiative, aimed at delivering customized athletic footwear to retail customers. Discusses the practical implications associated with expanding the initiative from a small pilot to a wider operation with retail presence. Enables the reader to evaluate an interlinked set of issues, from marketing, retailer selection, and information management through production and distribution, project management, and strategic fit. Offers three alternative routes for moving forward as of October 2001 and challenges participants to decide the future direction of ``mi adidas.'' HBS Number: IMD159 Geographic Setting: Europe, GermanyIndustry Setting: athletic footwear, clothingNumber of Employees: 14,000Gross Revenues: 6.1 billion eurodollars revenues Event Year Start: 2001Event Year End: 2001 Subjects: Clothing; Customization; Distribution; Europe; Footwear; Germany; Information management; Production; Project management; Retail stores; Supply chain Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (IMD160), 19p, by Ralf W. Seifert, Atul Pahwa   Add     19 pp.  Teaching Note For use with IMD159 HBS Number: IMD160 Subjects: Clothing; Customization; Distribution; Europe; Footwear; Germany; Information management; Production; Project management; Retail stores; Supply chain    24 Hour Fitness   Add   View  11 pp.  Case Author(s): Wells, John R.; Raabe, Elizabeth A. Publication Date: 07/13/2005 Product Type: Case (Field) Product Description: In late December 2004, Mark S. Mastrov, CEO of 24 Hour Fitness, reflected on how far the company had come in 20 years. From its humble beginnings in San Leandro, California, in 1983, 24 Hour Fitness had grown to become the largest privately owned health club chain in the world. In 2003, the company operated 305 clubs in 16 of the U.S. states and 21 in overseas locations. It had three million members, 16,000 employees, and generated $1 billion in revenues. Going into 2005, Matrov faced many opportunities. Should the business focus on domestic market expansion or devote more resources to international expansion? If he decided to expand into the Northeast, how should the company enter against entrenched competition such as Bally Total Fitness? Would a major acquisition make sense or would it threaten the company's culture? And how should he fund such an acquisition? May be used with: (9-705-445) The Health Club Industry in 2004; (9-705-451) Bally Total Fitness. HBS Number: 9-706-404 Geographic Setting: United States Number of Employees: 16,000 Gross Revenues: $1 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: CEO; Corporate strategy; Expansion; Industry analysis; Leadership; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy    3M ESPE AG: Managing Intellectual Property in the Dental Impression Materials Market   Add   View  19 pp.  Case Author(s): Conley, James G.; Deutsch, Susan; Fields, James; Wong, Richard Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL288 Geographic Setting: Germany Industry Setting: Dental industry Subjects: Distribution; Intellectual property; Manufacturing; Marketing; Patents; Product management; Strategy; Technology Academic Discipline: Competitive strategy Product Description: ESPE, the market leader, is a medium-sized German manufacturer of precision dental impression materials competing in a shrinking market. To grow the business, ESPE invests substantial resources in innovative impression materials and associated distribution mechanisms. Squeezed by the shrinking market, the competition is increasingly using the proprietary channels (dispensing mechanisms) and brand equity (trademark) of ESPE to maintain their market share. There is a potential infringement. Explores how ESPE is organized to execute on the options imbedded in its IP rights.    A Problem-Solving Approach to Designing and Implementing a Strategy to Improve Performance   Add   View  16 pp.  Case Author(s): Childress, Stacey; Marietta, Geoff Publication Date: 06/12/2008 Product Type: Case Publisher: Public Education Leadership Project HBS Number: PEL056 Subjects: Continuous improvement; Problem solving Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (PEL058), 9p, by Stacey Childress, Tonika Cheek Clayton; Case Teaching Note, (PEL059), 11p, by Susan Moore Johnson Product Description: This is a PELP case study. This note helps teams work through a problem-solving process that facilitates the design and implementation of a strategy for continuous improvement.    A&D High Tech (A and B)   Add     15 pp.  Technical Note Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Product Type: Technical Note HBS Number: KEL207 Product Description: For use with KEL156 and KEL158.    A&D High Tech (A): Managing Projects for Success   Add   View  20 pp.  Case Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL156 Geographic Setting: United States Industry Setting: Electronic instruments & controls Subjects: Internet; Marketing; Operations management; Outsourcing; Project management; Risk management; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL157), 14p, by Mark Jeffery, Derek Yung, Alex Gershbeyn; Teaching Note, (KEL207), 15p, by Mark Jeffery, Derek Yung Product Description: Based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. Examines how to create and analyze a project plan in Microsoft Project. Specifically, data is given to build the project plan step-by-step and then analyze the plan using the Microsoft Project management tool. In order to make manageable for students, we reduced the size of the project, and the corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. The project plan that students construct from the data given in the case is fraught with risks, and students must apply risk management techniques to diagnose the plan. Ultimately, students must answer the management question: Will the project be completed for the holiday shopping season? May be used with: (KEL158) A&D High Tech (B): Managing Scope Change.    A&D High Tech (A): Managing Projects for Success, Teaching Note   Add     14 pp.  Teaching Note Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Teaching Note HBS Number: KEL157 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (KEL156) A&D High Tech (A): Managing Projects for Success.    A&D High Tech (B): Managing Scope Change   Add   View  7 pp.  Case Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL158 Geographic Setting: Midwestern United States Industry Setting: Electronic instruments & controls; IT industry Subjects: IT management; Marketing; Operations management; Outsourcing; Project management; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL159), 12p, by Mark Jeffery, Derek Yung, Alex Gershbeyn; Teaching Note, (KEL207), 15p, by Mark Jeffery, Derek Yung Product Description: Based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. Part (B) takes place three months into the original project plan. The project manager has just been fired and the management challenge is to find out what is wrong with the project and recommend fixes. In addition, the scope of the project has changed: the VP of marketing has an additional promotional bundle requirement. A&D High Tech (A) examines how to create and analyze a project plan in Microsoft Project. In order to make manageable for students we reduced the size of the project, and the corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. Part (B) gives actual work done on each task three months into the project. Students must answer the management questions: Can the project be fixed and completed in time for the holiday season? Can the additional requirements be incorporated, and if so, what is the best approach? In order to answer these questions, e    A&D High Tech (B): Managing Scope Change, Teaching Note   Add     12 pp.  Teaching Note Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Teaching Note HBS Number: KEL159 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (KEL158) A&D High Tech (B): Managing Scope Change.    A123Systems   Add   View  15 pp.  Case Author(s): Bowen, H. Kent; Morse, Kenneth P.; Cannon, Douglas Publication Date: 05/08/2006 Product Type: Case (Field) HBS Number: 9-606-114 Industry Setting: Battery; High technology Number of Employees: 20 Event Year Start: 2002 Event Year End: 2003 Subjects: Breakthrough innovation; Commercialization; Decision making; Entrepreneurship; Intellectual property; Licensing; Technology Academic Discipline: Competitive strategy Product Description: A 123Systems was a young company that was founded on basic materials science research at the Massachusetts Institute of Technology. A co-founder of the company, Yet-Ming Chiang, was a full professor at MIT and served as scientific adviser. Intellectual property based on the science, which offered a radical way to construct lithium-ion batteries that promised higher energy densities, was licensed from MIT. The concept for the company was based on laboratory demonstrations that the three components of battery cells could be selected and treated so that they would self-assemble (due to intrinsic molecular forces). This resulted in finer battery structures and better performance. Following 14 months of research and development, the company found that it required more time and resources than originally anticipated to take the self-assembled battery to market. However, additional IP for a new cathode material, which presented an intermediate market opportunity, had also been licensed from Chiang's lab at MIT. The new material had advantages over the incumbent electrode material: It met the criteria for self-assembly, and it could replace the electrode in the millions of lithium-ion batteries currently in production. The management team needed to decide whether to pursue the breakthrough self-assembly technology or move resources to commercialize the new electrode material and then return to the original breakthrough technology.    ABB Flexible Automation (A): Global Strategy for the Millennium   Add   View  26 pp.  Case Author(s): Jeannet, Jean-Pierre; Lanning, Martha Publication Date: 01/01/2002 Revision Date: 12/08/2004 Product Type: Case (Field) Publisher: Babson College Product Description: In 1999, ABB Flexible Automation (FA) of Zurich, Switzerland, conducted worldwide operations supplying robotics products, systems, and services to automotive manufacturing, automotive parts, and consumer goods general industries. The automotive market, traditionally the key market for ABB FA, was undergoing transformation. FA enjoyed a leading global position and was considering strategy options that would secure this position for the future. HBS Number: BAB100 Subjects: Europe; International business; Robots; Strategy formulation; Switzerland; Vision Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (BAB101), 16p, by Jean-Pierre Jeannet, Martha Lanning    ABB Flexible Automation (B): Global Strategy for the Millennium   Add   View  16 pp.  Case Author(s): Jeannet, Jean-Pierre; Lanning, Martha Publication Date: 01/01/2002 Revision Date: 12/06/2001 Product Type: Supplement (Field) Publisher: Babson College Product Description: Supplements the (A) case. Must be used with: (BAB100) ABB Flexible Automation (A): Global Strategy for the Millennium. HBS Number: BAB101 Subjects: Europe; International business; Robots; Strategy formulation; Switzerland; Vision Academic Discipline: Competitive strategy    Abbott Laboratories and HUMIRA: Launching a Blockbuster Drug   Add   View  30 pp.  Case Author(s): Zenios, Stefanos; Chess, Robert; Denend, Lyn Publication Date: 02/01/2005 Revision Date: 06/20/2005 Product Type: Case (Field) Publisher: Stanford University Product Description: In August 2002, the FDA had notified the executive steering committee for Abbott Laboratories' new rheumatoid arthritis drug to expect approval significantly ahead of schedule. If everything went smoothly, the compound D2E7 (brand name HUMIRA) would be approved for sale in the United States before the end of the year. This gave Abbott and its HUMIRA brand team no more than four months to complete preparations for the product's launch. Abbott acquired D2E7, a biologic disease-modifying antirheumatic drug, when the company purchased Knoll Pharmaceuticals in March 2001. With a significant head start and combined 2002 sales anticipated to exceed $2 billion, Enbrel (from Immunex, later acquired by Amgen) and Remicade (from the Johnson & Johnson subsidiary Centocor) would provide HUMIRA with tough competition. Yet, with the rheumatoid arthritis market expected to grow to over $7.5 billion by 2008, there was still a significant opportunity for Abbott. The executive steering committee knew that the HUMIRA team would have to orchestrate every aspect of the product's global launch carefully to quickly and effectively establish HUMIRA in this challenging market. HBS Number: OIT44 Geographic Setting: Chicago, IL Industry Setting: Pharmaceutical industry Subjects: Competition; FDA; Market positioning; Pharmaceuticals; Product introduction; Tradeoff analysis Academic Discipline: Competitive strategy    Abbott Laboratories and HUMIRA: Launching a Blockbuster Drug (Condensed)   Add   View  27 pp.  Case Author(s): Zenios, Stefanos; Chess, Robert; Denend, Lyn Publication Date: 06/20/2005 Product Type: Case (Field) Publisher: Stanford University Product Description: In August 2002, the FDA had notified the executive steering committee for Abbott Laboratories' new rheumatoid arthritis drug to expect approval significantly ahead of schedule. If everything went smoothly, the compound D2E7 (brand name HUMIRA) would be approved for sale in the United States before the end of the year. This gave Abbott and its HUMIRA brand team no more than four months to complete preparations for the product's launch. Abbott acquired D2E7, a biologic disease-modifying antirheumatic drug, when the company purchased Knoll Pharmaceuticals in March 2001. With a significant head start and combined 2002 sales anticipated to exceed $2 billion, Enbrel (from Immunex, later acquired by Amgen) and Remicade (from the Johnson & Johnson subsidiary Centocor) would provide HUMIRA with tough competition. Yet, with the rheumatoid arthritis market expected to grow to over $7.5 billion by 2008, there was still a significant opportunity for Abbott. The executive steering committee knew that the HUMIRA team would have to orchestrate every aspect of the product's global launch carefully to quickly and effectively establish HUMIRA in this challenging market. HBS Number: OIT44C Geographic Setting: Chicago, IL Industry Setting: Pharmaceutical industry Subjects: Competition; FDA; Market positioning; Pharmaceuticals; Product introduction; Tradeoff analysis Academic Discipline: Competitive strategy    Academia Barilla   Add   View  31 pp.  Case Author(s): Bell, David E.; Shelman, Mary Publication Date: 10/17/2006 Revision Date: 05/18/2007 Product Type: Case (Field) HBS Number: 9-507-001 Geographic Setting: Europe; Italy; United States Industry Setting: Food industry Number of Employees: 23,000 Gross Revenues: $3.3 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Agribusiness; Brand management; Brands; Corporate strategy; Family owned businesses; Food Academic Discipline: Competitive strategy Product Description: Barilla, the world's largest pasta company, has introduced a new high-quality, high-priced product line that features a range of authentic Italian food products sourced from artisan producers. Management believes the line will appeal to consumers seeking healthier foods and convenience, and will help extend Barilla's brand identification beyond pasta. However, the new line is a bold departure from Barilla's core competencies of high-volume production and sales of fast moving, low-priced goods. Provides an opportunity to discuss trends in consumer eating habits, supply chains for locally-produced goods, and changes in retail formats. In addition, provides an opportunity to discuss the difference in investment philosophy between a family-owned company and a publicly-traded company.    Academia Barilla, Teaching Note   Add     9 pp.  Teaching Note Author(s): Bell, David E.; Shelman, Mary Publication Date: 08/10/2007 Product Type: Teaching Note HBS Number: 5-508-015 Academic Discipline: Competitive strategy Product Description: Teaching Note to (507-001). Must be used with: (9-507-001) Academia Barilla.    ACCION International   Added   View  34 pp.  Case Author(s): Quelch, John A.; Laidler, Nathalie Publication Date: 06/11/2003 Revision Date: 03/09/2006 Product Type: Case (Field) Product Description: ACCION International is a major nonprofit player in microfinance. Reviews the organization's history and evolution, details current activities and relationships within its network, and assesses the organization's challenges moving forward. HBS Number: 9-503-106 Geographic Setting: Global Number of Employees: 50 Gross Revenues: $13 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Financing; Loans; Networks Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-505-037), 6p, by John A. Quelch    ACCION International, Teaching Note   Add     6 pp.  Teaching Note Author(s): Quelch, John A. Publication Date: 09/08/2004 Product Type: Teaching Note HBS Number: 5-505-037 Academic Discipline: Competitive strategy Product Description: Teaching Note to (9-503-106). Must be used with: (9-503-106) ACCION International.    Accrue Software, Inc.   Add   View  17 pp.  Case Author(s): Silverman, Brian S. Publication Date: 01/31/2001 Product Type: Case (Field) Product Description: In 2000, Accrue is one of three survivors of the initial consolidation of the Web traffic analysis software industry. However, entry from CRM software providers and consultants, as well as ASPs offering Web analysis services, has introduced new threats to Accrue. Newly-tapped Interim CEO Greg Walker must develop a plan to help Accrue navigate through the transitions shaking this industry. Teaching Purpose: To demonstrate how new technologies often spark waves of entrants, and how to anticipate what each wave will introduce as its source of competitive advantage. To examine the role of customer expectations in setting a dominant design within a technology-based industry, and to consider how the establishment of a dominant design affects subsequent competition throughout the value chain. HBS Number: 9-701-057 Geographic Setting: CaliforniaIndustry Setting: web, software, e-commerceNumber of Employees: 130Gross Revenues: $20 million revenues Event Year Start: 2001Event Year End: 2001 Subjects: Competition; Electronic commerce; Market positioning; Software; Strategy formulation; Technology Academic Discipline: Competitive strategy    Acer in 2001: The Reorganisation   Add   View  29 pp.  Case Author(s): Enright, Michael J.; Mak, Vincent Publication Date: 11/09/2001 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: In July 2001, Acer, Taiwan's best-known company, was in the midst of an ambitious reorganization. The goal was to reverse flagging sales in Acer's branded computer and peripherals businesses and to address the concerns of major clients of its contract manufacturing business. The reorganization would involve splitting the company into three parts, massive layoffs, a shift in geographic focus, and a complete change in business philosophy. Acer's chairman and cofounder Stan Shih had personally taken charge of the reorganization, signaling the seriousness of Acer's position and his commitment. However, questions remained as to whether the reorganization would be effective in meeting Acer's challenges and turning the company's fortunes around. This case can be used to teach strategy development in volatile environments, the challenges of creating a successful brand, and the links between company strategy and location advantages and disadvantages. HBS Number: HKU171 Geographic Setting: Asia Event Year Start: 2001Event Year End: 2001 Subjects: Asia; Brand management; Reorganization; Strategic planning Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (HKU192), 16p, by Michael J. Enright, Vincent Mak   Add     16 pp.  Teaching Note For use with HKU171 HBS Number: HKU192 Subjects: Asia; Brand management; Reorganization; Strategic planning    Achieving and Sustaining Superior Profits   Add   View  4 pp.  Case Author(s): McGahan, Anita Publication Date: 08/26/1996 Revision Date: 01/31/1999 Product Type: Note Product Description: A basic premise of strategy is that superior profits occur when a corporation secures favorable positions in attractive industries, and pursues economies of scope across business units. This note draws on research that documents the importance of industry, positioning, and corporate-parent effects on profitability. The research shows differences in the influence of the effects for high and low performers, and differences for firms that are in the process of achieving and sustaining performance. HBS Number: 9-797-039 Subjects: Competition; Entrepreneurship; Industry analysis; Market structure; Profitability analysis; Strategy formulation Academic Discipline: Competitive strategy    Active Coatings, Inc.: Challenges in Managing Product Development (A)   Add   View  15 pp.  Case Teisberg, Elizabeth O.; Leonard, James Two entrepreneurs face a tough decision when confronted with disappointing test results from the medical application they have chosen to commercialize their innovative process technology. They must decide whether to redesign the technology's current lead-application or to change applications altogether. Teaching Purpose: Promotes discussion around the topic of how to plan strategy, manage, and make decisions in uncertain environments. What do you do when development does not turn out as planned or hoped? How should a manager analyze a possible shift in direction? Can be taught without formal analyses, or decision analysis may be applied. May be used with: (9-796-063) Note on the FDA Review Process for Medical Devices. HBS Number: 9-796-061 Type: Case (Field) Publication Date: 2/20/1996 Geographic Setting: Massachusetts Industry Setting: medical devices/products Event Year Start: 1992 Event Year End: 1994 Subjects: Decision analysis; Entrepreneurial management; Innovation; Medical supplies; Product development; Technology Supplementary Materials: Supplement (Field), (9-796-062), 1p, by Elizabeth O. Teisberg, James Leonard    Active Coatings, Inc.: Challenges in Managing Product Development (B)   Add   View  1 pp.  Case Author(s): Teisberg, Elizabeth O.; Leonard, James Publication Date: 02/20/1996 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-796-061) Active Coatings, Inc.: Challenges in Managing Product Development (A). HBS Number: 9-796-062 Subjects: Decision analysis; Entrepreneurial management; Innovation; Medical supplies; Product development; Technology Academic Discipline: Competitive strategy    Adidas (A)   Add   View  25 pp.  Case Author(s): Horovitz, Jacques; Boissonnas, Giana; Hilliard, Ursula Publication Date: 01/01/1998 Revision Date: 03/03/2003 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Discusses the successful turnaround of Adidas. Describes the financial and competitive situation of Adidas and the sporting goods industry in 1993 when Robert Louis-Dreyfus, CEO, takes over the management of the company. Adidas is in economic and organizational disarray and Louis-Dreyfus' challenge is to turn the company around from its current deficit of close to $100 million. Can he do it? What changes should he make? HBS Number: IMD169 Gross Revenues: $3.7 billion revenues Event Year Start: 1997Event Year End: 1997 Subjects: Change management; Leadership; Organizational change; Sports; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (IMD171), 28p, by Jacques Horovitz, Giana Boissonnas, Ursula Hilliard; Teaching Note, (IMD170), 13p, by Jacques Horovitz, Els van Weering    Adidas (A) and (B), Teaching Note   Add     13 pp.  Teaching Note Author(s): Horovitz, Jacques; van Weering, Els Publication Date: 10/22/2003 Product Type: Teaching Note Publisher: IMD - International Institute for Management Development HBS Number: IMD170 Academic Discipline: Competitive strategy Product Description: Teaching Note to (IMD169) and (IMD171). Must be used with: (IMD169) Adidas (A); (IMD171) Adidas (B).    Adidas (B)   Add   View  28 pp.  Case Author(s): Horovitz, Jacques; Boissonnas, Giana; Hilliard, Ursula Publication Date: 01/01/1998 Revision Date: 03/03/2003 Product Type: Supplement (Field) Publisher: IMD - International Institute for Management Development Product Description: Supplements the (A) case. Must be used with: (IMD169) Adidas (A). HBS Number: IMD171 Subjects: Change management; Leadership; Organizational change; Sports; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (IMD170), 13p, by Jacques Horovitz, Els van Weering    adM@rt: “If You Build It, Will They Come?”   Add   View  12 pp.  Case Farhoomand, Ali F.; McCauley, Marissa; Khan, Shamza Jimmy Lai launched adM@rt, a home-delivery shopping service, in June 1999. The concept, a virtual shopping store on a website that allowed customers to browse through competitively priced merchandise, select foods, and complete transac HBS Number: HKU085 Type: Case (Field) Publication Date: 1/1/2000 Geographic Setting: Hong Kong Industry Setting: retail and supermarket Event Year Start: 1999 Event Year End: 1999 Subjects: Asia; Business to consumer; Electronic commerce; Logistics; Retailing Supplementary Materials: Teaching Note, (HKU086), 5p, by Ali F. Farhoomand, Marissa McCauley, Shamza Khan Publisher: University of Hong Kong (Sales restricted to North America.)   Add     5 pp.  Teaching Note For use with HKU085 HBS Number: HKU086 Subjects: Asia; Business to consumer; Electronic commerce; Logistics; Retailing    Adolph Coors in the Brewing Industry   Add   View  21 pp.  Case Author(s): Ghemawat, Pankaj Publication Date: 08/20/1987 Revision Date: 06/23/1992 Product Type: Case (Library) Product Description: Describes a company that had traditionally followed a strategy quite distinct from its major competitors', its eventual decision to imitate them, and its subsequent performance. HBS Number: 9-388-014 Geographic Setting: United StatesCompany Size: Fortune 500 Event Year Start: 1975Event Year End: 1985 Subjects: Beverages; Competition; Industry analysis; Industry structure Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-388-018), 15p, by Pankaj Ghemawat   Add     15 pp.  Teaching Note For use with 9-388-014 HBS Number: 5-388-018 Subjects: Beverages; Competition; Industry analysis; Industry structure    Advanced Competitive Strategy, Notes for Educators: 1. An Overview of the Course, Teaching Note   Add     19 pp.  Teaching Note Author(s): Rivkin, Jan W. Publication Date: 12/14/2005 Revision Date: 03/20/2006 Product Type: Teaching Note HBS Number: 5-706-449 Subjects: Business education; Competitive strategy; Cross functional management; Decision making; Organizational design; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-706-468), 9p, by Jan W. Rivkin; Teaching Note, (5-706-469), 14p, by Jan W. Rivkin; Teaching Note, (5-706-470), 15p, by Jan W. Rivkin; Teaching Note, (5-706-471), 15p, by Jan W. Rivkin; Teaching Note, (5-706-472), 10p, by Jan W. Rivkin; Teaching Note, (5-706-473), 12p, by Jan W. Rivkin; Teaching Note, (5-706-474), 2p, by Jan W. Rivkin Product Description: Captures for educators the concepts, tools, and practice conveyed to students in the Harvard Business School elective course Advanced Competitive Strategy: Integrating the Enterprise. Intended to hone students as integrators.    Advanced Competitive Strategy: Integrating the Enterprise   Add   View  8 pp.  Case Author(s): Rivkin, Jan W. Publication Date: 11/20/2005 Revision Date: 03/21/2006 Product Type: Note Product Description: Introduces the Advanced Competitive Strategy course. HBS Number: 9-706-452 Subjects: Competitive strategy Academic Discipline: Competitive strategy

AFP Provida   Add   View  13 pp.  Case Author(s): Porter, Michael E.; Prado, Andrea; Condo, Arturo Publication Date: 02/10/2003 Revision Date: 05/03/2006 Product Type: Case (Library) Product Description: Presents the competitive evolution of Atlas Electrica, a Costa Rican manufacturer of electrical appliances for the Latin America markets. Describes Atlas' competitive position in 2000 and the components of its strategy in terms of products, services, and markets. Also describes Atlas' activity system and how it supports the firm's strategy. In 2000, Atlas was the leading marketer of electric appliances in Central America. It shared its leadership in the refrigerator market with Salvadoran competitor La Indeca, although it is the nondisputed leader in the stoves segment. The firm had entered into an alliance with Sweden AB Electrolux that allowed Atlas to sell in other Latin American markets outside Central America. Atlas had grown from a small firm that produced refrigeration equipment for the Costa Rican market to a regional firm well positioned in Central America. At the beginning of the 21st century, Mexican and Korean competitors were entering Atlas' market and threatening its position. At that time, La Indeca, Atlas' main competitor in the region, was an acquisition target. Focuses around the decision of whether to acquire La Indeca, which would mean focusing more of Atlas' effort on the Central American region. HBS Number: 9-703-424 Geographic Setting: Central America Industry Setting: Appliance industry Number of Employees: 600 Gross Revenues: $43 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Acquisitions; Alliances; Competition; Developing countries; Economic development; Globalization; Manufacturing; National competitiveness Academic Discipline: Competitive strategy    AFP Provida   Add   View  13 pp.  Case Author(s): Porter, Michael E.; Prado, Andrea; Condo, Arturo Publication Date: 02/10/2003 Revision Date: 05/06/2008 Product Type: Case (Library) HBS Number: 703424 Geographic Setting: Chile Industry Setting: Pension funds industry Subjects: Alliances; Competition; Developing countries; Economic development; Expansion; Globalization; Internationalization Academic Discipline: Competitive strategy Product Description: Describes the evolution of AFP Provida, one of the early entrants into the Chilean pension fund system established in 1981. By 1999, AFP Provida was not only the largest pension fund administrator in Chile, but also the largest in Latin America in terms of number of affiliates and the second largest in terms of assets under management, after the Brazilian company Previ. Provida was also the most international firm in the industry. At the turn of the 20th century, Provida's senior management was considering how to extend the company's position in a rapidly expanding international marketplace. Describes the firm's internationalization process in terms of timing, geographic choices, and modes of entry. Also discusses Chilean special conditions for the pension fund industry, including local factors, context for strategy and rivalry, demand conditions, and related and supporting industries. Allows for the discussion of the origins of clusters in developing economies as well as the sources of international competitive advantage. Also provides an interesting evaluation of Provida's strategic choices and the sustainability of its international leadership.    African Communications Group   Add   View  20 pp.  Case McGahan, Anita; Coxe, Dale O. Describes the opportunities that confront the African Communications Group, an entrepreneurial organization that plans to introduce a wireless pay-phone system in Tanzania. Provides a foundation for the analysis of value creation and of value capture. The possibility of entry by other companies, the presence of a large supplier, and uncertainties about demand all create important tradeoffs for the new venture. Teaching Purpose: Used in an advanced course in Competition and Strategy to introduce a framework for evaluating a new business based on existing technologies. Principal concepts include value creation and capture, competitor analysis, supplier evaluation, and financial forecasting. HBS Number: 9-796-128 Type: Case (Field) Publication Date: 3/4/1996 Geographic Setting: Tanzania Industry Setting: telecommunications Subjects: Africa; Competition; Decision analysis; Entrepreneurship; Industry structure; Telecommunications Supplementary Materials: Teaching Note, (5-797-029), 29p, by Anita McGahan; Supplement (Field), (9-799-149), 2p, by Anita McGahan; Case Video, (9-799-504), 15 min, by Anita McGahan, John Deighton   Add     29 pp.  Teaching Note For use with 9-796-128 HBS Number: 5-797-029 Subjects: Africa; Competition; Decision analysis; Entrepreneurship; Industry structure; Telecommunications    African Communications Group (Condensed)   Add   View  12 pp.  Case McGahan, Anita Describes the opportunities that confront the African Communications Group, an entrepreneurial organization that plans to introduce a wireless pay-phone system in Tanzania. Provides a foundation for the analysis of value creation and of value capture. The possibility of entry by other companies, the presence of a large supplier, and uncertainties about demand all create important tradeoffs for the new venture. Teaching Purpose: Used in an advanced course in Competition and Strategy to introduce a framework for evaluating a new business based on existing technologies. Principal concepts include value creation and capture, competitor analysis, supplier evaluation, and financial forecasting. HBS Number: 9-799-148 Type: Case (Field) Publication Date: 5/3/1999 Geographic Setting: Tanzania Industry Setting: telecommunications Subjects: Africa; Competition; Decision analysis; Entrepreneurship; Industry structure; Telecommunications Supplementary Materials: Case Video, (9-799-504), 15 min, by Anita McGahan, John Deighton    African Communications Group, Supplement   Add   View  2 pp.  Case Author(s): McGahan, Anita Publication Date: 05/13/1999 Product Type: Supplement (Field) Product Description: Supplements the case. Must be used with: (9-796-128) African Communications Group. HBS Number: 9-799-149 Subjects: Africa; Competition; Decision analysis; Entrepreneurship; Industry structure; Telecommunications Academic Discipline: Competitive strategy Supplementary Materials: Case Video, (9-799-504), 15 min, by Anita McGahan, John Deighton    Agora SA   Add   View  23 pp.  Case Author(s): Khanna, Tarun; Palepu, Krishna G.; Dessain, Vincent; Stachowiak, Monika Publication Date: 09/08/2005 Revision Date: 10/07/2005 Product Type: Case (Library) Product Description: Tells the story of Agora, the largest media company in Poland, describing its corporate strategy of diversification since its founding in 1989 by entrepreneurial journalists closely linked to the anti-communist movement Solidarity. Describes in detail Gazeta Wyborcza, the country's best-selling daily newspaper and Agora's main revenue contributor. In late 2003, Fakt, the new daily owned by a German publishing house, took the lead on the Polish newspaper market, harming Gazeta Wyborcza's sales and advertising revenues. Places students in the position of Wanda Rapaczynski, Agora's CEO, who, in mid-2005, explores ways to improve Agora's position in an increasingly competitive environment. HBS Number: 9-706-425 Geographic Setting: Poland Industry Setting: Media; Newspaper Number of Employees: 3,600 Gross Revenues: $274.3 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Business growth; Competitive advantage; Competitive environment; Corporate strategy; Diversification; Emerging markets; Market structure; Women executives Academic Discipline: Competitive strategy    Airborne Express (A)   Add   View  23 pp.  Case Author(s): Rivkin, Jan W. Publication Date: 02/05/1998 Revision Date: 05/23/2007 Product Type: Case (Library) HBS Number: 9-798-070 Geographic Setting: United States Industry Setting: Express delivery Number of Employees: 20,000 Gross Revenues: $2.5 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Business unit; Cost analysis; Globalization; Industry analysis; Partnerships; Pricing policies Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Spreadsheet), (9-703-751), 0p, by Jan W. Rivkin; Teaching Note, (5-700-085), 28p, by Jan W. Rivkin Product Description: In the wake of a highly successful quarter, senior managers of Airborne Express, the third largest player in the express mail industry, review the firm's competitive position. Airborne has survived, and recently prospered, in an industry with significant economies of scale even though it is much smaller than industry giants Federal Express and United Parcel Service. The case challenges students to understand Airborne's unusual position. Detailed data allow students to analyze Airborne's relative cost position, the fit among its activities, the differences between Airborne and its rivals, and the evolution of its industry. Using these analyses, students make recommendations concerning the firm's pricing policy, its globalization efforts, and a partnership with a related company. Designed to be taught in a course on business-unit strategy.   Add     23 pp.  Teaching Note For use with 9-798-070 HBS Number: 5-700-085 Subjects: Air freight service; Business services; Business unit; Cost analysis; Globalization; Industry analysis; Partnerships; Pricing policies    Airline Industry Alliances in 2004: Improving Performance in the Beleaguered Airline Industry   Add   View  27 pp.  Case Author(s): Arino, Africa; Riehl, Frank Publication Date: 10/20/2005 Revision Date: 06/09/2005 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES115 Industry Setting: Airline industry Event Year Start: 2004 Event Year End: 2004 Subjects: Industry analysis; Strategic alliances Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (IES116), 19p, by Africa Arino, Frank Riehl Product Description: In 2004, as airlines struggled to cope with the challenges imposed on them by terrorism, SARS (Severe Acute Respiratory Syndrome), the Iraq war, a slow growing economy, and fast rising oil prices, alliances became more and more a “safe haven” that would mitigate the detrimental effects of the environment. An open issue remained until that time of whether alliances were the first step toward “real” industry consolidation, which had not been possible until then due to regulatory obstacles and national idiosyncrasies, or whether they were ends in themselves, forming the final stage of a process of “gentle consolidation” whereby airlines achieved 80% of the results with 20% of the hassle. Industry performance did not give conclusive evidence. On the one hand, the merger between AirFrance and KLM, finalized in June 2004, had been the first cross-national merger between flag carriers in the industry and might well set a precedent for the industry, as the protagonists hoped. On the other hand, alliances kept growing through the admission of new members and ever-closer integration.    Airline Industry Alliances in 2004: Improving Performance in the Beleaguered Airline Industry, Teaching Note   Add     19 pp.  Teaching Note Author(s): Arino, Africa; Riehl, Frank Publication Date: 08/04/2005 Revision Date: 07/11/2005 Product Type: Teaching Note Publisher: IESE University of Navarra HBS Number: IES116 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (IES115) Airline Industry Alliances in 2004: Improving Performance in the Beleaguered Airline Industry.    Airline Industry and the World Trade Center Disaster   Add   View  25 pp.  Case Author(s): Enright, Michael J.; Mak, Vincent Publication Date: 02/22/2002 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU189 Geographic Setting: United States Event Year Start: 2001 Event Year End: 2001 Subjects: Industry analysis; Managing uncertainty; Risk; Strategic planning; Social responsibility Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (HKU218), 16p, by Michael J. Enright, Vincent Mak Product Description: On the morning of September 11, 2001, four U.S. passenger planes were hijacked during transcontinental domestic flights. Two of them were crashed into the twin towers of New York's World Trade Center, leading to the collapse of both skyscrapers. Another one hit the Pentagon, the headquarters of the U.S. Department of Defense near Washington, D.C. The fourth hijacked plane crashed in western Pennsylvania after passengers attempted to take control back from the hijackers. The death toll from the unprecedented attacks was estimated at around 3,000. In addition to the human, political, and military impacts, the events of September 11 also would have far-reaching economic impacts. One of the industries most affected was the airline industry, which was already suffering before the attacks. Some airlines closed, some saw massive layoffs, and all were faced with substantially lower profits or higher losses. As the year 2002 began, managers throughout the airline industry wondered which effects would be permanent and which would be transitory. They also wondered how they and their airlines should deal with the fallout from the attacks and the other forces that already had been reshaping the airline industry. The case gives an overview of the global airline industry before September 11, showing it was a tough industry with not a great deal of profits even before the disaster. It th   Add     16 pp.  Teaching Note For use with HKU189 HBS Number: HKU218 Subjects: Airline industry; Business & society; Industry analysis; Risk; Strategic planning; Uncertainty    Akamai Technologies   Add   View  18 pp.  Case Author(s): Eisenmann, Thomas Publication Date: 03/08/2004 Revision Date: 07/11/2007 Product Type: Case (Field) HBS Number: 9-804-158 Geographic Setting: Cambridge, MA Industry Setting: Internet & online services industries; Telecommunications industry Number of Employees: 567 Gross Revenues: $161.3 million revenues Event Year Start: 2001 Event Year End: 2004 Subjects: Corporate strategy; Entrepreneurship; Information age; Information technology; Internet; Partnerships Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-808-024), 24p, by Thomas R. Eisenmann Product Description: As the leading content delivery network, Akamai helps Internet companies deliver Web site content to end users with fewer delays and lower costs. Describes the strategic management challenges facing Akamai in early 2004. The company is poised to offer its next generation of services for enterprise customers, which will allow them to run Internet-enabled applications (“Web services”) — on demand, with minimal capital investment — from Akamai's network of 15,000 servers located in ISP facilities at the Internet's “edge” — close to end users. Many large enterprise software companies have developed proprietary platforms for creating and managing Web services. Akamai must decide which of these software companies would be attractive partners and whether it can and should remain uncommitted to a platform as it helps customers deploy Web services. A rewritten version of an earlier case.    Akamai Technologies   Add   View  25 pp.  Case Author(s): Eisenmann, Thomas Publication Date: 02/11/2002 Revision Date: 03/01/2002 Product Type: Case (Field) Product Description: As the leading content delivery network, Akamai helps Internet companies deliver web site content to end users with fewer delays and lower costs. This case describes strategic management challenges facing Akamai in late 2001, as the three-year old firm's growth slows due to the failure of many dot-com customers. Akamai has launched a new product, EdgeSuite, which promises significant cost savings for large enterprise customers--a new market for Akamai. Describes several decisions facing management as they accelerate efforts to penetrate enterprise customers. For example: Should they employ a separate sales force for enterprise accounts (which require more consultative selling than Akamia's earlier products)? Should sales efforts be organized by vertical market? To what extent should Akamai rely on resellers versus direct sales reps? Teaching Purpose: 1) To explain how the Internet's network of networks architecture can lead to data delivery delays and solutions to improve performance and 2) to illustrate the challenges confronting a network infrastructure company as it shifts its target customer focus to include enterprise customers, in particular, sales and channel management priorities. HBS Number: 9-802-132 Geographic Setting: GlobalIndustry Setting: InternetNumber of Employees: 800Gross Revenues: $175 million revenues Event Year Start: 2001Event Year End: 2001 Subjects: Business policy; Entrepreneurship; Information technology; Internet; Networks; New economy; Strategy formulation; Telecommunications Academic Discipline: Competitive strategy    Akamai Technologies, Teaching Note   Add     24 pp.  Teaching Note Author(s): Eisenmann, Thomas R. Publication Date: 07/12/2007 Revision Date: 10/04/2007 Product Type: Teaching Note HBS Number: 5-808-024 Academic Discipline: Competitive strategy Supplementary Materials: Module Note, Instructor's, (5-808-003), 15p, by Thomas R. Eisenmann Product Description: An abstract is not available for this product. Must be used with: (9-804-158) Akamai Technologies.    Albert Dunlap and Corporate Transformation (A)   Add   View  17 pp.  Case Author(s): Petty, Ross; Soybel, Virginia; Schlesinger Publication Date: 01/01/1999 Revision Date: 10/20/2000 Product Type: Case (Field) Publisher: Babson College Product Description: After restructuring Scott Paper with a 34% reduction in head count and successfully selling the company to Kimberly Clark, Al Dunlap is hired as CEO by Sunbeam. This case describes the management principles of this corporate turnaround expert and his actions at Sunbeam. HBS Number: BAB032 Geographic Setting: United StatesIndustry Setting: paper products, home appliances Event Year Start: 1994Event Year End: 2000 Subjects: Accounting standards; Corporate reorganization; Ethics; Fraud; Legal aspects of business; Restructuring Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (BAB033), 11p, by Ross Petty, Virginia Soybel, Phyllis Schlesinger, Al Anderson; Teaching Note, (BAB532), 12p, by Ross Petty, Virginia Soybel, Phyllis Schlesinger   Add     12 pp.  Teaching Note For use with BAB032 HBS Number: BAB532 Subjects: Accounting standards; Corporate reorganization; Ethics; Fraud; Legal aspects of business; Restructuring    Albert Dunlap and Corporate Transformation (B): The Bubble Bursts at Sunbeam   Add   View  11 pp.  Case Author(s): Petty, Ross; Soybel, Virginia; Schlesinger Publication Date: 01/01/1999 Revision Date: 06/08/2001 Product Type: Supplement (Field) Publisher: Babson College Product Description: Supplements the (A) case. Must be used with: (BAB032) Albert Dunlap and Corporate Transformation (A). HBS Number: BAB033 Subjects: Accounting standards; Corporate reorganization; Ethics; Fraud; Legal aspects of business; Restructuring Academic Discipline: Competitive strategy    Alcatel in China: Business as an Adventure   Add   View  15 pp.  Case Author(s): Fischer, William A.; Simon, Denis F.; Xin, Katherine; Carmosky, Janet Publication Date: 01/01/2003 Revision Date: 03/16/2005 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Take the world's most challenging market. Concentrate almost all your previously dispersed assets -- 12 joint ventures and wholly owned businesses -- into one basket. Move the management of all of your regional activities to this location. Place access to your worldwide intellectual property on the table, and add $312 million for the portion of equity in a joint venture that gets you up to 50% plus one share. Then turn the venture's structure and governance on its head to build not only the most technically and sales-aggressive telecom competitor in the Chinese market, but one that also gives you access to Chinese brains and brawn in producing a global product for the global market. A recipe for revolution across the global marketplace or yet another misguided investment in China's elusive dream? Alcatel, France's venerable telecom giant, is betting the former. A 2004 EFMD award winner. HBS Number: IMD179 Gross Revenues: 4.5 billion eurodollars revenues Event Year Start: 2002Event Year End: 2002 Subjects: China; Globalization; Intellectual property; Joint ventures; Strategic planning; Telecommunications; Vision Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (IMD180), 27p, by William A. Fischer, Denis F. Simon, Katherine Xin, Janet Carmosky    Alcatel in China: Business as an Adventure, Teaching Note   Add     27 pp.  Teaching Note Author(s): Fischer, William A.; Simon, Denis F.; Xin, Katherine; Carmosky, Janet Publication Date: 07/20/2004 Product Type: Teaching Note Publisher: IMD - International Institute for Management Development HBS Number: IMD180 Academic Discipline: Competitive strategy Product Description: Teaching Note to (IMD179). Must be used with: (IMD179) Alcatel in China: Business as an Adventure.    Alex de Werra at TCFG — The Kermel Mandate   Add   View  6 pp.  Case Author(s): Leleux, Benoit; Bourgeois, Henri Publication Date: 08/02/2004 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: In April 2002, Alex de Werra, director at TCFG, was contacted by a fellow alumnus of IMD for advice on a possible management buyout of Kermel, a French textile company. Although de Werra handled this kind of transaction routinely, this mandate was very challenging. The vendor was in a rush to sell, and de Werra had less than two weeks to convince a private equity investor to submit a competitive bid. Illustrates the key role that M&A advisory firms play in engineering private equity transactions. Also addresses the major dilemma they face in purchase mandates, wherein they have to protect the interests of the management team but are often compensated by the private equity firm. May be used with: (IMD207) Kermel's MBO -- April 2002; (IMD209) Argos Soditic -- The Kermel Proposal. HBS Number: IMD210 Number of Employees: 20 Event Year Start: 2002Event Year End: 2002 Subjects: Consulting; Equity financing; Spinoffs; Strategy formulation; Switzerland; Textiles; Valuation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (IMD208), 16p, by Benoit Leleux    Alibaba’s Taobao (A)   Add   View  15 pp.  Case Author(s): Oberholzer-Gee, Felix; Wulf, Julie Publication Date: 01/06/2009 Product Type: Color Case HBS Number: 9-709-456 Geographic Setting: China Industry Setting: E-commerce Number of Employees: 6,600 Gross Revenues: $300 million Event Year Start: 2008 Event Year End: 2008 Subjects: Business models; Competitive advantage; Corporate governance; Corporate strategy; Global business; Growth strategy; Products Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (9-709-457), 1p, by Felix Oberholzer-Gee, Julie Wulf Product Description: Examines the decision of Alibaba Group to diversify from an international business-to-business (B2B) exchange (Alibaba.com) into a B2C and C2C exchange (Taobao.com) for Chinese retailers and consumers. In China, Taobao had managed to displace the once dominant eBay, the world's largest consumer marketplace. However, the company had little revenue because it offered services free of charge.    Alibaba’s Taobao (B)   Add   View  1 pp.  Case Author(s): Oberholzer-Gee, Felix; Wulf, Julie Publication Date: 01/06/2009 Product Type: Supplement (Field) HBS Number: 9-709-457 Academic Discipline: Competitive strategy Product Description: Supplements the (A) case. Must be used with: (9-709-456) Alibaba's Taobao (A).    Aligning Resources to Improve Student Achievement: San Diego City Schools (A)   Add   View  29 pp.  Case Author(s): Honan, James P.; Childress, Stacey ; King, Caroline Publication Date: 09/13/2004 Product Type: Case (Field) Publisher: Public Education Leadership Project HBS Number: PEL003 Geographic Setting: California Subjects: Leadership; Change management; Resource management; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Supplement, (PEL004), 7p, by James P. Honan,Stacey Childress,Caroline King; Case Teaching Note, (PEL018), 9p, by James P. Honan,Charles King,Caroline King Product Description: This is a PELP case study. San Diego City Schools embarked on an ambitious, districtwide reform effort to improve student achievement in 1998. Examines the role of resource reallocation in supporting the district's reform strategy, highlighting how resource allocation choices and processes affect organizational coherence and strategy execution. In the fall of 2003, the district leadership contemplates making substantial changes to its resource allocation system in response to a serious budget crisis and mounting internal and external pressures for change.    Aligning Resources to Improve Student Achievement: San Diego City Schools (B)   Add   View  7 pp.  Case Author(s): Honan, James P.; Childress, Stacey ; King, Caroline Publication Date: 09/13/2004 Product Type: Supplement (Field) Publisher: Public Education Leadership Project HBS Number: PEL004 Subjects: Leadership; Change management; Resource management; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (PEL018), 9p, by James P. Honan,Charles King,Caroline King Product Description: This is a PELP case study. Supplements the (A) case.    AllAdvantage: Fall of 2000   Add   View  20 pp.  Case Author(s): Hellmann, Thomas; Mariani, Tyra; Spenner, Publication Date: 02/01/2001 Revision Date: 01/11/2002 Product Type: Case (Field) Publisher: Stanford University HBS Number: E117 Geographic Setting: California Industry Setting: Internet advertising and marketing Number of Employees: 400 Gross Revenues: $22 million revenues Event Year Start: 1999 Event Year End: 2000 Subjects: Advertising media; Growth strategy; Internet marketing; IPO; Strategic market planning Academic Discipline: Competitive strategy Product Description: AllAdvantage was founded in February 1999 as an information intermediary between a member community of web surfers and Internet advertisers: with its persistent desktop object technology (the Viewbar), it aggregated data while paying members to serf the Internet and it delivered targeted advertisements to them on behalf of paying advertisers. To fund its member community and technology development, AllAdvantage sought an IPO. Underwriters pushed the company to adopt an aggressive growth model that would burn $600 million and require 3 years of growth before becoming profitable. In the spring of 2000, however, the NASDAQ began a steep descent. Internet companies were hit hard and advertising rates headed downwards. In mid-July, AllAdvantage announced the delay of its IPO for an indefinite period and approached its investors for a fourth round of funding. Investors set strict performance goals that would jeopardize the company's future if not met. In the summer of 2000, AllAdvantage reorganized the company into 3 teams to focus on: 1) member community and its costs, 2) generating revenues through relationships with advertisers, and 3) allocating technology and engineering resources. This case provides the context from which to discuss AllAdvantage's strategic options during a period of rapid change that req    Allison Transmission: Creating a European Face   Add   View  21 pp.  Case Author(s): Dhanaraj, Charles Publication Date: 08/26/2004 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Product Description: Allison Transmission Division is a $2 billion unit within General Motors (GM) with a very specialized product: heavy-duty automatic transmissions for commercial vehicles. Although the division is part of GM, more than 90% of its output is directed to external customers. Presents a familiar challenge facing many globalizing firms: a pioneer and leader in a market holding more than 60% of the market in North America, but less than 10% outside North America. The presence of leading original equipment manufacturers in Europe who are the key customers for Allison and the large market potential in Europe present a strategic opportunity, but the cultural and institutional differences pose formidable challenge. The technological differences in Europe augment this challenge and the uncertainty surrounding a new hybrid technology that is emerging in Europe complicates the decision. Also presents the company's attempts in Europe for a decade, leading to the trigger issue — a decision between a joint venture in Austria and a wholly owned unit in Hungary. HBS Number: 904M45 Geographic Setting: Europe Industry Setting: Transportation industry Event Year Start: 2001 Event Year End: 2001 Subjects: International business; International management; International marketing; International markets; International operations; Strategy Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (804M45), 14p, by Charles Dhanaraj    Allison Transmission: Creating a European Face, Teaching Note   Add     14 pp.  Teaching Note Author(s): Dhanaraj, Charles Publication Date: 01/23/2006 Product Type: Teaching Note Publisher: Richard Ivey School of Business/UWO HBS Number: 804M45 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (904M45) Allison Transmission: Creating a European Face.    Alpha-Beta Technology, Inc. (B): Trials with Betafectin   Add   View  11 pp.  Case Teisberg, Elizabeth O.; Rossi, Sharon Follows the development of the first product, the public presentation of research results, and the stock market reactions. In spite of successful research, the stock price falls dramatically. Asks why this happened, how concerned the CEO should be, whether management could have prevented it, and what the firm should do now. Teaching Purpose: Provides an opportunity to follow the development process of the firm's first product, and understand some potential pitfalls that exist even when the scientific results are promising. May be used with: (9-794-093) Alpha-Beta Technology, Inc.: Pioneering Carbohydrate Technology. HBS Number: 9-795-045 Type: Case (Field) Publication Date: 12/12/1994 Geographic Setting: Massachusetts Industry Setting: biotechnology Company Size: start-up Number of Employees: 125 Gross Revenues: $920,000 revenues Event Year Start: 1991 Event Year End: 1994 Subjects: Biotechnology; Competition; Corporate strategy; Entrepreneurship; Technology    Alpha-Beta Technology, Inc.: Pioneering Carbohydrate Technology   Add   View  16 pp.  Case Teisberg, Elizabeth O.; Rossi, Sharon Alpha-Beta was founded in 1988 by two scientist-entrepreneurs with ten patents on carbohydrate technology. In 1991, the company faces critical questions about how to focus its product definition from among several promising, but risky, choices. Teaching Purpose: Addresses strategic issues in pioneering and entrepreneurship. How should they analyze and choose their first product to develop? How can the firm maximize the potential of its technological innovation? How can a start-up ensure that it captures the value its innovation creates? May be used with: (9-795-045) Alpha-Beta Technology, Inc. (B): Trials with Betafectin. HBS Number: 9-794-093 Type: Case (Field) Publication Date: 2/8/1994 Geographic Setting: United States Industry Setting: biotech Company Size: start-up Number of Employees: 30 Gross Revenues: $156,000 revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Biotechnology; Competition; Corporate strategy; Entrepreneurship; Technology    Aluminum Industry in 1994   Add   View  21 pp.  Case Author(s): Corts, Kenneth S. Publication Date: 04/28/1999 Revision Date: 03/11/2002 Product Type: Note Product Description: After reaching all-time highs in excess of $2,500 per ton in 1988 and 1989, aluminum prices fall dramatically in the early 1990s as the former Soviet Union begins exporting far larger quantities of metal. By the beginning of 1994, the price has hit all-time lows (in real terms) and stands at $1,110. The case contains data on world consumption by sector; an accompanying spreadsheet contains detailed cost data for the world's 157 smelters. Together, these allow a thorough supply and demand analysis that illuminates price fluctuations in this industry. Teaching Purpose: Illustrates how supply and demand determine pricing in a fragmented industry. Allows students to build a supply curve from detailed smelting cost data. A rewritten version of an earlier note. May be used with: (9-799-130) Aluminum Smelting in South Africa: Alusaf's Hillside Project. HBS Number: 9-799-129 Geographic Setting: Global Industry Setting: aluminum Gross Revenues: $50 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Aluminum; Aluminum industry; Economic analysis; Industry structure; Prices; Supply & demand; Vertical integration Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-700-014), 8p, by Kenneth S. Corts   Add     8 pp.  Teaching Note For use with 9-799-129 HBS Number: 5-700-014 Subjects: Aluminum; Aluminum industry; Economic analysis; Industry structure; Prices; Supply & demand; Vertical integration    Aluminum Smelting in South Africa: Alusaf’s Hillside Project   Add   View  6 pp.  Case Author(s): Corts, Kenneth S. Publication Date: 04/28/1999 Revision Date: 03/11/2002 Product Type: Case (Library) Product Description: With prices at all-time lows at the beginning of 1994, South Africa's sole primary aluminum producer--Alusaf--is considering building the world's largest greenfield smelter. Using cost estimates in this case, students can evaluate the relative cost position of this plant in the context of the cost data on other smelters provided in the spreadsheet accompanying The Aluminum Industry in 1994. By building on the supply and demand analysis supported by that case, students can evaluate the profitability of this massive capital investment. Teaching Purpose: Allows students to assess profitability of a $2 billion smelter investment in conjunction with supply and demand analysis as a tool for predicting price trends. May be used with: (9-799-129) The Aluminum Industry in 1994. HBS Number: 9-799-130 Geographic Setting: South Africa Industry Setting: aluminum Gross Revenues: $250 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Aluminum; Aluminum industry; Capacity planning; Capital investments; Economic analysis; South Africa Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-700-014), 8p, by Kenneth S. Corts   Add     8 pp.  Teaching Note For use with 9-799-130 HBS Number: 5-700-014 Subjects: Aluminum; Aluminum industry; Capacity planning; Capital investments; Economic analysis; South Africa    Alusaf Hillside Project   Add   View  11 pp.  Case Author(s): Corts, Kenneth S.; Wells, John R. Publication Date: 12/15/2003 Product Type: Case (Library) Product Description: The aluminum industry has suffered from long periods of depressed prices and profits interspersed with relatively short-lived price and profit peaks. Investigates why, focusing on the decision facing Alusaf whether to invest in a major new facility in the face of depressed aluminum prices. Courseware provides cost data on all the facilities in the industry to develop a supply curve. It also provides a supply and demand model that allows students to investigate: the drivers of average industry profitability and relative profitability of individual players in it; the impact of changes in demand over the economic cycle on the price of metal; the impact of different elasticities of demand on price and profitability; the impact of oligopolistic pricing on industry profitability; the impact of adding capacity on industry profitability; and the ability of a firm to preempt the aluminum market. Teaching Purpose: To introduce students to concepts of supply and demand and show how these impact strategic decisions. Students go beyond a simple financial analysis of a capacity addition decision to factor in the impact the decision is likely to have on industry structure and profitability. A rewritten version of an earlier case. HBS Number: 9-704-458 Geographic Setting: South AfricaIndustry Setting: aluminumGross Revenues: $220.2 million revenues Event Year Start: 1994Event Year End: 1994 Subjects: Aluminum; Aluminum industry; Capacity analysis; Decision making; Economic analysis; Industry structure; Prices; Profitability; Strategy formulation; Supply & demand Academic Discipline: Competitive strategy    Amanco: Developing the Sustainability Scorecard   Add   View  24 pp.  Case Author(s): Reisen de Pinho, Ricardo; Kaplan, Robert S. Publication Date: 01/25/2007 Revision Date: 01/29/2008 Product Type: Case (Field) HBS Number: 9-107-038 Geographic Setting: Latin America Industry Setting: Manufacturing industries Gross Revenues: $700 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Balanced scorecard; Corporate responsibility; Environmental protection; Social enterprise; Sustainability Academic Discipline: Competitive strategy Product Description: Describes the challenges of using the Balanced Scorecard to implement a triple-bottom-line strategy for delivering excellent economic, environmental, and social performance. The owners and senior executive team of Amanco, a producer of plastic pipe and complete water treatment systems, want strong financial returns but are also deeply committed to improving the environment and making a difference in people's lives. Robert Salas, CEO, wants a management system that communicates and motivates Amanco's three high-level goals. Initially, he creates a simple scorecard of measures, but he soon migrates to developing a strategy map and Balanced Scorecard that places economic, environmental, and social objectives as the highest-level objectives. He faces the challenges of cascading the corporate Balanced Scorecard to operating units throughout Latin America and how to develop better measures of social and environmental impact. Salas must also address whether he can sustain Amanco's balanced strategy while entering the Brazilian market, where he faces an entrenched and much larger competitor.    AMD: A Customer-Centric Approach to Innovation   Add   View  30 pp.  Case Author(s): Ofek, Elie; Barley, Lauren Publication Date: 01/31/2007 Product Type: Case (Field) HBS Number: 9-507-037 Geographic Setting: United States Industry Setting: Microprocessor Number of Employees: 9,900 Gross Revenues: $5.9 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Customers; Differentiation; Innovation; Marketing; Microprocessors; Product innovation; Product management Academic Discipline: Competitive strategy Product Description: AMD's launch of the Opteron microprocessor in 2003 has allowed the company to make inroads into the lucrative server segment. A long-time follower to Intel, AMD management felt it was in a position to lead the microprocessor industry in new directions. However, in 2006 it was not clear whether Opteron's success in the server segment would translate into success in other microprocessor segments, notably corporate desktop and laptop, and whether the initial success in servers could be sustained in the future. Intel's imminent new product and pricing plans, as well as its existing brand power, could greatly hamper AMD's growth and thwart its new initiatives — which included opening up its architecture for end users to customize and recast its brand identity. Also examines how a company tries to gain competitive advantage through an approach to innovation that emphasizes customer centricity.    AMD: A Customer-Centric Approach to Innovation, Teaching Note   Add     25 pp.  Teaching Note Author(s): Ofek, Elie Publication Date: 05/29/2007 Product Type: Teaching Note HBS Number: 5-507-084 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (9-507-037) AMD: A Customer-Centric Approach to Innovation.    American Airlines (A): Strategy in the 1990s   Add   View  19 pp.  Case Lorsch, Jay W.; Loveman, Gary; Horn, Julia American Airlines is pursuing a growth strategy through international and domestic route expansion. At the same time, the airline is working hard to cut costs while trying to provide the best customer service possible. Is this strategy achievable given the recent surge in jet fuel prices and the competitive framework of the industry? May be used with: (9-491-060) American Airlines (B): Compensation and Cost Reduction; (9-491-061) American Airlines (C): Committing to Leadership. HBS Number: 9-491-044 Type: Case (Library) Publication Date: 11/26/1990 Revision Date: 6/12/1991 Geographic Setting: Dallas/Fort Worth, TX Industry Setting: airline Company Size: large Gross Revenues: $9.9 billion revenues Event Year Start: 1978 Event Year End: 1990 Subjects: Airlines; Cost control; Customer relations; Customer service; Expansion; Growth strategy Supplementary Materials: Teaching Note, (5-493-052), 16p, by Gary Loveman, Robert T. Anthony   Add     16 pp.  Teaching Note For use with 9-491-044 HBS Number: 5-493-052 Subjects: Airlines; Cost control; Customer relations; Customer service; Expansion; Growth strategy    American Airlines (B): Compensation and Cost Reduction   Add   View  12 pp.  Case Author(s): Loveman, Gary W. Publication Date: 11/30/1990 Revision Date: 08/31/1992 Product Type: Case (Field) HBS Number: 9-491-060 Geographic Setting: United States Industry Setting: Airline industry Company Size: large Gross Revenues: $9 billion revenues Event Year Start: 1980 Event Year End: 1990 Subjects: Compensation; Cost control; Labor relations; Negotiations Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-493-052), 16p , by Gary W. Loveman, Robert T. Anthony Product Description: American Airlines' strategy in the 1990s calls for continued growth, improvements in customer service, and cost reduction. Central to cost reduction efforts is the need to contain labor costs. After having signed a very expensive new contract with its pilots' union in early 1991, American is now faced with the challenge of increasing productivity and controlling costs for its other employee groups. May be used with: (9-491-044) American Airlines (A): Strategy in the 1990s; (9-491-061) American Airlines (C): Committing to Leadership.   Add     16 pp.  Teaching Note For use with 9-491-060 HBS Number: 5-493-052 Subjects: Airlines; Cost control; Employee compensation; Labor relations; Negotiations    American Repertory Theatre in the 1990s (A)   Add   View  18 pp.  Case Author(s): Phills, James; Martenson, Ed; Scott, Gregory Publication Date: 06/04/2003 Product Type: Case (Field) Publisher: Stanford University HBS Number: SI16A Industry Setting: nonprofit arts Gross Revenues: $6 million budget Subjects: Art; Artists; Fund raising; Mission statements; Nonprofit organizations; Resource allocation; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (SI16B), 1p, by James Phills, Ed Martenson; Supplement (Field), (SI16C), 2p, by James Phills, Ed Martenson, Gregory Scott Product Description: In early January 1993, American Repertory Theatre's (ART) Artistic Director Robert Brustein and Managing Director Robert Orchard were concerned about ART's financial situation. Major government funders had communicated plans to cut sharply, and possibly eliminate, their annual support. These threats raised the specter of a reduction in resources that could undermine ART's continued ability to realize its ambitious, but costly, artistic vision. In 13 years, ART's annual budget had grown from just over $1 million to nearly $6 million, with substantial increases in earned income, contributed support, and endowment. Given the deteriorating outlook for contributed support in 1994, Brustein and Orchard faced a limited set of options, all of which were likely to constrain the artistic freedom Brustein and Orchard prized so highly and any one of which could alienate the loyal but discerning audience that ART had cultivated so carefully, damaging its hard-won reputation and eroding the cutting-edge image that appealed to the national funders. As they met to finalize the program planning and budget for the 1994 season, Brustein and Orchard found it increasingly difficult to identify new sources of income to compensate for the cutbacks they expected. Teaching Purpose: To explore the relationship be    American Repertory Theatre in the 1990s (B)   Add   View  1 pp.  Case Author(s): Phills, James; Martenson, Ed Publication Date: 06/04/2003 Product Type: Supplement (Field) Publisher: Stanford University Product Description: Supplements the (A) case. Must be used with: (SI16A) American Repertory Theatre in the 1990s (A). HBS Number: SI16B Academic Discipline: Competitive strategy    American Repertory Theatre in the 1990s (C)   Add   View  2 pp.  Case Author(s): Phills, James; Martenson, Ed; Scott, Gregory Publication Date:<