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Main Catalogs Allied Health Architecture and Construction Biological Science Business and Economics Computer and Information Technology Earth and Environmental Science Education Engineering/Computer Science English as a Second Language Fire and Emergency Services Health and Human Performance Mathematics and Statistics Medical Miscellany Nutrition Physical Science Social Sciences and Humanities Student Success and Career Development Study Aids Taking Sides Trade and Technical Vocational Careers World Languages        Special Catalogs     Business and Econ Cases     How to Build a Book: Select Content Review & Arrange Personalize Request a Copy 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 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: 04/07/2009 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 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.    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: 07/28/2009 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 Publication Date: 06/12/2008 Product Type: Case Publisher: Public Education Leadership Project HBS Number: PEL056 Subjects: Continuous improvement; Problem solving; Systems design; Marketing implementation 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 Industry Setting: airline industry Event Year Start: 2001 Event Year End: 2001 Subjects: Airline industry; Business & society; Industry analysis; Risk; Strategic planning; Uncertainty Academic Discipline: Competitive strategy Supplementary Materials: 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, an industry that already was 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. Teaching Purpose: To teach how business can be disrupted greatly by disasters, natural or otherwise. It gives an overv   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: 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: SI16C Academic Discipline: Competitive strategy    Amgen Inc.’s Epogen — Commercializing the First Biotech Blockbuster Drug   Add   View  7 pp.  Case Author(s): Oberholzer-Gee, Felix; Yao, Dennis Publication Date: 12/14/2005 Revision Date: 08/21/2006 Product Type: Case (Library) HBS Number: 9-706-454 Geographic Setting: Thousand Oaks, CA Industry Setting: Biotechnology industry; Pharmaceutical industry Number of Employees: 14,000 Gross Revenues: $10.5 million revenues Event Year Start: 1980 Event Year End: 1990 Subjects: Commercialization; Competition; Intellectual property; Legal aspects of business; Patents; Strategic planning; Strategy formulation Academic Discipline: Competitive strategy Product Description: Amgen Inc.'s Epogen was the first biotech blockbuster drug. Epogen helped prevent anemia, a condition that leads to severe fatigue, increased risk of cardiovascular disease, and even death. At the time, the market for Epogen, which included dialysis patients and persons with cancer undergoing chemotherapy, was estimated to be a $1 billion opportunity. After a critical scientific breakthrough, which allowed Amgen to identify the EPO gene, the company applied for a number of patents to protect its achievement. However, much to its surprise, Amgen learned that EPO had already been patented. Genetics Institute, the holder of the patent, demanded a royalty-free cross-license. Amgen's manager needed to decide how best to compete with its rival.    Amgen Inc.’s Epogen—Commercializing the First Biotech Blockbuster Drug, Teaching Note   Add     8 pp.  Teaching Note Author(s): Oberholzer-Gee, Felix Publication Date: 03/25/2007 Product Type: Teaching Note HBS Number: 5-707-542 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (9-706-454) Amgen Inc.'s Epogen--Commercializing the First Biotech Blockbuster Drug.    AmorePacific: From Local to Global Beauty   Add   View  27 pp.  Case Author(s): Ghemawat, Pankaj; Knoop, Carin-Isabel; Kiron, David Publication Date: 09/26/2005 Revision Date: 11/21/2006 Product Type: Case (Field) HBS Number: 9-706-411 Geographic Setting: China; France; Koreas Industry Setting: Cosmetic Subjects: Globalization; International operations; Market entry; Marketing strategy Academic Discipline: Competitive strategy Product Description: Suh Kyung-Bae, the President and CEO of AmorePacific, a South Korean cosmetics company, was an ardent globalizer. In its home market, AmorePacific had held off major multinational players such as L Oreal and Estee Lauder and had engaged them in markets around the world, from France to China. The case discusses the company's position and options in the Korean, French, U.S., and Chinese markets. To reach their aim to run one of the top 10 cosmetics companies in the world, with 4 billion in sales by 2015 (1.2 billion from outside Korea), company managers had to ensure that as a global company, AmorePacific amounted to more than the sum of its country parts — a challenge compounded by deep differences across countries. Related questions included: in which countries should AmorePacific focus invest resources and managerial emphasis and attention? How concerned should they be about the diversity of approaches being taken in the three major countries/regions? And what role did non-organic options — cquisitions or joint ventures — plan as a way of boosting international growth rates?    AMVESCAP in 1999   Add   View  26 pp.  Case Author(s): Bradley, Stephen P.; Loonam, Kathleen Publication Date: 08/21/2000 Product Type: Case (Field) Product Description: Deals with the problems faced by a major mutual fund company as it attempts to respond to the threats and opportunities posed by the explosion of the Internet and the changing landscape of retail financial services. Teaching Purpose: To analyze the impact of the Internet on the structure of the mutual fund segment of financial services. HBS Number: 9-701-016 Geographic Setting: Atlanta, GAIndustry Setting: mutual fundsNumber of Employees: 5,000 Event Year Start: 1999Event Year End: 1999 Subjects: Electronic commerce; Financial services; Internet; Mutual funds Academic Discipline: Competitive strategy    An Alternative Approach to Making Strategic Choices   Add     8 pp.  Case Author(s): Rivkin, Jan W. Publication Date: 12/11/2001 Revision Date: 02/06/2006 Product Type: Note Product Description: Summarizes some of the pitfalls of conventional strategic planning processes and proposes an alternative approach to making strategic choices. HBS Number: 9-702-433 Subjects: Strategic planning; Academic Discipline: Competitive strategy    Analyzing Relative Costs   Add   View  13 pp.  Case Author(s): Halaburda, Hanna; Rivkin, Jan W. Publication Date: 10/26/2007 Product Type: Note HBS Number: 9-708-462 Subjects: Competitive advantage; Competitive strategy; Cost analysis; Quantitative analysis Academic Discipline: Competitive strategy Product Description: Introduces students to the technique of relative cost analysis, a core technique of strategists. Among the intricate quantitative analyses that strategists undertake, relative cost analysis may be the most common. The goal of a relative cost analysis is simply to estimate how a company's costs compare to a rival's. Companies examine relative costs for a host of reasons: to anticipate how a rival is likely to react to a price change; to predict how a price war may evolve; to test whether a cost advantage it believes it has is real and sustainable; to decide how low a company must bid in order to win a competitive contract from a rival; to identify opportunities for internal cost reduction; to estimate, in the context of an acquisition, how much the costs of an acquired company might be reduced and what a reasonable price might be for the company; and so forth.    Analyzing Relative Costs   Add   View  15 pp.  Case Author(s): Halaburda, Hanna; Rivkin, Jan W. Publication Date: 10/26/2007 Revision Date: 01/05/2009 Product Type: Note HBS Number: 708462 Subjects: Competitive advantage; Competitive strategy; Cost analysis; Quantitative analysis Academic Discipline: Competitive strategy Product Description: Introduces students to the technique of relative cost analysis, a core technique of strategists. Among the intricate quantitative analyses that strategists undertake, relative cost analysis may be the most common. The goal of a relative cost analysis is simply to estimate how a company's costs compare to a rival's. Companies examine relative costs for a host of reasons: to anticipate how a rival is likely to react to a price change; to predict how a price war may evolve; to test whether a cost advantage it believes it has is real and sustainable; to decide how low a company must bid in order to win a competitive contract from a rival; to identify opportunities for internal cost reduction; to estimate, in the context of an acquisition, how much the costs of an acquired company might be reduced and what a reasonable price might be for the company; and so forth.    Anduro Marketing: Internet Services vs. Software Sales   Add   View  14 pp.  Case Author(s): Munro, Malcolm ; Huff, Sid L. Publication Date: 09/28/2007 Product Type: Case Publisher: Ivey School of Bus/UWO HBS Number: 907A18 Geographic Setting: Canada Subjects: Internet marketing; Search engines; Software development Academic Discipline: Competitive strategy Product Description: Anduro Marketing is a Canadian company that sells technical services to companies wanting to improve their search engine website rankings. Though small, Anduro has attracted several major clients in both Canada and the United States, and expects steady profitability and growth. Anduro believes it can generate substantial additional profit by developing and selling a suite of software products that automate its technical service offerings. Anduro's managers must decide whether Anduro is better off staying with its current safe and profitable strategy or if Anduro should instead pursue a riskier but potentially more profitable software sales model. Several tough questions must be answered to determine whether the risk is worth the reward. The Anduro case provides an interesting description of an Internet technical/marketing services business and contrasts this with software sales.    Anheuser-Busch and the U.S. Brewing Industry   Add   View  23 pp.  Case McGahan, Anita Presents an analytical report on the company's competitive position and on the industry structure in 1991. Used to show how a company can generate value through steady, incremental investment over a long period in a business model tailored to the industry context. Also illustrates the challenges of market leadership. Teaching Purpose: Shows how enormous value may be created in a business that grows systematically rather than through risky investment in a few large-scale projects. HBS Number: 9-799-026 Type: Case (Library) Publication Date: 9/6/1998 Geographic Setting: United States Industry Setting: brewing Number of Employees: 20,000 Gross Revenues: $11 billion revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Beverages; Competition; Family owned businesses; Growth strategy; Industry structure; Organizational design; Strategy formulation Supplementary Materials: Teaching Note, (5-799-027), 28p, by Anita McGahan; Supplement (Library), (9-700-056), 5p, by Anita McGahan   Add     28 pp.  Teaching Note For use with 9-799-026 HBS Number: 5-799-027 Subjects: Beverages; Competition; Family owned businesses; Growth strategy; Industry structure; Organizational design; Strategy formulation    Anheuser-Busch in 1999   Add   View  5 pp.  Case Author(s): McGahan, Anita Publication Date: 09/28/1999 Product Type: Supplement (Library) Product Description: Designed as an in-class handout to update Anheuser-Busch and the U.S. Brewing Industry. Must be used with: (9-799-026) Anheuser-Busch and the U.S. Brewing Industry. HBS Number: 9-700-056 Subjects: Beverages; Competition; Family owned businesses; Growth strategy; Industry structure; Organizational design; Strategy formulation Academic Discipline: Competitive strategy    Anheuser-Busch Versus SABMiller: Bidding War in China’s Beer Industry   Add   View  17 pp.  Case Author(s): Tao, Zhigang; Dongya, Li Publication Date: 06/29/2005 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU411 Geographic Setting: China Industry Setting: Beer Event Year Start: 2006 Event Year End: 2006 Subjects: Competition; Competitive strategy; Expansio; nIndustry analysis; Joint ventures; Market analysis; Market entry; Mergers & Acquisitions; Subsidiaries Academic Discipline: Competitive strategy Product Description: An unprecedented bidding war for the Chinese fourth-largest beer maker, Haerbin Brewery, broke out between the world top two breweries — Anheuser-Busch and SABMiller. Presents the different strategies these companies adopted to enter Chinese market. Anheuser-Busch entered the Chinese market with its nearly fully owned subsidiary and promoted its own brand, Budweiser, whereas SABMiller knocked through the market with its joint venture with CRE. Its expansion in China came mostly through mergers — it did not introduce into the market its own world-famous brand. Anheuser-Busch, on the other hand, went down the acquisition road, first with Tsingtao and then with the Haerbin brewery. Learning Objective: To discuss issues related to capturing markets in the face of accelerated acquisition costs. Keyword    Title, Author, Case #, Etc.

Antitrust and Competitive Strategy from the 1990s to 2008 (Condensed)   Add   View  7 pp.  Case Author(s): McGahan, Anita Publication Date: 07/08/1996 Revision Date: 07/22/2009 Product Type: Note HBS Number: 797012 Subjects: Antitrust laws; Business government relations; Business policy; Competition; Industry analysis; Public policy; Strategy formulation Academic Discipline: Competitive strategy Product Description: Describes U.S. antitrust policy, including major judicial decisions and their impact on competitive strategy. Omits information on the history of antitrust policy and on the specific prohibitions of the various acts. May be used with: (795173) Microsoft Corp.'s Pricing Policies.    Antitrust and Competitive Strategy in the 1990s   Add   View  16 pp.  Case Author(s): McGahan, Anita Publication Date: 01/06/1995 Revision Date: 07/09/1996 Product Type: Note Product Description: Describes U.S. antitrust policy, including major judicial decisions and their impact on competitive strategy. May be used with: (9-795-133) Strategic Countermoves: Coca-Cola vs. Pepsi. HBS Number: 9-795-059 Subjects: Antitrust laws; Business government relations; Business policy; Competition; Industry analysis; Public policy; Strategy formulation Academic Discipline: Competitive strategy    Antitrust and Competitive Strategy in the 1990s (Condensed)   Add   View  7 pp.  Case Author(s): McGahan, Anita Publication Date: 07/08/1996 Product Type: Note Product Description: Describes U.S. antitrust policy, including major judicial decisions and their impact on competitive strategy. Omits information on the history of antitrust policy and on the specific prohibitions of the various acts. May be used with: (9-795-173) Microsoft Corp.'s Pricing Policies. HBS Number: 9-797-012 Subjects: Antitrust laws; Business government relations; Business policy; Competition; Industry analysis; Public policy; Strategy formulation Academic Discipline: Competitive strategy    AOL Europe vs. Freeserve (A)   Add   View  18 pp.  Case Author(s): Yoffie, David B.; Kwak, Mary Publication Date: 08/14/2002 Revision Date: 12/04/2002 Product Type: Case (Library) Product Description: AOL Europe must decide how to respond to Freeserve, a free ISP that has signed up 1.6 million British customers in its first 6 months. After becoming the leading ISP in the United States, AOL has formed a joint venture with Bertelsmann to expand into Europe. By early 1999, the new company, AOL Europe, has 2.6 million subscribers, but it has fallen behind the market leaders in Germany, France, and now, the United Kingdom. This case asks how AOL Europe should respond to the Freeserve challenge and provides information on the economics of ISPs, AOL, Europe's history and growth, and the U.K. regulatory environment to help students frame their responses. Teaching Purpose: To help students analyze the concept of leverage in judo strategy. A rewritten version of an earlier case. HBS Number: 9-703-409 Geographic Setting: United KingdomIndustry Setting: ISPNumber of Employees: 2,000Gross Revenues: $750 million revenues Event Year Start: 1998Event Year End: 1999 Subjects: Competition; Europe; Globalization; Internet; Joint ventures; United Kingdom Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Library), (9-703-410), 5p, by David B. Yoffie, Mary Kwak; Supplement (Library), (9-703-411), 4p, by David B. Yoffie, Mary Kwak; Teaching Note, (5-703-444), 12p, by David B. Yoffie, Mary Kwak   Add     12 pp.  Teaching Note For use with 9-703-409 HBS Number: 5-703-444 Subjects: Competition; Europe; Globalization; Internet; Joint ventures; United Kingdom    AOL Europe vs. Freeserve (B)   Add   View  5 pp.  Case Author(s): Yoffie, David B.; Kwak, Mary Publication Date: 08/14/2002 Revision Date: 12/04/2002 Product Type: Supplement (Library) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-703-409) AOL Europe vs. Freeserve (A). HBS Number: 9-703-410 Subjects: Competition; Europe; Globalization; Internet; Joint ventures; United Kingdom Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-703-444), 12p, by David B. Yoffie, Mary Kwak   Add     12 pp.  Teaching Note For use with 9-703-410 HBS Number: 5-703-444 Subjects: Competition; Europe; Globalization; Internet; Joint ventures; United Kingdom    AOL Europe vs. Freeserve (C)   Add   View  4 pp.  Case Author(s): Yoffie, David B.; Kwak, Mary Publication Date: 08/14/2002 Product Type: Supplement (Library) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-703-409) AOL Europe vs. Freeserve (A). HBS Number: 9-703-411 Subjects: Competition; Europe; Globalization; Internet; Joint ventures; United Kingdom Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-703-444), 12p, by David B. Yoffie, Mary Kwak   Add     12 pp.  Teaching Note For use with 9-703-411 HBS Number: 5-703-444 Subjects: Competition; Europe; Globalization; Internet; Joint ventures; United Kingdom    AOL Time Warner Merger   Add   View  21 pp.  Case Author(s): Bradley, Stephen P.; Sandoval, Matthew Publication Date: 09/15/2000 Product Type: Case (Library) Product Description: (No longer available from HBS.) HBS Number: 9-701-036 Geographic Setting: United StatesIndustry Setting: Internet and mediaNumber of Employees: 88,500 Subjects: Internet; Mergers & acquisitions; New economy; Telecommunications industry Academic Discipline: Competitive strategy    AOL Time Warner, Inc.   Add   View  29 pp.  Case Author(s): Bradley, Stephen P.; Sullivan, Erin E. Publication Date: 03/12/2002 Revision Date: 06/23/2005 Product Type: Case (Library) Product Description: AOL Time Warner, which has been billed as the ``first fully integrated media and communications company of the Internet Century,'' raises the fundamental question of how value will be created and captured by the merger of AOL and Time Warner. This case describes just how different AOL was from Time Warner in strategy, culture, and execution, and permits a thorough analysis of how value is proposed to be created through capturing synergies within the new company. The discussion of synergies is divided into three levels: tactical, strategic, and transformational. The key question to address is whether a merger of this sort is the most effective way to create value or whether contracting and other mechanisms is equally good or perhaps superior. A rewritten version of an earlier case. HBS Number: 9-702-421 Geographic Setting: United States Industry Setting: Internet & online services industries; Media Number of Employees: 88,500 Event Year Start: 2000 Event Year End: 2001 Subjects: Internet; Mergers & Acquisitions; New economy Academic Discipline: Competitive strategy    Apollo Hospitals—First-World Health Care at Emerging-Market Prices   Add   View  20 pp.  Case Author(s): Oberholzer-Gee, Felix; Khanna, Tarun; Knoop, Carin-Isabel Publication Date: 10/07/2005 Revision Date: 06/26/2007 Product Type: Case (Field) HBS Number: 9-706-440 Geographic Setting: India; Thailand; United States Industry Setting: Health care industry Number of Employees: 10,000 Gross Revenues: $115 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Competitive advantage; Corporate strategy; Emerging markets; Foreign direct investment; Globalization; Hospitals; Regulations; Vertical integration Academic Discipline: Competitive strategy Product Description: The Apollo Hospitals Group, one of Asia's premier health care organizations, had come to rival the best health care organizations on the globe. Apollo offered advanced medical procedures, such as cardiac surgery using the beating heart technique, at very high levels of quality but at a fraction of the cost of hospitals in the West. Apollo's managers must decide how best to capitalize on the group's remarkable medical capabilities. One option was to bet on global medical tourism by trying to attract patients from Asia and worldwide needing advanced medical procedures. Thailand had set the example for medical tourism and attracted more than one million patients a year, most of them undergoing plastic surgery. Another option Apollo considered was to build and manage hospitals abroad.    Apple Computer — 1992   Add   View  22 pp.  Case Author(s): Yoffie, David B. Publication Date: 04/15/1992 Revision Date: 08/22/1994 Product Type: Case (Field) Product Description: In 1992, Apple received the only profitable standard other than IBM/Microsoft/Intel in the PC industry. The case examines Apple's dilemma of how to retain its profitability as the structure of the industry deteriorates. Apple's CEO poses the critical question: Can Apple shape the PC industry for the 1990s? May be used with: (9-794-100) Apple Computer in China--1993. HBS Number: 9-792-081 Geographic Setting: United States Industry Setting: computers Company Size: Fortune 500 Number of Employees: 12,000 Gross Revenues: $7 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (9-795-061), 4p, by David B. Yoffie, Takia Mahmood; Supplement (Field), (9-795-073), 2p, by David B. Yoffie, Takia Mahmood; Supplement (Field), (9-796-126), 6p, by David B. Yoffie; Supplement (Field), (9-797-098), 6p, by David B. Yoffie; Teaching Note, (5-792-098), 17p, by David B. Yoffie; Case Video, (9-793-507), 6 min, by David B. Yoffie; Supplement (Library), (9-798-099), 6p, by David B. Yoffie   Add     17 pp.  Teaching Note For use with 9-792-081 HBS Number: 5-792-098 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation    Apple Computer — 1995 (A)   Add   View  4 pp.  Case Author(s): Yoffie, David B.; Mahmood, Takia Publication Date: 01/06/1995 Revision Date: 03/29/1995 Product Type: Supplement (Field) Product Description: Updates Apple Computer--1992. Summarizes the key strategic actions from 1992 to 1995 regarding PCs, the PowerMac, multimedia, OS licensing, and alliances with IBM. Must be used with: (9-792-081) Apple Computer--1992. HBS Number: 9-795-061 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-795-136), 6p, by David B. Yoffie   Add     6 pp.  Teaching Note For use with 9-795-061 HBS Number: 5-795-136 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation    Apple Computer — 1995 (B): Competitor Updates   Add   View  2 pp.  Case Author(s): Yoffie, David B.; Mahmood, Takia Publication Date: 01/06/1995 Revision Date: 02/16/1995 Product Type: Supplement (Field) Product Description: Updates Apple Computer--1992. Summarizes the key strategic actions of Compaq, Intel, and Microsoft. Must be used with: (9-792-081) Apple Computer--1992. HBS Number: 9-795-073 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-795-136), 6p, by David B. Yoffie   Add     6 pp.  Teaching Note For use with 9-795-073 HBS Number: 5-795-136 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation    Apple Computer — 1996   Add   View  6 pp.  Case Author(s): Yoffie, David B. Publication Date: 02/20/1996 Revision Date: 12/03/1996 Product Type: Supplement (Field) Product Description: Updates Apple Computer--1992. Must be used with: (9-792-081) Apple Computer--1992. HBS Number: 9-796-126 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-798-033), 5p, by David B. Yoffie   Add     5 pp.  Teaching Note For use with 9-796-126 HBS Number: 5-798-033 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation    Apple Computer — 1997   Add   View  6 pp.  Case Author(s): Yoffie, David B. Publication Date: 02/13/1997 Revision Date: 09/08/1997 Product Type: Supplement (Field) Product Description: Updates Apple Computer--1992. Must be used with: (9-792-081) Apple Computer--1992. HBS Number: 9-797-098 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-798-033), 5p, by David B. Yoffie   Add     5 pp.  Teaching Note For use with 9-797-098 HBS Number: 5-798-033 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation    Apple Computer — 1998   Add   View  6 pp.  Case Author(s): Yoffie, David B. Publication Date: 04/22/1998 Revision Date: 03/26/1999 Product Type: Supplement (Library) Product Description: Updates Apple Computer--1992. Must be used with: (9-792-081) Apple Computer--1992. HBS Number: 9-798-099 Geographic Setting: Industry Setting: Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-798-033), 5p, by David B. Yoffie   Add     5 pp.  Teaching Note For use with 9-798-099 HBS Number: 5-798-033 Subjects: Computer industry; Corporate strategy; Industry analysis; Strategy formulation    Apple Computer — 1999   Added   View  22 pp.  Case Author(s): Yoffie, David B.; Kwak, Mary Publication Date: 03/29/1999 Revision Date: 05/24/1999 Product Type: Case (Library) Product Description: In 1980, Apple was the leader of the PC industry, but by 1999 it had suffered heavy losses at the hands of the Wintel camp. This case examines Apple's efforts to create sustainable competitive advantage as the PC industry evolves. After discussing Apple's history and past strategic moves (1977-99), the case poses the question: Can Steve Jobs make Apple “insanely great'' again? Teaching Purpose: To teach industry analysis and problems in sustaining competitive advantage. This case can be used in place of Apple Computer--1992. HBS Number: 9-799-108 Geographic Setting: Global Industry Setting: personal computers Company Size: Fortune 500 Number of Employees: 6,700 Gross Revenues: $6 billion revenues Event Year Start: 1977 Event Year End: 1999 Subjects: Competitive advantage; Computer industry; Corporate strategy; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-799-150), 9p, by David B. Yoffie, Mary Kwak   Add     9 pp.  Teaching Note For use with 9-799-108 HBS Number: 5-799-150 Subjects: Competitive advantage; Computer industry; Corporate strategy; Industry analysis; Strategy formulation    Apple Computer, 2005   Added   View  9 pp.  Case Author(s): Yoffie, David B.; Mack, Barbara J. Publication Date: 01/06/2005 Revision Date: 08/04/2005 Product Type: Case (Library) Product Description: Apple has reaped the benefits of its innovative music player, the iPod. However, its PC and server business continue to hold small market share relative to the worldwide computer market over the past few years. Will the iPod lure new users to the Mac? Will Apple be able to produce another cutting-edge device quickly? HBS Number: 9-705-469 Geographic Setting: United States Industry Setting: Computer industry; Consumer electronics Number of Employees: 11,695 Gross Revenues: $8.2 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Computer systems; Innovation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-702-473), 12p, by David B. Yoffie   Add     12 pp.  Teaching Note For use with 9-705-469 HBS Number: 5-702-473 Subjects: Computer industry; Computer systems; Consumer electronics; Entertainment industry; Innovation    Apple Computer, 2006   Added   View  32 pp.  Case Author(s): Yoffie, David B.; Slind, Michael Publication Date: 04/12/2006 Revision Date: 05/30/2007 Product Type: Case (Library) HBS Number: 9-706-496 Geographic Setting: Cupertino, CA Industry Setting: Consumer electronics; Music industry; Online information services; Personal computer industry Number of Employees: 16,820 Gross Revenues: $13.9 billion revenues Event Year Start: 1976 Event Year End: 2006 Subjects: Business history; Business models; Corporate strategy; Industry analysis; Operating systems; Strategy formulation; Strategy implementation; Sustainability; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-706-513), 11p, by David B. Yoffie Product Description: Apple has reaped the benefits of its innovative music player, the iPod. However, its PC and server business continue to hold small market share relative to the worldwide computer over the past few years. Will the iPod lure new users to the Mac? Will Apple be able to produce another cutting-edge device quickly? May be used with: (9-702-469) Apple Computer — 2002; (9-705-469) Apple Computer, 2005.   Added     11 pp.  Teaching Note HBS Number: 5-706-513 For use with 9-706-496    Apple Computer, Inc.: Think Different, Think Online Music   Add   View  24 pp.  Case Author(s): Hennessy, Julie; Najjar, Andrei Publication Date: 01/01/2004 Product Type: Case (Pub Mat) Publisher: Kellogg School of Management Product Description: Focuses on Apple Computer's launch of iTunes and iPod in an effort to give Wintel users a vehicle for having a relationship with Apple. Deals with issues of brand equity, corporate and brand goal setting, target selection, and matching product and service characteristics with goals and targets. Also provides a vehicle for a discussion of channel partners, their interests, and their impact on the likely success/failure of a strategy. HBS Number: 9-KEL-065 Geographic Setting: United States Industry Setting: Consumer electronics Event Year Start: 2003 Event Year End: 2003 Subjects: Brand equity; Brands; Consumer marketing; Distribution channels; New product marketing; Product design; Product development Academic Discipline: Competitive strategy    Apple Computer—2002   Added   View  24 pp.  Case Author(s): Yoffie, David B.; Wang, Yusi Publication Date: 03/22/2002 Revision Date: 10/20/2005 Product Type: Case (Library) Product Description: In 1980, Apple was the leader of the personal computer industry, but by 2002 it had suffered heavy losses at the hands of the Wintel camp. This case examines Apple's strategic moves as the PC industry evolves in the 21st century and poses the question: Can Steve Jobs make Apple ``insanely great'' again? HBS Number: 9-702-469 Geographic Setting: Global Industry Setting: Personal computer industry Company Size: Fortune 500 Number of Employees: 9,600 Gross Revenues: $5.4 billion revenues Event Year Start: 1977 Event Year End: 2002 Subjects: Competitive advantage; Corporate strategy; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-702-473), 12p, by David B. Yoffie   Added     10 pp.  Teaching Note For use with 9-702-469 HBS Number: 5-702-473 Subjects: Competitive advantage; Computer industry; Corporate strategy; Industry analysis; Personal computers; Strategy formulation    Apple Inc., 2008   Added   View  32 pp.  Case Author(s): Yoffie, David; Slind, Michael Publication Date: 02/29/2008 Revision Date: 09/08/2008 Product Type: Case (Library) HBS Number: 708480 Industry Setting: Personal computer industry Number of Employees: 23,700 Gross Revenues: $24 billion Event Year Start: 1976 Event Year End: 2008 Subjects: Computers; Corporate strategy; Electronics; Operating systems; Strategy formulation; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (708493), 13p, by David Yoffie, Michael Slind Product Description: In January 2007, three decades after its incorporation, Apple Computer shed the second word in its name and became Apple Inc. With that move, the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac sales remained vital to Apple's future, but they now accounted for less than half of its total revenue. The company's line of iPod media players, its iTunes online content store and its newly launched iPhone mobile handset business made up increasingly large shares of its operations. In early 2008, on the strength of sky-rocketing sales in those areas and by resurgent sales of Macintosh products, Apple's revenues and its stock price reached record levels. The case explores the sustainability of Apple's current business model, one that positioned the company simultaneously in the PC industry and the consumer electronics industry. While Apple enjoyed a high market share in digital media players and in online music sales, it remained a niche player in the worldwide PC industry. The case examines the history of Apple's strategic moves under the leadership of CEOs Jobs, Sculley, Spindler, Amelio, and (again) Jobs; places those moves in the context of structural features of the evolving PC industry; and covers the iPod and iPhone businesses at co    Arauco (A) and (B), Teaching Note   Add     28 pp.  Teaching Note Author(s): Casadesus-Masanell, Ramon; Tarzijan, Jorge; Mitchell, Jordan Publication Date: 10/18/2005 Revision Date: 07/28/2008 Product Type: Teaching Note HBS Number: 706439 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (705474) Arauco (A): Forward Integration or Horizontal Expansion?.    Arauco (A): Forward Integration or Horizontal Expansion?   Add   View  34 pp.  Case Author(s): Casadesus-Masanell, Ramon; Tarzijan, Jorge; Mitchell, Jordan Publication Date: 02/15/2005 Revision Date: 03/25/2009 Product Type: Color Case HBS Number: 705474 Geographic Setting: Chile Industry Setting: Forest products industry Number of Employees: 4,000 Gross Revenues: $1.5 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Competitive advantage; Corporate strategy; Decision making; Expansion; Vertical integration Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (709416), 7p, by Ramon Casadesus-Masanell; Teaching Note, (706439), 28p, by Ramon Casadesus-Masanell, Jorge Tarzijan, Jordan Mitchell Product Description: Celulosa Arauco is a major Chilean producer of market pulp and wood products. Owning over 1.2 million hectares of forest in Chile, Argentina, and Uruguay, the company's key advantage is the ideal growing conditions in which the company's forests are located. As of early 2004, Arauco is the third largest producer of market pulp (pulp sold on the open market) and is considering increasing its capacity, tying it with Brazilian competitor Aracruz as the world's largest producer. The first phase of the project has been approved by the board of directors and includes a sawmill, plywood mill, and energy complex valued at $120 million. Now, Alejandro Perez, Arauco's president and CEO, is seeking approval for the second phase of the project, which would include the company's sixth market pulp plant at a cost of $1.2 billion. Perez's concerns about the volatility of market prices for the past three years led the company to diversify into wood products like panels, medium-density fiberboard, and other remanufactured wood products. These divisions are highly successful and currently account for approximately 50% of Arauco's revenues. Perez is debating whether the compa    Arauco (B): “Papel” in Brazil   Add   View  7 pp.  Case Author(s): Casadesus-Masanell, Ramon Publication Date: 07/24/2008 Revision Date: 09/10/2009 Product Type: Supplement (Field) HBS Number: 709416 Subjects: Competitive advantage; Corporate strategy; Decision making; Expansion; Vertical integration Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (706439), 28p, by Ramon Casadesus-Masanell, Jorge Tarzijan, Jordan Mitchell Product Description: An abstract is not available for this product. Must be used with: (705474) Arauco (A): Forward Integration or Horizontal Expansion?.    Arborite   Add   View  23 pp.  Case Author(s): McGahan, Anita Publication Date: 03/25/1996 Revision Date: 02/14/2006 Product Type: Case (Field) Product Description: Describes the competitive position of Arborite, a Canadian manufacturer of high-pressure laminates (HPL) (a product sold under the Formica name in the United States). Arborite's market share has slipped, and a new general manager must evaluate whether a change in strategy is warranted. Provides detailed information for Arborite and its competitors on the costs of performing the activities necessary to manufacture and market HPL. HBS Number: 9-796-146 Geographic Setting: Canada Industry Setting: Laminate Event Year Start: 1987 Event Year End: 1987 Subjects: Activity based costing; Competition; Cost analysis; Economic analysis; Industry analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Spreadsheet), (9-703-752), 0p, by Anita McGahan; Teaching Note, (5-798-060), 25p, by Anita McGahan   Add     25 pp.  Teaching Note For use with 9-796-146 HBS Number: 5-798-060 Subjects: Activity based costing; Competition; Cost analysis; Economic analysis; Industry analysis; Strategy formulation    Arcelik Home Appliances: International Expansion Strategy   Add   View  19 pp.  Case Author(s): Ghemawat, Pankaj; Thomas, Catherine Publication Date: 02/17/2005 Revision Date: 08/11/2008 Product Type: Case (Field) HBS Number: 705477 Geographic Setting: Turkey Industry Setting: Appliance industry Number of Employees: 10,000 Gross Revenues: $2.4 billion Event Year Start: 2003 Event Year End: 2004 Subjects: Appliances; Expansion; International business; International management; Strategy formulation Academic Discipline: Competitive strategy Product Description: The Turkish home appliances firm Arcelik is revisiting its growth strategy. Options for growth include continuing to promote currently owned brands in international markets, acquiring new brands, expanding OEM or private-label contracts, and/or diversifying into other businesses within Turkey. Details Arcelik's position within various markets and relevant features of the home appliances industry.    Archer Daniels Midland: Direction and Strategy   Add   View  29 pp.  Case Goldberg, Ray A.; Urban, Thomas N., III Sets out the strategy and competitive competencies of one of the leading grain trade and processing companies in the world. An overview of the company's innovations in corn and oilseed by-products is provided. The strategy of the firm is to add by-products to corn, soybeans, and wheat processing so that they become part of a food, feed, fuel, and pharmaceutical industry complex. Teaching Purpose: Adding value to three major crops to broaden the use of these products to supply not only food and feed industries but the energy and pharmaceutical industries as well. HBS Number: 9-597-039 Type: Case (Field) Publication Date: 2/20/1997 Geographic Setting: United States/global Industry Setting: grain processing Company Size: Fortune 500 Number of Employees: 15,000 Gross Revenues: $12 billion revenues Event Year Start: 1995 Event Year End: 1996 Subjects: Agriculture; Commodity markets; Innovation    Arcor: Global Strategy and Local Turbulence   Add   View  38 pp.  Case Author(s): Ghemawat, Pankaj; Rukstad, Michael G.; Illes, Jennifer L. Publication Date: 11/13/2003 Revision Date: 11/29/2005 Product Type: Case (Field) Product Description: Argentine confectionery manufacturer, Arcor Group, seeks to implement an international strategy but in 2003, recovering from the Argentine financial crisis, thwarts globalization plans. Already Latin America's leading candy producer and an exporter to over 100 countries, Arcor analyzes how it can become truly global with production facilities and distribution networks in various regions, such as North America, Europe, and Asia. First, however, Arcor must stabilize its operations at home, where a devalued peso, economic uncertainty, and political instability still linger from the devastating financial crisis. HBS Number: 9-704-427 Geographic Setting: Argentina; Global Industry Setting: Candy & confectionary industry Number of Employees: 13,000 Gross Revenues: $1 billion revenues Event Year Start: 1998 Event Year End: 2003 Subjects: Crisis management; Decision making; Food; Globalization; International operations; Strategy formulation; Uncertainty Academic Discipline: Competitive strategy    Arcor: Global Strategy and Local Turbulence (Abridged)   Add   View  25 pp.  Case Author(s): Illes, Jennifer L.; Ghemawat, Pankaj; Rukstad, Michael G. Publication Date: 07/01/2009 Product Type: Case (Field) HBS Number: 710407 Geographic Setting: Argentina; Latin America Industry Setting: Candy & confectionary industry; Chocolate industry Number of Employees: 13,000 Gross Revenues: US$ 1 Billion Event Year Start: 1998 Event Year End: 2003 Subjects: Crisis management; Global business; Globalization; International operations; Strategy formulation Academic Discipline: Competitive strategy Product Description: Argentine confectionery manufacturer, Arcor Group, seeks to implement an international strategy but in 2003, recovering from the Argentine financial crisis, thwarts globalization plans. Already Latin America's leading candy producer and an exporter to over 100 countries, Arcor analyzes how it can become truly global with production facilities and distribution networks in various regions, such as North America, Europe, and Asia. First, however, Arcor must stabilize its operations at home, where a devalued peso, economic uncertainty, and political instability still linger from the devastating financial crisis. May be used with: (704427) Arcor: Global Strategy and Local Turbulence.    Argos Soditic — The Kermel Proposal   Add   View  17 pp.  Case Author(s): Leleux, Benoit; Bourgeois, Henri Publication Date: 12/12/2003 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: In April 2002, Guy Semmens, a partner in Argos Soditic, has to decide whether to take the lead in the management buyout (MBO) of Kermel, a niche player in the specialty fiber market. Invites participants to consider an MBO from the perspective of the private equity investor and answer the following questions: What is the fair value of Kermel? How should you structure the deal to provide incentives for management while generating adequate returns? What would be the exit strategy? May be used with: (IMD207) Kermel's MBO -- April 2002; (IMD210) Alex de Werra at TCFG -- The Kermel Mandate. HBS Number: IMD209 Number of Employees: 29Gross Revenues: 251 million eurodollars under manag Event Year Start: 2002Event Year End: 2002 Subjects: Equity financing; Spinoffs; Strategy formulation; Switzerland; Textiles; Valuation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (IMD208), 16p, by Benoit Leleux    Arrow Electronics: The Schweber Acquisition   Add   View  24 pp.  Case Rosenbloom, Richard S.; Kaufman, Stephen P. The CEO of Arrow is about to negotiate the acquisition of a smaller competitor to achieve economies of scale. The case presents data to permit evaluation of prices to bid and negotiating strategy. HBS Number: 9-798-020 Type: Case (Field) Publication Date: 10/14/1997 Revision Date: 12/12/1997 Geographic Setting: United States Industry Setting: electronics distribution Number of Employees: 5,000 Gross Revenues: $1 billion revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Acquisitions; Corporate strategy; Electronics; Negotiations; Valuation    Asahi Glass Co.: Diversification Strategy   Add   View  22 pp.  Case Collis, David J.; Noda, Tsutomu Describes the history and diversification strategy of the Japanese manufacturer Asahi Glass Co. The company has diversified through internal growth, acquisition, and joint ventures from its origin in flat glass to a broad glass-materials, chemical, and electronics manufacturer. It has also vertically integrated and expanded internally to become the leading global glass manufacturer. In 1993, Asahi Glass is reviewing its future direction, particularly whether it should divest its electronics business. Teaching Purpose: An ideal first treatment of all the issues involved in diversification. Specifically, enables students to investigate the logic, the appropriate direction, and the desirable mode of diversification. HBS Number: 9-794-113 Type: Case (Field) Publication Date: 2/24/1994 Revision Date: 4/14/1995 Geographic Setting: Tokyo, Japan Industry Setting: glass manufacturing Number of Employees: 9,924 Gross Revenues: 2.3 billion Yen Event Year Start: 1993 Event Year End: 1993 Subjects: Acquisitions; Corporate strategy; Diversification; Glass & glassware industry; International business; Japan; Vertical integration Supplementary Materials: Teaching Note, (5-795-150), 13p, by David J. Collis   Add     11 pp.  Teaching Note For use with 9-794-113 HBS Number: 5-795-150 Subjects: Acquisitions; Corporate strategy; Diversification; Glass & glassware industry; International business; Japan; Vertical integration    Asahi’s Single-Brand Strategy   Add   View  4 pp.  Case Author(s): Besanko, David; Imada, Takatoshi Publication Date: 01/01/2004 Product Type: Case (Pub Mat) HBS Number: KEL003 Geographic Setting: Japan Industry Setting: Beer Event Year Start: 1999 Event Year End: 1999 Subjects: Brands; Competitive strategy; Economics; Prices; Product introduction Academic Discipline: Competitive strategy Product Description: In early 2000, Asahi's senior management was under considerable pressure to launch its own brand of happoshu, a low-end form of beer that enjoyed certain tax benefits under Japanese law. Unlike its major rivals, all of whom had launched happoshu brands in the previous few years, Asahi steadfastly refused to enter the happoshu category. Learning Objective: To explore the economic logic of Asahi's strategy. To study how the entry of a new product affects price competition across two closely related product categories (beer and happoshu) and how an anticipated change in price competition might affect the economics of the launch decision.    Asociacion Colombiana de Industrias Plasticas (Acoplasticos)   Add   View  6 pp.  Case Author(s): Porter, Michael E.; Emmons, Willis Publication Date: 02/03/2003 Revision Date: 03/23/2006 Product Type: Case (Field) Product Description: Acoplasticos was established in 1961 as a lobbying group for Colombia's major plastics manufacturing companies. In the early 1980s, the organization shifted its focus toward improving the productivity of the Colombian plastics and rubber cluster, which also included certain petrochemical, manmade fiber, paint, and ink industries. Over time, the organization's activities expanded to include cluster technology upgrading, training, trade fair production, joint procurement, and information collection and dissemination. Despite significant improvement in the performance of the Colombian plastics and rubber cluster during the 1990s, however, Executive Director Carlos Garay was concerned about the challenging economic and political environment in 2002. May be used with: (9-703-436) Institutions for Collaboration, Overview; (9-703-438) Centre Suisse d'Electronique et de Microtechnique (CSEM). HBS Number: 9-703-437 Geographic Setting: Colombia Industry Setting: Plastics industry; Rubber industry Number of Employees: 22 Gross Revenues: $400,000 revenues Event Year Start: 1961 Event Year End: 2002 Subjects: Developing countries; Lobbying; Manufacturing; National competitiveness; Productivity; R&D; Technology Academic Discipline: Competitive strategy    AstraZeneca, Prilosec, and Nexium: Case Supplement   Add   View  11 pp.  Case Author(s): Conley, James G.; Wolcott, Robert C.; Wong, Eric Publication Date: 01/01/2006 Product Type: Supplement (Field) HBS Number: KEL335 Subjects: Global business; Innovation; Leadership; Patents; Strategy; Trademarks Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (KEL334) AstraZeneca, Prilosec, and Nexium: Strategic Challenges in the Launch of a Second-Generation Drug.    AstraZeneca, Prilosec, and Nexium: Strategic Challenges in the Launch of a Second-Generation Drug   Add   View  20 pp.  Case Author(s): Conley, James G.; Wolcott, Robert C.; Wong, Eric Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL334 Industry Setting: Pharmaceutical industry; Regulated industries Subjects: Global business; Innovation; Patents; Strategy; Trademarks Academic Discipline: Competitive strategy Product Description: Tom McKillop, CEO of AstraZeneca, faced the classic quandary of large pharmaceutical firms. Within the year, the firm's patent for Prilosec (active ingredient omeprazole) was expiring. Prilosec was a US$6.2 billion/year blockbuster that revolutionized the treatment of chronic gastro-esophageal reflux disorders (GERD). Severe cost-based competition from generic drug manufacturers was, however, inevitable. Patent expirations were nothing new for the US$15.8 billion in revenues drug firm. AstraZeneca had Nexium, an improvement on the original Prilosec molecule, in the pipeline. Ideally, it would like to move brand-loyal Prilosec customers to Nexium. Additionally, the company had the opportunity to introduce its own version of generic omeprazole, hence becoming the first mover in the generic segment, and/or introduce an over-the-counter (OTC) version of omeprazole. Tactically, AstraZeneca would like to use regulatory incentives and intellectual property rights to strengthen its competitive position. How could the company use its entire portfolio of intellectual properties — including patents and trademarks — to actively manage the priced-based competition and achieve a revenue growth strategy in the GERD market?    Asymmetric Digital Subscriber Line: Prospects in 1997   Add   View  23 pp.  Case Burgelman, Robert A.; Tzuo, Tien Examines this broadband technology. HBS Number: SM69 Type: Case (Field) Publication Date: 8/1/1997 Geographic Setting: United States Industry Setting: telecommunications Event Year Start: 1997 Event Year End: 1997 Subjects: Industry analysis; Infrastructure; Telecommunications Publisher: Stanford University    Asymmetric Information: Market Failures, Market Distortions and Market Solutions   Add   View  7 pp.  Case Author(s): Corts, Kenneth S. Publication Date: 03/27/1997 Product Type: Note Product Description: Presents a conceptual framework for thinking about markets characterized by asymmetric information. Presents the standard economic analysis of "the lemons problem," and demonstrates how asymmetric information may lead to market inefficiencies and alter the distribution of surplus. Then discusses the potential to overcome these problems through credible signals of quality, illustrated by the example of education as a signal in labor markets. Concludes by briefly discussing the incentives of firms to screen consumers in order to price discriminate or to target particularly profitable consumer groups. HBS Number: 9-797-100 Subjects: Economic analysis; Market analysis Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-797-101), 8p, by Kenneth S. Corts   Add     8 pp.  Teaching Note For use with 9-797-100 HBS Number: 5-797-101 Subjects: Economic analysis; Market analysis    AT&T China (A)   Add   View  24 pp.  Case Author(s): Roberts, D. John; Li, Eric; Li, Gabriel Publication Date: 02/01/1998 Revision Date: 07/01/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: SM30A Geographic Setting: China Industry Setting: Telecommunications industry Number of Employees: 312,000 Gross Revenues: $65 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: International business; International trade; Organizational design; Strategy formulation; Telecommunications Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (SM30B), 4p, by D. John Roberts, Eric Li, Gabriel Li; Supplement (Field), (SM30C), 3p, by D. John Roberts, Gabriel Li Product Description: An agreement signed in 1993 allowed AT&T to re-enter the Chinese telecommunications equipment market. Bill Warwick, the CEO of AT&T China, faces three interrelated challenges in building a business there. The first is how to compete with established, lower-cost rivals in a market with fierce price competition. Second is how to achieve coordination among AT&T's very independent business units to serve the Chinese market. Third is what role to take in the debate about linking renewal of China's most-favored-nation status to its human rights record. In the background is the issue of whether AT&T ought to be in China.    AT&T China (B)   Add   View  4 pp.  Case Author(s): Roberts, D. John; Li, Eric; Li, Gabriel Publication Date: 02/01/1998 Revision Date: 07/01/2007 Product Type: Supplement (Field) Publisher: Stanford University HBS Number: SM30B Geographic Setting: China Industry Setting: Telecommunications industry Subjects: International business; International trade; Organizational design; Strategy formulation; Telecommunications Academic Discipline: Competitive strategy Product Description: Supplements the (A) case. Must be used with: (SM30A) AT&T China (A).    AT&T China (C)   Add   View  3 pp.  Case Author(s): Roberts, D. John; Li, Gabriel Publication Date: 02/01/1998 Revision Date: 07/01/2007 Product Type: Supplement (Field) Publisher: Stanford University HBS Number: SM30C Geographic Setting: China Industry Setting: Telecommunications industry Subjects: International business; International trade; Organizational design; Strategy formulation; Telecommunications Academic Discipline: Competitive strategy Product Description: Supplements the (A) case. Must be used with: (SM30A) AT&T China (A).    Atlas Electrica: International Strategy   Add   View  17 pp.  Case Author(s): Porter, Michael E.; Condo, Arturo Publication Date: 11/07/2003 Revision Date: 05/03/2006 Product Type: Case (Field) Product Description: Atlas must decide whether to acquire La Indeca, increasing its Central American presence, or to focus on larger Latin American markets where higher growth is possible. In the year 2000, Jorge Rodriguez was in charge of Atlas Electrica, the largest home appliance firm in Central America. Although it had almost doubled its sales in the 1990s, by the end of the decade Atlas was experiencing a declining market share in its home region and facing increasing competition from outside the region, especially from Mexican and Korean multinationals. At the time, Atlas' main competitor in Central America, El Salvador-based Indeca, was up for sale. Atlas Electrica, based in Costa Rica, served more than a dozen Latin American countries. Since its establishment in 1961, it had served Central American markets with different types of home appliances, later focusing on white-goods for middle-income segments of Central American consumers. In the mid-1990s, through a strategic alliance with Sweden's AG Electrolux, Atlas had expanded to Latin American markets beyond Central America. HBS Number: 9-704-435 Industry Setting: Appliance industry Number of Employees: 850 Gross Revenues: $43 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Alliances; Competitive advantage; Developing countries; Emerging markets; Globalization Academic Discipline: Competitive strategy    Atlas Electrica: International Strategy   Add   View  17 pp.  Case Author(s): Porter, Michael E.; Condo, Arturo Publication Date: 11/07/2003 Revision Date: 05/06/2008 Product Type: Case (Field) HBS Number: 704435 Industry Setting: Appliance industry Number of Employees: 850 Gross Revenues: $43 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Alliances; Competitive advantage; Developing countries; Emerging markets; Globalization Academic Discipline: Competitive strategy Product Description: Atlas must decide whether to acquire La Indeca, increasing its Central American presence, or to focus on larger Latin American markets where higher growth is possible. In the year 2000, Jorge Rodriguez was in charge of Atlas Electrica, the largest home appliance firm in Central America. Although it had almost doubled its sales in the 1990s, by the end of the decade Atlas was experiencing a declining market share in its home region and facing increasing competition from outside the region, especially from Mexican and Korean multinationals. At the time, Atlas' main competitor in Central America, El Salvador-based Indeca, was up for sale. Atlas Electrica, based in Costa Rica, served more than a dozen Latin American countries. Since its establishment in 1961, it had served Central American markets with different types of home appliances, later focusing on white-goods for middle-income segments of Central American consumers. In the mid-1990s, through a strategic alliance with Sweden's AG Electrolux, Atlas had expanded to Latin American markets beyond Central America.    AtomFilms   Add   View  36 pp.  Case Author(s): Anand, Bharat N.; Pirmohamed, Taz Publication Date: 06/19/2001 Product Type: Case (Field) Product Description: Examines the evolution of AtomFilms -- one of the few companies that survived the spate of failures in digital entertainment in 2000 -- from the time of its founding in 1998 to its merger with Shockwave in December 2000. Within a short period of time, AtomFilms had built up a significant library of short films, a brand name identified with short-form content, and revenue sources from multiple offline distribution channels. Focuses on several key decisions facing Mika Salmi, the CEO: determining the company's future branding strategy, deciding on the allocation of resources between the online and offline parts of the business, structuring a deal with an emerging peer-to-peer network for audio-visual content, and managing relationships with several wireless companies for distributing short-form content. Finally, Salmi must decide on the strategy of the company post-merger and the implications of such a strategy on the organization of the company. Teaching Purpose: Examines strategic issues facing companies in digital entertainment and the impact of choice of strategy on the organization of a company post-merger. Can also be used to discuss the design of strategy in highly turbulent environments. HBS Number: 9-701-063 Geographic Setting: United StatesIndustry Setting: entertainmentGross Revenues: $5.8 million revenues Event Year Start: 1998Event Year End: 2000 Subjects: Competition; Entertainment industry; Organizational structure; Strategy formulation Academic Discipline: Competitive strategy    Aurolab: Bringing First-World Technology to the Third-World Blind   Add   View  17 pp.  Case Author(s): Rangan, V. Kasturi Publication Date: 03/01/2007 Revision Date: 03/24/2008 Product Type: Case (Field) HBS Number: 507061 Geographic Setting: India Industry Setting: Medical equipment & device industry Number of Employees: 250 Gross Revenues: $6 million revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Emerging markets; Nonprofits; Technological change Academic Discipline: Competitive strategy Product Description: Aurolab is the in-house producer of IOLs (required in cataract surgery) for the Aravind Eye Care System, a group of charity hospitals with the largest volume of eye surgery in the world. Aurolab's manufacturing capability and capacity had long exceeded the requirements of Aravind. With its impending move to a new, world-class facility, fundamental questions of strategic direction and mission fulfillment gained renewed attention among the organization's senior leaders.    Australia’s Investment 2000 Proposition   Add   View  25 pp.  Case Author(s): Enright, Michael J.; Lee, Andrew Publication Date: 08/15/2001 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Shortly after Sydney was declared as the site of the 2000 Summer Olympic Games, a public-private investment promotion partnership initiative, Investment 2000, was introduced to promote Australia as a business location in the Pacific Rim. The partnership, which included Westpac Banking Corp. (Australia's first bank and oldest public company), Telstra (Australia's largest telecommunication carrier), Invest Australia (the government's national investment agency), and the Department of State and Regional Development of New South Wales, sought to position Australia as a place with strategic proximity to Asian markets and to enhance its attractiveness as a foreign direct investment destination. Teaching Purpose: Focuses on specific Asian economies and on critical issues within those economies. Designed to help students understand the forces influencing the multinationals' strategies and investment patterns and how a country needs to structure its policies and incentives to encourage specific goals. HBS Number: HKU130 Geographic Setting: AustraliaIndustry Setting: trade and investment Event Year Start: 1999Event Year End: 1999 Subjects: Asia; Australia; Investments Academic Discipline: Competitive strategy    Australia’s Telstra Corp. (A): Going Public   Add   View  21 pp.  Case Sasser, W. Earl, Jr.; Knoop, Carin-Isabel; Reavis, Cate Frank Blount is named CEO of Telstra, Australia's state-owned telecommunications giant. In preparation for its 1997 IPO, he must reorganize the company from an inefficient public entity into a lean, customer-driven organization. Teaching Purpose: Change management in a regulatory setting. HBS Number: 9-899-209 Type: Case (Field) Publication Date: 3/17/1999 Geographic Setting: Australia Industry Setting: telecommunications Number of Employees: 55,000 Gross Revenues: $15.2 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Australia; Corporate strategy; Deregulation; Organizational change; Privatization; Telecommunications Supplementary Materials: Supplement (Library), (9-899-210), 2p, by W. Earl Sasser Jr., Carin-Isabel Knoop, Cate Reavis; Supplement (Field), (9-899-211), 3p, by W. Earl Sasser Jr., Carin-Isabel Knoop, Carlos Gonzalez; Teaching Note, (5-800-130), 9p, by W. Earl Sasser Jr., Carin-Isabel Knoop, Cate Reavis   Add     9 pp.  Teaching Note For use with 9-899-209 HBS Number: 5-800-130 Subjects: Australia; Corporate strategy; Deregulation; Organizational change; Privatization; Telecommunications    Australia’s Telstra Corp. (B): The Countdown   Add   View  2 pp.  Case Author(s): Sasser, W. Earl, Jr.; Knoop, Carin-Isabel Publication Date: 03/08/1999 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-899-209) Australia's Telstra Corp. (A): Going Public. HBS Number: 9-899-210 Subjects: Australia; Corporate strategy; Deregulation; Organizational change; Privatization; Telecommunications Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-800-130), 9p, by W. Earl Sasser Jr., Carin-Isabel Knoop, Cate Reavis   Add     9 pp.  Teaching Note For use with 9-899-210 HBS Number: 5-800-130 Subjects: Australia; Corporate strategy; Deregulation; Organizational change; Privatization; Telecommunications    Australia’s Telstra Corp. (C): Operating in Never-Never land   Add   View  3 pp.  Case Author(s): Sasser, W. Earl, Jr.; Knoop, Carin-Isabel Publication Date: 03/08/1999 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-899-209) Australia's Telstra Corp. (A): Going Public. HBS Number: 9-899-211 Subjects: Australia; Corporate strategy; Deregulation; Organizational change; Privatization; Telecommunications Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-800-130), 9p, by W. Earl Sasser Jr., Carin-Isabel Knoop, Cate Reavis   Add     9 pp.  Teaching Note For use with 9-899-211 HBS Number: 5-800-130 Subjects: Australia; Corporate strategy; Deregulation; Organizational change; Privatization; Telecommunications    Bally Total Fitness   Add   View  19 pp.  Case Author(s): Wells, John R.; Raabe, Elizabeth A. Publication Date: 11/14/2005 Revision Date: 01/22/2008 Product Type: Case (Library) HBS Number: 9-706-450 Geographic Setting: United States Industry Setting: Fitness industry Number of Employees: 22,200 Gross Revenues: $954 million revenues Event Year Start: 2003 Event Year End: 2004 Subjects: Accounting; Competitive strategy; Five forces; Health; Industry analysis; Industry structure; Profits; Service organizations Academic Discipline: Competitive strategy Product Description: A modest health and tennis club in 1962, Bally Total Fitness had grown to become one of the major firms in the $14 billion U.S. health club industry in 2004. Throughout its history, Bally had faced its share of challenges as it rose to become a leading health club operator. The last couple of years had proven particularly difficult, however: Bally's stock price had collapsed, it restated earnings in 2003 to the chagrin of stockholders, and the U.S. Securities and Exchange Commission began investigating the company's accounting procedures. Also, Bally faced significant competition from the likes of privately owned 24 Hour Fitness, which had $1 billion in sales in 2003. In 2004, under the direction of CEO Paul Toback, the company streamlined advertising efforts — targeting undertapped segments of the population — cut costs, and modified the firm's internal controls. Management's focus remained on increasing membership and maximizing revenue per member. Would Toback's efforts get the company's price back up, inspire stockholder confidence in Bally, and resist a rumored takeover, enabling Bally to remain a major player in the industry? May be used with: (9-706-404) 24 Hour Fitness.    Bank One: The Uncommon Partnership   Add   View  16 pp.  Case Author(s): Phillips, Peter L.; Greyser, Stephen A. Publication Date: 01/01/2001 Product Type: Case (Field) Publisher: Design Management Institute HBS Number: DMI009 Geographic Setting: United States Industry Setting: banking Event Year Start: 1968 Event Year End: 1998 Subjects: Acquisitions; Bank management; Brand management; Commercial banking; Corporate branding; Corporate strategy; Financial institutions; Growth strategy; Market positioning; Mergers & acquisitions; Organizational change Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (DMI010), 4p, by Peter L. Phillips, Stephen A. Greyser Product Description: Chronicles the 30-year evolution of Bank One's business strategy of growth through acquisition and the resulting branding issues encountered by the need to rebrand the acquired existing entities. Begins in 1968 — at the start of the newly formed First Banc Group of Ohio, Inc. — a holding company created by the McCoy family to acquire other small banks in the state of Ohio. The banks were to be renamed “Bank One.” Continues through the next 30 years of growth, marketing innovations, and expansion to many states beyond its Ohio base. This period of growth and change produced numerous challenges to the company's identity. The principal focus of the case is on the major branding obstacles associated with Bank One's merger with First Chicago NBD, a very large commercial bank. First Chicago NBD represented the first major commercial bank to become a member of the Bank One family of dominantly retail banks. Issues encompass whether the First Chicago NBD name should be changed to Bank One, as had been done for all previous retail bank acquisitions over the years, or retain its name using only the endorsement, “A Bank One Company.” Further complicating the situation is a major Bank On   Add     4 pp.  Teaching Note For use with DMI009 HBS Number: DMI010 Subjects: Acquisitions; Bank management; Brand management; Commercial banking; Corporate branding; Corporate strategy; Financial institutions; Growth strategy; Market positioning; Mergers & acquisitions; Organizational change    Bankinter: Growing Through Small and Medium Enterprises   Add   View  25 pp.  Case Author(s): Martinez-Jerez, F. Asis; Bellin, Joshua Publication Date: 04/19/2007 Product Type: Case (Field) HBS Number: 9-107-075 Geographic Setting: Spain Industry Setting: Banking industry Event Year Start: 2003 Event Year End: 2003 Subjects: Banking; Customer & client analysis; Customer feedback; Customer relations; Customer relationship management Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-107-076), 26p, by F. Asis Martinez-Jerez Product Description: Surveys the overall sequence of processes needed for the success of a strategy based on customer analytics. In particular, it charts the formulation and implementation of this strategy by a Spanish bank that decided to expand into the Small and Medium Enterprises (SME) segment. Starting with the creation of information necessary for the bank to compete in this segment, it describes the strategic selection of the target customer group, the definition of the product offering, and the organizational changes needed to implement such a strategy.    Bankruptcy Problem from the Talmud   Add   View  2 pp.  Case Brandenburger, Adam; Stuart, Harborne W., Jr.; Nalebuff, Barry J. Describes a problem of bankruptcy, following the treatment in the 2,000 year-old Babylonian Talmud. A person dies, leaving a number of debts that total more than the size of the estate. The question is: How should the estate be divided HBS Number: 9-795-087 Type: Case (Gen Exp) Publication Date: 1/26/1995 Revision Date: 3/27/1997 Geographic Setting: Unspecified Subjects: Bankruptcy; Competition; Economic analysis; Game theory Supplementary Materials: Teaching Note, (5-795-180), 11p, by Adam Brandenburger   Add     11 pp.  Teaching Note For use with 9-795-087 HBS Number: 5-795-180 Subjects: Bankruptcy; Competition; Economic analysis; Game theory    Baoshan Iron & Steel Co. Ltd.: Crafting a Three-Way Alliance   Add   View  19 pp.  Case Author(s): Tao, Zhigang; Ho, Mary Publication Date: 01/24/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: On August 2, 2000, Korea-based Pohang Iron & Steel Co. Ltd. (POSCO) and Japan-based Nippon Steel Corp. (NSC) crafted a cross-border, cross-shareholding alliance. At a joint press conference, the two companies said their alliance was not limited to their firms alone and said approaches from others would be welcomed. Their invitation had aroused the interest of the largest steelmaker in China, Baoshan Iron & Steel Co. Ltd (Baosteel). In January 2001, Baosteel signed a memorandum of understanding with POSCO to create a cross-shareholding in each other's shares. The company also planned to invite NSC to acquire a stake in the group. If the Sino-Japanese alliance succeeded, the three steel giants would form a three-way cross-border, cross-shareholding alliance. Such a bold move would help Baosteel to gain an upper hand in competition with European and American steel firms eager to enter the Asian market. HBS Number: HKU188 Geographic Setting: KoreaIndustry Setting: steel Event Year Start: 2000Event Year End: 2000 Subjects: Alliances; Asia; China; Competition; Japan; Korea; Steel Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (HKU229), 8p, by Zhigang Tao, Mary Ho   Add     8 pp.  Teaching Note For use with HKU188 HBS Number: HKU229 Subjects: Alliances; Asia; China; Competition; Japan; Korea; Steel    Barack Obama: Organizing for America 2.0   Add   View  16 pp.  Case Author(s): Piskorski, Mikolaj Jan; Winig, Laura Publication Date: 04/04/2009 Product Type: Case (Library) HBS Number: 9-709-493 Gross Revenues: 75 million Event Year Start: 2008 Event Year End: 2008 Subjects: Activists; Advertising campaigns; Internet; Marketing; Networks; Organizational transformations; Word-of-mouth Academic Discipline: Competitive strategy Product Description: Less than a week before Barack Obama was due to be sworn in as the 44th president of the United States, Obama for America (OFA), the president-elect's official campaign organization, announced the formation of a post-election organization, Organizing for America. The new organization would keep the campaign field team offices open after Obama took charge of the country for the express purpose of influencing supporters to back his administration's agenda. The case describes the activities of the Obama for America campaign and asks whether the new president should he use social media tools to activate the grassroots, or whether he should abandon these unconventional tools in order not to upset politicians in Washington.    Barack Obama: Organizing for America 2.0   Add   View  16 pp.  Case Author(s): Piskorski, Mikolaj Jan; Winig, Laura Publication Date: 04/04/2009 Product Type: Case (Library) HBS Number: 709493 Gross Revenues: 75 million Event Year Start: 2008 Event Year End: 2008 Subjects: Activists; Advertising campaigns; Internet; Marketing; Networks; Organizational transformations; Word-of-mouth Academic Discipline: Competitive strategy Product Description: Less than a week before Barack Obama was due to be sworn in as the 44th president of the United States, Obama for America (OFA), the president-elect's official campaign organization, announced the formation of a post-election organization, Organizing for America. The new organization would keep the campaign field team offices open after Obama took charge of the country for the express purpose of influencing supporters to back his administration's agenda. The case describes the activities of the Obama for America campaign and asks whether the new president should use social media tools to activate the grassroots, or whether he should abandon these unconventional tools in order not to upset politicians in Washington.    Baseball Industry Update — 2002   Add   View  6 pp.  Case Author(s): Rivkin, Jan W.; Johnson, Elizabeth Publication Date: 01/10/2002 Revision Date: 11/21/2002 Product Type: Supplement (Library) Product Description: Supplements The Baseball Strike. Must be used with: (9-796-059) The Baseball Strike. HBS Number: 9-702-443 Subjects: Competition; Distribution planning; Game theory; Industry structure; Negotiations; Sports; Strategy formulation Academic Discipline: Competitive strategy    Baseball Strike   Add   View  21 pp.  Case Author(s): McGahan, Anita; McGuire, John F.; Kou, Jul Publication Date: 07/12/1995 Revision Date: 09/24/1997 Product Type: Case (Library) Product Description: Describes structural conditions in the American baseball industry in 1995. Although this case covers conditions leading to the 1994-95 strike, it is designed primarily for analysis of the structural tensions that arise between suppliers, buyers, and rivals as industry revenues diminish. HBS Number: 9-796-059 Geographic Setting: United States Industry Setting: baseball Gross Revenues: $1.8 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Competition; Distribution planning; Game theory; Industry structure; Negotiations; Sports; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-799-072), 25p, by Anita McGahan; Supplement (Library), (9-702-443), 6p, by Jan W. Rivkin, Elizabeth Johnson   Add     25 pp.  Teaching Note For use with 9-796-059 HBS Number: 5-799-072 Subjects: Competition; Distribution planning; Game theory; Industry structure; Negotiations; Sports; Strategy formulation    Bay Area Video Coalition (BAVC)   Add   View  19 pp.  Case Author(s): Zuckerman, Ezra; Hochleutner, Mike Publication Date: 05/01/2001 Revision Date: 07/19/2001 Product Type: Case (Field) Publisher: Stanford University HBS Number: SI06 Geographic Setting: San Francisco, CA Industry Setting: nonprofit, media technology Number of Employees: 55 Gross Revenues: $5 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Capital structure; Innovation; Nonprofit organizations; Nonprofit sector; Social change; Strategic planning Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (SI06T), 8p, by Ezra Zuckerman, Mike Hochleutner Product Description: Highlights a broad overview of BAVC, a nonprofit media services organization with a strong track record and solid market position in the regional market for media technology training (for professionals and amateurs) and workforce development (for low-income groups), as well as the national noncommercial (not-for-profit) market for creative media services. The recent history of the organization is one of entrepreneurial dedication, strong leadership, and a dynamic culture of varied constituencies, leading to tremendous growth. In many ways, BAVC has behaved like a high-tech business, utilizing cutting-edge technology to deliver innovative services to the marketplace and constantly innovating to remain at the forefront of the high-end market. As a nonprofit in this sector, BAVC faces unique challenges and opportunities, relative to both traditional nonprofit organizations and for-profit businesses, making comparisons to a media company (Disney?) or to another nonprofit organization interesting. BAVC has been growing steadily for several years, but challenges to ongoing growth appear to be significant. In April 2001, Sally Fifer, the executive director, and Kris Palmer, the associate director, need to develo   Add     8 pp.  Teaching Note For use with SI06 HBS Number: SI06T Subjects: Capital structure; Innovation; Nonprofit organizations; Nonprofit sector; Social change; Strategic planning    Bay State Milling Co.   Add   View  12 pp.  Case Author(s): Goldberg, Ray A. Publication Date: 12/10/1993 Product Type: Case (Field) Product Description: Flour milling in recent years has had a great deal of consolidation. The fourth generation of a privately held firm is debating how to protect themselves in the industry as consumption, production, competition, logistics, technology, and patterns are all changing. Teaching Purpose: To help students reposition a firm in a changing global commodity system. HBS Number: 9-594-080 Geographic Setting: United States Industry Setting: flour milling Gross Revenues: $250 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Agribusiness; Corporate strategy; Food processing industry Academic Discipline: Competitive strategy    Bayside Motion Group (A)   Add   View  18 pp.  Case Author(s): Bowen, H. Kent; Staats, Bradley R. Publication Date: 02/02/2005 Product Type: Case (Field) 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? HBS Number: 9-605-040 Number of Employees: 140Gross Revenues: $25 million Event Year Start: 2004Event Year End: 2004 Subjects: Corporate strategy; Entrepreneurship; Growth management; Growth strategy; Industrial goods; Manufacturing; Mergers & acquisitions; Operations management Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (9-605-041), 5p, by H. Kent Bowen, Bradley R. Staats    Bayside Motion Group (B)   Add   View  5 pp.  Case Author(s): Bowen, H. Kent; Staats, Bradley R. Publication Date: 02/02/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-605-040) Bayside Motion Group (A). HBS Number: 9-605-041 Subjects: Corporate strategy; Entrepreneurship; Growth management; Growth strategy; Industrial goods; Manufacturing; Mergers & acquisitions; Operations management Academic Discipline: Competitive strategy    BCPC Internet Strategy Team: An Exercise   Add   View  4 pp.  Case Author(s): Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/03/2003 Product Type: Exercise HBS Number: 9-604-035 Industry Setting: telecommunications Gross Revenues: $22 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Decision making; Group decision making; Organizational behavior; Organizational learning; Product introduction; Strategy formulation; Teams; Telecommunications Academic Discipline: Competitive strategy Product Description: This short fictional case forms the basis of a team decision-making exercise. The case, inspired by a real decision facing a major telecommunications company, describes a cross-functional management team convened by the CEO for the purpose of developing a recommendation about whether to conduct a full-scale launch of a new high-speed Internet access service. In the class session, groups of six participants are asked to conduct team meetings to arrive at a consensus about the launch decision — drawing from the information contained in the shared case and from privately held information contained in individual role sheets provided separately to each member. Although different team members hold very different perspectives about the launch, working together to share their knowledge, teams can arrive at thoughtful recommendations. Teaching Purpose: To have a shared experience of group decision making and to compare and contrast two orientations to group decision making under conditions of uncertainty, distributed information, and discrepant perspectives. Must be used with: (9-604-036) The BCPC Internet Strategy Team: Dana Jones; (9-604-037) The BCPC Internet Strategy Team: Chris Berkowitz; (9-604-038) The BCPC Internet Strategy Team: Jan Trow; (9-604-039) The BCPC Internet Strategy Team: Kim Wilson; (9-604-040) The BCPC Internet Strategy Team: Terry Maneri; (9-604-041) The B    BCPC Internet Strategy Team: Chris Berkowitz   Add   View  1 pp.  Case Author(s): Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/03/2003 Product Type: Exercise Product Description: Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members. Teaching Purpose: To have a shared experience of group decision making and to compare and contrast two orientations to group decision making under conditions of uncertainty, distributed information, and discrepant perspectives. Must be used with: (9-604-035) The BCPC Internet Strategy Team: An Exercise. HBS Number: 9-604-037 Industry Setting: telecommunicationsGross Revenues: $22 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Decision making; Group decision making; Organizational behavior; Organizational learning; Product introduction; Strategy formulation; Teams; Telecommunications Academic Discipline: Competitive strategy    BCPC Internet Strategy Team: Dana Jones   Add   View  3 pp.  Case Author(s): Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/03/2003 Product Type: Exercise Product Description: Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members. Teaching Purpose: To have a shared experience of group decision making and to compare and contrast two orientations to group decision making under conditions of uncertainty, distributed information, and discrepant perspectives. Must be used with: (9-604-035) The BCPC Internet Strategy Team: An Exercise. HBS Number: 9-604-036 Industry Setting: telecommunicationsGross Revenues: $22 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Decision making; Group decision making; Organizational behavior; Organizational learning; Product introduction; Strategy formulation; Teams; Telecommunications Academic Discipline: Competitive strategy    BCPC Internet Strategy Team: Jan Trow   Add   View  2 pp.  Case Author(s): Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/03/2003 Product Type: Exercise Product Description: Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members. Teaching Purpose: To have a shared experience of group decision making and to compare and contrast two orientations to group decision making under conditions of uncertainty, distributed information, and discrepant perspectives. Must be used with: (9-604-035) The BCPC Internet Strategy Team: An Exercise. HBS Number: 9-604-038 Industry Setting: telecommunicationsGross Revenues: $22 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Decision making; Group decision making; Organizational behavior; Organizational learning; Product introduction; Strategy formulation; Teams; Telecommunications Academic Discipline: Competitive strategy    BCPC Internet Strategy Team: Kim Wilson   Add   View  1 pp.  Case Author(s): Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/03/2003 Product Type: Exercise Product Description: Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members. Teaching Purpose: To have a shared experience of group decision making and to compare and contrast two orientations to group decision making under conditions of uncertainty, distributed information, and discrepant perspectives. Must be used with: (9-604-035) The BCPC Internet Strategy Team: An Exercise. HBS Number: 9-604-039 Industry Setting: telecommunicationsGross Revenues: $22 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Decision making; Group decision making; Organizational behavior; Organizational learning; Product introduction; Strategy formulation; Teams; Telecommunications Academic Discipline: Competitive strategy    BCPC Internet Strategy Team: Leslie Rhee   Add   View  2 pp.  Case Author(s): Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/03/2003 Product Type: Exercise Product Description: Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members. Teaching Purpose: To have a shared experience of group decision making and to compare and contrast two orientations to group decision making under conditions of uncertainty, distributed information, and discrepant perspectives. Must be used with: (9-604-035) The BCPC Internet Strategy Team: An Exercise. HBS Number: 9-604-041 Industry Setting: telecommunicationsGross Revenues: $22 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Decision making; Group decision making; Organizational behavior; Organizational learning; Product introduction; Strategy formulation; Teams; Telecommunications Academic Discipline: Competitive strategy    BCPC Internet Strategy Team: Terry Maneri   Add   View  1 pp.  Case Author(s): Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/03/2003 Product Type: Exercise Product Description: Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members. Teaching Purpose: To have a shared experience of group decision making and to compare and contrast two orientations to group decision making under conditions of uncertainty, distributed information, and discrepant perspectives. Must be used with: (9-604-035) The BCPC Internet Strategy Team: An Exercise. HBS Number: 9-604-040 Industry Setting: telecommunicationsGross Revenues: $22 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Decision making; Group decision making; Organizational behavior; Organizational learning; Product introduction; Strategy formulation; Teams; Telecommunications Academic Discipline: Competitive strategy    BEA Systems, Inc. in 2003: Reaching for the Next Level   Add   View  41 pp.  Case Author(s): Burgelman, Robert A.; Sarnot, Sweta Publication Date: 07/09/2003 Revision Date: 03/06/2005 Product Type: Case (Field) Publisher: Stanford University Product Description: To become the predominant player in its industry, BEA faced several strategic challenges. IBM, Oracle, and Microsoft posed an increased competitive threat to BEA's core application server market segment. Seeking further growth opportunities, the company was broadening its product portfolio into the integration and portal market segments, where it faced strong competition. At the same time, there was increasingly strong pressure to bring all of these pieces together in an integrated “platform” that could be effectively used by corporate software developers seeking to write additional applications or integrate existing ones better, as well as by independent software developers writing major new applications. Top management felt BEA had to become the preferred platform partner for the high-end enterprise computing market segment. At the same time, a new category of Internet-based Web services offered the opportunity to become a key player in the mainstream — midsize and small company — market segment. Top management believed that to compete effectively with its much larger rivals and to pursue its preferred platform ambitions successfully, BEA needed to formulate and implement a radically innovative product strategy combined with an equally innovative comprehensive distribution channel strategy. HBS Number: SM117 Geographic Setting: United States Industry Setting: Software industry Number of Employees: 3,000 Gross Revenues: $1 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Competition; Distribution channels; Growth strategy; Innovation; Strategy formulation Academic Discipline: Competitive strategy    Beatrice Companies — 1985   Add   View  19 pp.  Case Collis, David J.; Stuart, Toby Describes the history of Beatrice Companies from its beginning as a dairy in 1891 to 1985, when the company was a $12 billion conglomerate. Focuses on the corporate strategies that Beatrice followed under each of its CEOs and concentrates on the company's strategic change in the early 1980s, which was introduced by James Dutt. HBS Number: 9-391-191 Type: Case (Library) Publication Date: 4/29/1991 Revision Date: 1/17/1997 Geographic Setting: United States Industry Setting: food processing Company Size: Fortune 500 Gross Revenues: $12 billion revenues Event Year Start: 1891 Event Year End: 1985 Subjects: Business history; Corporate strategy; Food processing industry; Organizational development Supplementary Materials: Teaching Note, (5-391-282), 11p, by David J. Collis   Add     11 pp.  Teaching Note For use with 9-391-191 HBS Number: 5-391-282 Subjects: Business history; Corporate strategy; Food processing industry; Organizational development    Ben & Jerry’s Homemade Ice Cream, Inc.: A Period of Transition   Add   View  20 pp.  Case Author(s): Collis, David J.; Conrad, Melinda B. Publication Date: 01/16/1996 Revision Date: 05/19/2005 Product Type: Case (Library) Product Description: Bob Holland takes over as CEO of this iconoclastic ice cream company in February 1995 when it faces a major crisis. Holland must now develop a strategy that both adapts to the external environment and is consistent with the company's unique heritage. HBS Number: 9-796-109 Geographic Setting: Burlington, VT Industry Setting: Ice cream industry Company Size: mid-size Gross Revenues: $159 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Corporate strategy; Food; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-705-044), 12p, by David J. Collis    Ben & Jerry’s Homemade Ice Cream, Inc.: A Period of Transition, Teaching Note   Add     12 pp.  Teaching Note Author(s): Collis, David J. Publication Date: 05/17/2005 Product Type: Teaching Note HBS Number: 5-705-044 Academic Discipline: Competitive strategy Product Description: Teaching Note to (9-796-109). Must be used with: (9-796-109) Ben & Jerry's Homemade Ice Cream, Inc.: A Period of Transition.    Benetton S.p.A.   Add   View  17 pp.  Case Stevenson, Howard H.; Martinez, Jon I.; Jarillo, J. Carlos Focuses on the strategic/organizational development of Benetton. Examines the organizational structure which has allowed the company to expand into a world scale company from its small entrepreneurial base. Examines the functional strategies which have allowed a huge firm to succeed in a fashion business. Poses the question as to whether this same organization can be successful in the face of diversification. HBS Number: 9-389-074 Type: Case (Library) Publication Date: 1/19/1989 Geographic Setting: Italy Industry Setting: clothing textiles Company Size: large Gross Revenues: $700 million sales Event Year Start: 1987 Event Year End: 1987 Subjects: Clothing; Italy; Marketing strategy; Organizational development; Organizational structure; Retailing    Berkshire Partners   Add   View  18 pp.  Case Author(s): Montgomery, Cynthia A.; Magnani, Dianna Publication Date: 03/18/1991 Revision Date: 08/22/1994 Product Type: Case (Field) Product Description: Berkshire Partners is a limited partnership engaged in the acquisition of companies valued between $25 million and $250 million. The purpose of the case is to examine the resources of the firm and discuss the firm's competitive advantage vis-a-vis other types of organizations. HBS Number: 9-391-091 Geographic Setting: Massachusetts Number of Employees: 19 Event Year Start: 1990 Event Year End: 1990 Subjects: Acquisitions; Corporate strategy; Diversification; Financing; Leveraged buyouts Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-391-269), 12p, by David J. Collis; Teaching Note, (5-796-113), 13p, by Cynthia A. Montgomery, David J. Collis   Add     13 pp.  Teaching Note For use with 9-391-091 HBS Number: 5-796-113 Subjects: Acquisitions; Corporate strategy; Diversification; Financing; Leveraged buyouts

Keyword    Title, Author, Case #, Etc.

 

Berkshire Partners, Teaching Note   Add     12 pp.  Teaching Note Author(s): Collis, David J. Publication Date: 06/10/1991 Revision Date: 02/14/1995 Product Type: Teaching Note HBS Number: 5-391-269 Academic Discipline: Competitive strategy Product Description: Teaching Note for (9-391-091). Must be used with: (9-391-091) Berkshire Partners.    Bertelsmann AG   Add   View  29 pp.  Case Author(s): Anand, Bharat N. Publication Date: 03/25/2003 Revision Date: 11/28/2005 Product Type: Color Case Product Description: On July 28, 2002, Bertelsmann announced the firing of its CEO, Thomas Middelhoff, in a move that surprised industry observers, analysts, and many employees. Bertelsmann, a privately held company headquartered in Germany, was one of the largest global media conglomerates, with businesses spanning book publishing, printing, music, and television. Between 1998 and 2002, Middelhoff had initiated a series of strategic initiatives aimed at fostering greater integration among its diverse business units and strengthening their competitive positions, articulated a series of guidelines that would reevaluate Bertelsmann's portfolio mix, and looked to prepare Bertelsmann for a transition to a planned initial public offering in 2005. This case describes these initiatives in detail and the decision of the supervisory board to effect a change in leadership. The new CEO, Gunter Thielen, had to decide whether to effect a fundamental shift in the company's corporate strategy or a more modest reinterpretation of the course charted by Middelhoff. Includes color exhibits. May be used with: (9-704-438) Random House. HBS Number: 9-703-405 Geographic Setting: Global Industry Setting: Entertainment industry; Media Number of Employees: 81,000 Gross Revenues: $14 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Change management; Corporate strategy; Leadership Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-705-417), 14p, by Bharat N. Anand    Bertelsmann AG   Add   View  29 pp.  Case Author(s): Anand, Bharat N. Publication Date: 03/25/2003 Revision Date: 11/28/2005 Product Type: Color Case HBS Number: 703405 Geographic Setting: Global Industry Setting: Entertainment industry; Media Number of Employees: 81,000 Gross Revenues: $14 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Change management; Corporate strategy; Leadership Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (705417), 14p, by Bharat N. Anand Product Description: On July 28, 2002, Bertelsmann announced the firing of its CEO, Thomas Middelhoff, in a move that surprised industry observers, analysts, and many employees. Bertelsmann, a privately held company headquartered in Germany, was one of the largest global media conglomerates, with businesses spanning book publishing, printing, music, and television. Between 1998 and 2002, Middelhoff had initiated a series of strategic initiatives aimed at fostering greater integration among its diverse business units and strengthening their competitive positions, articulated a series of guidelines that would reevaluate Bertelsmann's portfolio mix, and looked to prepare Bertelsmann for a transition to a planned initial public offering in 2005. This case describes these initiatives in detail and the decision of the supervisory board to effect a change in leadership. The new CEO, Gunter Thielen, had to decide whether to effect a fundamental shift in the company's corporate strategy or a more modest reinterpretation of the course charted by Middelhoff. Includes color exhibits. May be used with: (704438) Random House.    Bertelsmann AG, Teaching Note   Add     14 pp.  Teaching Note Author(s): Anand, Bharat N. Publication Date: 03/29/2005 Revision Date: 11/10/2005 Product Type: Teaching Note HBS Number: 5-705-417 Academic Discipline: Competitive strategy Product Description: Teaching Note to (9-703-405). Must be used with: (9-703-405) Bertelsmann AG.    Best Buy Stores, Inc.: Competing on the Edge   Add   View  33 pp.  Case Author(s): Wells, John R.; Haglock, Travis Publication Date: 08/10/2005 Revision Date: 10/25/2007 Product Type: Case (Library) HBS Number: 9-706-417 Geographic Setting: North America Industry Setting: Consumer electronics; Discount retail Number of Employees: 109,000 Gross Revenues: $27 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Agility; Competition; Strategy formulation; Strategy implementation; Success Academic Discipline: Competitive strategy Product Description: While Circuit City struggles, Best Buy has overtaken it to become the premier consumer electronics retailer in the United States. What has driven its success? How can it be sustained?    Best Deal Gillette Could Get? Proctor & Gamble’s Acquisition of Gillette   Add   View  19 pp.  Case Author(s): Stowell, David P.; Grogan, Christopher D Publication Date: 06/01/2006 Revision Date: 07/01/2007 Product Type: Case (Field) HBS Number: KEL183 Geographic Setting: Global Industry Setting: Consumer products Subjects: Compensation; Corporate strategy; Financial strategy; Mergers & Acquisitions; Patents; Valuation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL271), 6p, by David P. Stowell Product Description: January 27, 2005 was an extraordinary day for Gillette's James Kilts, the show-stopping turnaround expert known as the “Razor Boss of Boston.” Kilts, along with Proctor & Gamble (P&G) chairman Alan Lafley, had just orchestrated the $57 billion acquisition of Gillette by P&G. The creation of the world's largest consumer products company would end Kilts's four-year tenure as CEO of Gillette and bring to a close Gillette's 104-year history as an independent corporate titan in the Boston area. The deal also capped a series of courtships between Gillette and other companies that had waxed and waned at various points throughout Kilts's stewardship of Gillette. But almost immediately after the transaction was announced, P&G and Gillette drew criticism from the media and the state of Massachusetts concerning the terms of the sale. Would this merger actually benefit shareholders, or was it principally a wealth creation vehicle for Kilts?    Best value supply chains: A key competitive weapon for the 21st century   Add   View  9 pp.  Case Author(s): Hult, G. Tomas M.; Ketchen, David; Rebarick, William; Meyer, David Publication Date: 05/15/2008 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH279 Subjects: Competition; Corporate strategy; Operations management; Strategy; Supply chain management; Supply chain optimization Academic Discipline: Competitive strategy Product Description: All executives would like their organizations to perform better, and most seek ways to make that happen. This paper focuses on how supply chains — the series of activities through which products and services are created and then distributed to customers — can enhance firm performance. For the last couple of decades, most firms have emphasized maximizing speed or minimizing costs within their supply chains. In the current business landscape, however, a broader approach is needed. We describe the main advantages of developing “best value supply chains” as a tool for enhancing performance. These chains differ from traditional chains in important ways. Best value supply chains are used by organizations as a central element of strategy, not simply as a means to move materials. Rather than focusing primarily on speed or cost, best value supply chains are designed to deliver superior total value to the customer in terms of speed, cost, quality, and flexibility. Our contention is that organizations that develop best value supply chains will enhance their performance. We support this contention with examples from leading firms that reflect a best value approach.    Betfair vs. UK Bookmakers   Add   View  23 pp.  Case Author(s): Casadesus-Masanell, Ramon; Campbell, Neil Publication Date: 07/25/2008 Revision Date: 09/10/2009 Product Type: Color Case HBS Number: 709417 Geographic Setting: United Kingdom Industry Setting: Gaming industry Number of Employees: 831 Gross Revenues: 180 million pounds Event Year Start: 2008 Event Year End: 2008 Subjects: Business models; Network effects; Platforms; Strategic thinking Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (709418), 13p, by Ramon Casadesus-Masanell, Neil Campbell Product Description: Betting exchanges provide an electronic platform that allows ordinary consumers to not only back teams to win, but also to lay odds for other punters to back. This business model allows punters to cut out the middle-man of the bookmaker, and leads to a much more efficient 2-sided market. Betfair.com's domination of the betting exchange has threatened to undermine the core of the traditional bookmakers' business model. The case examines two aspects of the industry: 1. What specific choices did Betfair make to become the dominant betting exchange, winning the competitive battle over Flutter.com? 2. At what stages do Betfair.com's business model and those of the bookmakers interact? Will Betfair.com naturally come to dominate the industry, and if so how should the bookmakers react?    Betfair vs. UK Bookmakers, Teaching Note   Add     13 pp.  Teaching Note Author(s): Casadesus-Masanell, Ramon; Campbell, Neil Publication Date: 07/25/2008 Revision Date: 11/10/2008 Product Type: Teaching Note HBS Number: 709418 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (709417) Betfair vs. UK Bookmakers.    Bharti Tele-Ventures   Add   View  26 pp.  Case Author(s): Khanna, Tarun; Palepu, Krishna G.; Vargas, Ingrid Publication Date: 09/17/2003 Revision Date: 03/12/2004 Product Type: Case (Field) HBS Number: 9-704-426 Geographic Setting: India Industry Setting: telecommunications Number of Employees: 5,000 Gross Revenues: $642 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Competition; Corporate strategy; Deregulation; Entrepreneurship; Foreign investment; Global Research Group; India; Strategy formulation; Telecommunications Academic Discipline: Competitive strategy Product Description: Following the liberalization of India's telecommunications service industry in the early 1990s, Bharti Tele-Ventures grew from a small entrepreneurial telephone equipment importer and manufacturer to become India's largest private-sector telecommunications service group in terms of numbers of customers. Attracting over $1.2 billion in foreign equity investments, more than any other Indian telecom firm, by 2001 Bharti had achieved the country's leading market position in mobile telecom service. By 2003, however, the nature of the game had changed. A spate of mergers and acquisitions had reduced the field to the most successful and best-financed contenders. At the same time, telecommunications regulatory changes let in new, lower priced competitors, significantly altering the rules of the game. Suddenly, in addition to government-owned BSNL and the stately Tata Group, India's oldest business house, Bharti was up against Reliance, the largest and most profitable of a new generation of business groups. Bharti's management and equity partners at Mittal and his partners at SingTel and Warburg Pincus had to determine what to do next. Teaching Purpose: Explore challenges and opportunities for entrepreneurial companies in a newly deregulated and highly competitive industry where rivals include la    Bharti Tele-Ventures, Teaching Note   Add     7 pp.  Teaching Note Author(s): Khanna, Tarun; Palepu, Krishna G. Publication Date: 01/03/2007 Product Type: Teaching Note HBS Number: 5-707-467 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (9-704-426) Bharti Tele-Ventures.    BiC Pen Corp. (A)   Add   View  22 pp.  Case Author(s): Christensen, C. Roland; Rachal, Elizabeth Publication Date: 04/01/1974 Revision Date: 09/05/1986 Product Type: Case (Field) Product Description: Provides strategic analysis and recommendations. HBS Number: 9-374-305 Geographic Setting: United States Industry Setting: pens Company Size: mid-size Event Year Start: 1974 Event Year End: 1974 Subjects: Consumer goods; Corporate strategy; Product lines; Strategic planning Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (9-374-306), 4p, by C. Roland Christensen, Elizabeth L. Rachal; Supplement (Note), (9-378-086), 1p, by Richard G. Hamermesh    BiC Pen Corp. (A), Supplement   Add   View  1 pp.  Case Author(s): Hamermesh, Richard G. Publication Date: 09/01/1977 Revision Date: 05/01/1983 Product Type: Supplement (Note) Product Description: Supplements the (A) case. Must be used with: (9-374-305) BiC Pen Corp. (A). HBS Number: 9-378-086 Subjects: Consumer goods; Corporate strategy; Product lines; Strategic planning Academic Discipline: Competitive strategy    BiC Pen Corp. (B)   Add   View  4 pp.  Case Author(s): Christensen, C. Roland; Rachal, Elizabeth Publication Date: 04/01/1974 Revision Date: 06/04/1986 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-374-305) BiC Pen Corp. (A). HBS Number: 9-374-306 Subjects: Consumer goods; Corporate strategy; Product lines; Strategic planning Academic Discipline: Competitive strategy    Biocon: From Generics Manufacturing to Biopharmaceutical Innovation   Add   View  48 pp.  Case Author(s): van den Berg, Jeroen; Enright, Michael J.; Subramanian, Venkat Publication Date: 06/27/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU657 Geographic Setting: India Industry Setting: Biotechnology & pharmaceutical industries Subjects: Biotechnology; Clusters; Competition; Generic drugs; Innovation; Pharmaceuticals Academic Discipline: Competitive strategy Product Description: Incorporated in 1978 as a joint venture between Biocon Biochemicals Ltd, Ireland and a company led by Ms. Kiran Mazumdar-Shaw, a young Indian entrepreneur, Biocon had long depended on revenues from the production of enzymes and generic drugs. However, competitive pressure from within the country as well as from other developing economies like China was quickly eroding price levels in these lines of business. Moreover, the 2005 adoption of WTO TRIPS in India meant that the generics-based strategy that many of India's pharma and biotech companies had followed might not be viable anymore. To continue on its current growth path, Biocon needed to consider moving from being a producer of biogenerics to becoming a global biopharmaceutical innovator. Concerned with strategy in an emerging industry, sheds light on the effects of clusters on strategy, as well as the effects of national and supranational factors on strategy. Leadership issues and low-cost strategies for diversification are also addressed.    Biotechnology Strategies in 1992   Add   View  17 pp.  Case Teisberg, Elizabeth O.; Rossi, Sharon Describes the strategies of biotechnology companies which face similar uncertainties and illustrates different types of strategic responses to uncertainty. Each firm faces the strategic issues of which end-use industries to choose, how broad their product line should be, how to choose alliances, partnerships, and licenses to have sufficient funds without foregoing their profit potential, and how far to vertically integrate. May be used with: (9-793-120) Genzyme Corp.: Strategic Challenges with Ceredase; (9-391-192) Strategic Response to Uncertainty. HBS Number: 9-792-082 Type: Case (Library) Publication Date: 4/16/1992 Revision Date: 6/1/1993 Geographic Setting: Massachusetts Industry Setting: biotechnology Event Year Start: 1992 Event Year End: 1992 Subjects: Biotechnology; Industry analysis; Strategy formulation; Technology; Uncertainty Supplementary Materials: Teaching Note, (5-793-036), 23p, by Elizabeth O. Teisberg   Add     21 pp.  Teaching Note For use with 9-792-082 HBS Number: 5-793-036 Subjects: Biotechnology; Industry analysis; Strategy formulation; Technology; Uncertainty    Birds Eye and the U.K. Frozen Food Industry (A)   Add   View  19 pp.  Case Author(s): Collis, David J.; Grant, Robert M. Publication Date: 02/25/1992 Revision Date: 12/05/1994 Product Type: Case (Library) Product Description: Describes the forty-year evolution of the U.K. frozen food industry, and traces the emergence, dominance, and the decline of Birds Eye. Its success is as a vertically integrated producer, distributor, and marketer of frozen foods that pioneers the industry in the U.K. Its decline as other firms enter all stages of the value chain is seen as a result of its earlier success that yields it an unsustainable strategic position. Examines vertical integration as a strategy, the analytic rationale to be vertically integrated, and the disadvantages of vertical integration. HBS Number: 9-792-074 Geographic Setting: United Kingdom Industry Setting: frozen food Company Size: large Gross Revenues: L 420 million revenues Event Year Start: 1946 Event Year End: 1984 Subjects: Competition; Corporate strategy; Supermarkets; United Kingdom; Vertical integration Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Library), (9-792-078), 3p, by David J. Collis, Robert M. Grant; Teaching Note, (5-795-109), 11p, by David J. Collis   Add     10 pp.  Teaching Note For use with 9-792-074 HBS Number: 5-795-109 Subjects: Competition; Corporate strategy; Supermarkets; United Kingdom; Vertical integration    Birds Eye and the U.K. Frozen Food Industry (B)   Add   View  3 pp.  Case Author(s): Collis, David J.; Grant, Robert M. Publication Date: 02/25/1992 Revision Date: 01/15/1996 Product Type: Supplement (Library) Product Description: Describes the change in strategy Birds Eye adopted in the 1980s in the face of declining profitability and eroding market share. Updates the (A) case. Must be used with: (9-792-074) Birds Eye and the U.K. Frozen Food Industry (A). HBS Number: 9-792-078 Subjects: Competition; Corporate strategy; Supermarkets; United Kingdom; Vertical integration Academic Discipline: Competitive strategy    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (A)   Add   View  14 pp.  Case Author(s): Brandenburger, Adam; Costello, Maryellen; Publication Date: 12/28/1993 Revision Date: 11/13/2000 Product Type: Case (Field) HBS Number: 9-794-079 Geographic Setting: Global Industry Setting: sweeteners Company Size: large Gross Revenues: $2 billion revenues Event Year Start: 1965 Event Year End: 1992 Subjects: Beverages; Competition; Food; Patents; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (9-794-080), 2p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Teaching Note, (5-795-164), 28p, by Adam Brandenburger; Supplement (Field), (9-794-081), 3p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement (Field), (9-794-082), 1p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement (Field), (9-794-083), 10p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement (Field), (9-794-084), 1p, by Adam Brandenburger, Maryellen Costello, Julia Kou; Supplement (Field), (9-794-085), 1p, by Adam Brandenburger, Maryellen Costello, Julia Kou 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. Subsequent move and countermove in both the marketplace and the courts are described. Ends with the final countdown to the expiration of NutraSweet's U.S. patent. Teaching Purpose: Provides an opportunity to study a game in business that takes place at two levels: There is the surface game of tactics. And there is also the underlying game of value. At the tactic   Add     28 pp.  Teaching Note For use with 9-794-079 HBS Number: 5-795-164 Subjects: Beverages; Competition; Food; Patents; Strategy formulation    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (B)   Add   View  2 pp.  Case Author(s): Brandenburger, Adam; Costello, Maryellen; Kou, Julia Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-794-079) Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (A). HBS Number: 9-794-080 Subjects: Beverages; Competition; Food; Patents; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-795-164), 28p, by Adam Brandenburger   Add     28 pp.  Teaching Note For use with 9-794-080 HBS Number: 5-795-164 Subjects: Beverages; Competition; Food; Patents; Strategy formulation    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (C)   Add   View  3 pp.  Case Author(s): Brandenburger, Adam; Costello, Maryellen; Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-794-079) Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (A). HBS Number: 9-794-081 Subjects: Beverages; Competition; Food; Patents; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-795-164), 28p, by Adam Brandenburger   Add     28 pp.  Teaching Note For use with 9-794-081 HBS Number: 5-795-164 Subjects: Beverages; Competition; Food; Patents; Strategy formulation    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (D)   Add   View  1 pp.  Case Author(s): Brandenburger, Adam; Costello, Maryellen; Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-794-079) Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (A). HBS Number: 9-794-082 Subjects: Beverages; Competition; Food; Patents; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-795-164), 28p, by Adam Brandenburger   Add     28 pp.  Teaching Note For use with 9-794-082 HBS Number: 5-795-164 Subjects: Beverages; Competition; Food; Patents; Strategy formulation    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (E)   Add   View  10 pp.  Case Author(s): Brandenburger, Adam; Costello, Maryellen; Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-794-079) Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (A). HBS Number: 9-794-083 Subjects: Beverages; Competition; Food; Patents; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-795-164), 28p, by Adam Brandenburger   Add     28 pp.  Teaching Note For use with 9-794-083 HBS Number: 5-795-164 Subjects: Beverages; Competition; Food; Patents; Strategy formulation    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (F)   Add   View  1 pp.  Case Author(s): Brandenburger, Adam; Costello, Maryellen; Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-794-079) Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (A). HBS Number: 9-794-084 Subjects: Beverages; Competition; Food; Patents; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-795-164), 28p, by Adam Brandenburger   Add     28 pp.  Teaching Note For use with 9-794-084 HBS Number: 5-795-164 Subjects: Beverages; Competition; Food; Patents; Strategy formulation    Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (G)   Add   View  1 pp.  Case Author(s): Brandenburger, Adam; Costello, Maryellen; Publication Date: 12/28/1993 Revision Date: 04/11/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-794-079) Bitter Competition: The Holland Sweetener Co. vs. NutraSweet (A). HBS Number: 9-794-085 Subjects: Beverages; Competition; Food; Patents; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-795-164), 28p, by Adam Brandenburger   Add     28 pp.  Teaching Note For use with 9-794-085 HBS Number: 5-795-164 Subjects: Beverages; Competition; Food; Patents; Strategy formulation    Blackberry (A)   Add   View  20 pp.  Case Author(s): Ryans, Adrian Publication Date: 01/01/2004 Revision Date: 03/23/2005 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Research in Motion had successfully launched the innovative BlackBerry service in North America and was looking to accelerate business growth there and globally. The company had been using a direct sales approach and was considering a move to using telecommunications carriers as the primary channel. A team of executives was charged with recommending a strategy and implementation plan. HBS Number: IMD181 Gross Revenues: $220 million revenues Event Year Start: 2001Event Year End: 2001 Subjects: Growth strategy; Marketing strategy; Strategy formulation; Strategy implementation; Telecommunications Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (IMD182), 14p, by Adrian Ryans    Blackberry (A), Teaching Note   Add     14 pp.  Teaching Note Author(s): Ryans, Adrian Publication Date: 11/17/2004 Product Type: Teaching Note Publisher: IMD - International Institute for Management Development HBS Number: IMD182 Academic Discipline: Competitive strategy Product Description: Teaching Note to (IMD181). Must be used with: (IMD181) Blackberry (A).    Blizzard v. bnetd.org: Managing Intellectual Property (A)   Add   View  24 pp.  Case Author(s): Viard, V. Brian; Yatsko, Pamela Publication Date: 12/28/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: SM154A Geographic Setting: United States Industry Setting: Software industry; Videogame Subjects: Electronic commerce; Information; Information technology; Innovation; Intellectual property; Internet; Legal aspects of business; Software Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (SM154B), 7p, by V. Brian Viard, Pamela Yatsko Product Description: Personal computer game maker Blizzard filed a lawsuit in 2002 against the developers of the bnetd project. The bnetd project was a volunteer effort of game enthusiasts and programmers frustrated with difficulties encountered playing Blizzard's personal computer games on its 24-hour Battle.net online gaming service. Via reverse engineering of Blizzard's software, the bnetd developers created and disseminated a free open source software program that mimicked the Battle.net playing experience while improving on some of its deficiencies. Blizzard, one of the world's most successful PC game publishers and a part of international media conglomerate Vivendi Universal, charged the bnetd developers with breach of contract and various counts of intellectual property infringement. The defendants maintained that U.S. law, in an effort to spur innovation in the United States, protected their activities. Describes the events leading up to a court-ordered mediation session between the two parties in October 2003. Students are asked, as business managers, to determine the legal and non-legal alternatives available to Blizzard and the bnetd developers, and to decide which strategy to pursue from each party's perspective.    Blizzard v. bnetd.org: Managing Intellectual Property (B)   Add   View  7 pp.  Case Author(s): Viard, V. Brian; Yatsko, Pamela Publication Date: 12/28/2006 Product Type: Supplement (Field) Publisher: Stanford University HBS Number: SM154B Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (SM154A) Blizzard v. bnetd.org: Managing Intellectual Property (A).    Blockbuster Inc. & Technological Substitution (A): Achieving Dominance   Add   View  20 pp.  Case Author(s): Coughlan, Peter J.; Illes, Jennifer L. Publication Date: 12/18/2003 Revision Date: 05/04/2004 Product Type: Case (Library) HBS Number: 9-704-404 Geographic Setting: United States Industry Setting: home video industry Number of Employees: 89,100 Gross Revenues: $5.1 billion revenues Event Year Start: 1985 Event Year End: 2003 Subjects: Competitive advantage; Decision making; Disruptive technologies; Electronic commerce; Entertainment industry; Home entertainment equipment; Industry structure; Internet; Rentals; Retailing; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: Provides a comprehensive background of the video rental industry and home entertainment giant, Blockbuster Inc. Follows the life of Blockbuster Inc. from its first days under founder Wayne Huizenga to its most recent developments under 2003 CEO John Antioco. By looking at various strategic decisions its leaders have made throughout the past few decades, students come to understand better how Blockbuster Inc. has become the industry's dominant player. Also explores the fascinating economics of the home video industry, paying particular attention to the unique revenue-sharing model that has developed in recent years. Understanding Blockbuster Inc. and the video industry's background also allows students to analyze better the various technological substitution threats (such as DVD, DIVX, sell-through, home delivery services, Internet subscription services, personal video recorders, pay-per-view, and video-on-demand). Teaching Purpose: To investigate the economics of the video rental industry and examine what contributed to Blockbuster Inc.'s success as the industry leader. May be used with: (9-704-407) Blockbuster Inc. & Technological Substitution (B): Confronting New Digital Formats; (9-704-462) Blockbuster    Blockbuster Inc. & Technological Substitution (B): Confronting New Formats   Add   View  12 pp.  Case Author(s): Coughlan, Peter J.; Illes, Jennifer L. Publication Date: 12/18/2003 Revision Date: 04/16/2004 Product Type: Case (Library) HBS Number: 9-704-407 Geographic Setting: United States Industry Setting: home video industry Number of Employees: 89,100 Gross Revenues: $5.1 billion revenues Event Year Start: 1997 Event Year End: 2003 Subjects: Competitive advantage; Decision making; Disruptive technologies; Electronic commerce; Entertainment industry; Home entertainment equipment; Industry structure; Internet; Rentals; Retailing; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: Investigates how the rise of digital video formats threatens to make videocassette technology obsolete; how this technological substitution might alter the economics and structure of the video rental and retail industries; and how Blockbuster Inc., the industry leader, should respond to the new technologies. Explores Blockbuster's response to the new DVD and DIVX digital disk formats and the impact of these technologies on Blockbuster's traditional business model. Also highlights the industry changes that DVD has created, including an increase in direct video sales at the expense of video rental. In times of technological change, firms continuously face decisions regarding the extent to which they should embrace a technologically advanced substitute at the possible expense of their existing products and services. Guides the reader through Blockbuster's decisions and its resulting responses. Teaching Purpose: To examine economic and strategic concepts underlying competition in markets experiencing technological change and product substitution. To allow students to gain insight into Blockbuster's past substitution decisions and analyze its current decisions. May be used with: (9-704-404) Blockbuster Inc. & Tech    Blockbuster Inc. & Technological Substitution (C): The Internet Changes the Game   Add   View  15 pp.  Case Author(s): Coughlan, Peter J.; Illes, Jennifer L. Publication Date: 12/19/2003 Revision Date: 04/16/2004 Product Type: Case (Library) HBS Number: 9-704-462 Geographic Setting: United States Industry Setting: home video industry Number of Employees: 89,100 Gross Revenues: $5.1 billion revenues Event Year Start: 1997 Event Year End: 2003 Subjects: Competitive advantage; Decision making; Disruptive technologies; Electronic commerce; Entertainment industry; Home entertainment equipment; Industry structure; Internet; Rentals; Retailing; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: Investigates how the rise of the Internet as a vehicle for renting and buying movies has disrupted the video rental industry and how market leader Blockbuster Inc. can and should respond to these developments. Explores how the emergence of e-commerce affects the degree to which consumers buy vs. rent low-priced DVDs and how Blockbuster might adjust its online initiatives in response. Details the rise of Internet-enabled substitution threats, such as home delivery services (e.g., Kozmo.com) and Internet subscription services (e.g., Netflix.com), and investigates the potential options and chosen actions of Blockbuster Inc. as it seeks to maintain its competitive position. In times of technological change, firms continuously face decisions regarding the extent to which they should embrace a technologically advanced substitute at the possible expense of their existing products and services. Guides the reader through Blockbuster's decisions and its resulting responses. Teaching Purpose: To examine the economic and strategic concepts underlying competition in markets experiencing technological change. To allow students to gain insight into Blockbuster's past substitution decisions and analyze its current decisions. May    Blockbuster Inc. & Technological Substitution (D): The Threat of Direct Digital   Add   View  15 pp.  Case Author(s): Coughlan, Peter J.; Illes, Jennifer L. Publication Date: 12/19/2003 Revision Date: 04/16/2004 Product Type: Case (Library) HBS Number: 9-704-463 Geographic Setting: United States Industry Setting: home video industry Number of Employees: 89,100 Gross Revenues: $5.1 billion revenues Event Year Start: 1997 Event Year End: 2003 Subjects: Competitive advantage; Decision making; Disruptive technologies; Electronic commerce; Entertainment industry; Home entertainment equipment; Industry structure; Internet; Rentals; Retailing; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: Examines the emergence of technologies for delivering video content to consumer homes via direct digital distribution and investigates the strategic options facing video rental giant Blockbuster Inc. as it tries to respond to the new technological substitutes. Examines the impact of personal video recorders (or digital video recorders) on the market for Blockbuster's main complementary products, the VCR and DVD player, and explores how this technology might ultimately impact Blockbuster. Addresses the current and future impact of video-on-demand, the latest incarnation of the long enduring pay-per-view technology, and analyzes Blockbuster's potential and actual response to the threat. In times of technological change, firms continuously face decisions regarding the extent to which they should embrace a technologically advanced substitute at the possible expense of their existing products and services. Teaching Purpose: To examine the economic and strategic concepts underlying competition in markets experiencing technological change. To allow students to gain insight into Blockbuster's past substitution decisions and analyze its current decisions. May be used with: (9-704-404) Blockbuster Inc. & Technological    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) HBS Number: 9-706-441 Number of Employees: 1,770 Gross Revenues: $2 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Auctions; Bids; Commodity markets; Green marketing; International business; Market entry; Market segmentation; Strategy formulation; Trade; Wholesaling Academic Discipline: Competitive strategy 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.    Bloemenveiling Aalsmeer, Teaching Note   Add     8 pp.  Teaching Note Author(s): Oberholzer-Gee, Felix Publication Date: 04/02/2007 Product Type: Teaching Note HBS Number: 5-707-544 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (9-706-441) Bloemenveiling Aalsmeer.    BMG Entertainment   Add   View  24 pp.  Case Author(s): Rivkin, Jan W.; Meier, Gerrit Publication Date: 07/03/2000 Revision Date: 09/22/2005 Product Type: Case (Field) Product Description: As dramatic changes in technology and customer tastes roil the music industry, the top executives of BMG Entertainment, one of the world's largest record companies, must decide how to organize for digital distribution of music. This case includes a brief history of the music industry, a description of the industry's current structure and economics, and a description of digital downloading efforts. May be used with: (9-703-513) The Music Industry and the Internet. HBS Number: 9-701-003 Geographic Setting: New York, NY Industry Setting: Music industry Gross Revenues: $4.6 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Corporate strategy; Electronic commerce; Industry analysis; Uncertainty Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Library), (9-701-130), 2p, by Jan W. Rivkin; Case Video, (9-702-901), 10 min, by Jan W. Rivkin; Case Video, DVD, (9-702-900), 10 min, by Jan W. Rivkin; Teaching Note, (5-701-049), 19p, by Jan W. Rivkin   Add     19 pp.  Teaching Note For use with 9-701-003 HBS Number: 5-701-049 Subjects: Corporate strategy; Electronic commerce; Entertainment industry; Industry analysis; Uncertainty    BMG Entertainment   Add   View  24 pp.  Case Author(s): Rivkin, Jan W.; Meier, Gerrit Publication Date: 07/03/2000 Revision Date: 09/22/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 701003 Geographic Setting: New York Gross Revenue: $4.6 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Industry analysis; Entrepreneurs; Corporate strategy; Internet; Disruptive innovation Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (701049), 23p, by Jan W. Rivkin Product Description: As dramatic changes in technology and customer tastes roil the music industry, the top executives of BMG Entertainment, one of the world's largest record companies, must decide how to organize for digital distribution of music. This case includes a brief history of the music industry, a description of the industry's current structure and economics, and a description of digital downloading efforts.    Boeing and Airbus: Competitive Strategy in the Very-Large-Aircraft Market   Add   View  16 pp.  Case Author(s): Al-Najjar, Nabil; Aoyagi, Ichiro; Goldstein, Guy; Korupp, Ted; Liu, Bin; Singh, Suchet Publication Date: 01/01/2006 Revision Date: 08/20/2007 Product Type: Case (Field) HBS Number: KEL022 Geographic Setting: Global Industry Setting: Aircraft industry Subjects: Competitive strategy; Economics; Strategy Academic Discipline: Competitive strategy Product Description: Boeing and Airbus are contemplating entry into very-large-aircraft (VLA) markets. Both firms are convinced the market cannot support two players due to the extremely high R&D costs and the limited (and highly uncertain) state of demand. The key strategic issue is the uncertainty surrounding Boeing's development cost: to what extent would Boeing's experience with the 747 help it reduce the R&D cost of a new VLA prototype? The main point is that Boeing's strategic moves signal its private information, and that this eliminates any first-mover advantage Boeing might have had in this market.    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) HBS Number: 9-807-011 Geographic Setting: Seattle, WA Industry Setting: Aerospace industry; Airline industry Number of Employees: 159,000 Gross Revenues: $52.5 billion revenues Event Year Start: 2003 Event Year End: 2005 Subjects: Entrepreneurship; Networks; Product differentiation; Services; Strategy formulation; Strategy implementation; Technological change Academic Discipline: Competitive strategy Product Description: Examines Boeing's new strategy of offering services to regain market dominance and help its struggling airline customers improve efficiency and profitability.    Boeing’s e-Enabled Advantage, Teaching Note   Add     4 pp.  Teaching Note Author(s): Applegate, Lynda M. Publication Date: 12/15/2008 Product Type: Teaching Note HBS Number: 5-809-083 Academic Discipline: Competitive strategy Product Description: Teaching Note for [807-011]. Must be used with: (807011) Boeing's e-Enabled Advantage.    Bombardier TEG (A)   Add   View  20 pp.  Case Bradley, Stephen P.; Mahmood, Takia Bombardier, a Canadian manufacturer of passenger railcars and market leader in the United States, faces aggressive competition from new entrant, U.S.-owned Morrison Knudsen, coming into the industry with closely related capabilities in engineering and transportation construction. Bombardier's decision is how to respond to the loss of market share and the strategic threat posed by the new competitor. Teaching Purpose: Industry analysis, competitor analysis, and strategic option analysis. HBS Number: 9-796-002 Type: Case (Field) Publication Date: 5/28/1996 Revision Date: 11/15/1999 Geographic Setting: Canada Gross Revenues: $5 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Canada; Competition; Corporate strategy    BP and the Consolidation of the Oil Industry: Supplement   Add   View  13 pp.  Case Author(s): Reinhardt, Forest ; Uludere, Nazli Publication Date: 12/16/2005 Revision Date: 08/07/2007 Product Type: Supplement (Library) HBS Number: 9-706-032 Subjects: Competitive advantage; Corporate strategy; Energy; International business; Mergers; Profitability; Vertical integration Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-706-048), 39p, by Forest Reinhardt, Ramon Casadesus-Masanell, David J. Hanson Product Description: An abstract is not available for this product. Must be used with: (9-702-012) BP and the Consolidation of the Oil Industry — 1998-2002.    BP and the Consolidation of the Oil Industry: Supplement   Add   View  13 pp.  Case Author(s): Reinhardt, Forest ; Uludere, Nazli Z. Publication Date: 12/16/2005 Revision Date: 05/07/2008 Product Type: Supplement (Library) HBS Number: 706032 Subjects: Competitive advantage; Corporate strategy; Energy; International business; Mergers; Profitability; Vertical integration Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (706048), 39p, by Forest Reinhardt, Ramon Casadesus-Masanell, David J. Hanson Product Description: An abstract is not available for this product. Must be used with: (702012) BP and the Consolidation of the Oil Industry — 1998-2002.    BP and the Restructuring of the Oil Industry—1998-2002   Add   View  37 pp.  Case Author(s): Reinhardt, Forest L.; Casadesus-Masanell, Ramon; Hanson, David J. Publication Date: 03/05/2002 Revision Date: 05/15/2006 Product Type: Case (Field) HBS Number: 9-702-012 Geographic Setting: Global Industry Setting: Petroleum industry; Natural gas Number of Employees: 107,000 Gross Revenues: $160 billion revenues Event Year Start: 1998 Event Year End: 2001 Subjects: Competitive advantage; Corporate strategy; Energy; International business; Mergers; Profitability; Vertical integration Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Library), (9-706-032), 16p, by Forest L. Reinhardt, Nazli Uludere; Teaching Note, (5-706-048), 39p, by Forest L. 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    Braun AG: Product Design and Development for a New Oral Care Category (A)   Add   View  15 pp.  Case Author(s): Freeze, Karen J. Publication Date: 01/01/1998 Revision Date: 01/01/2000 Product Type: Case (Field) Publisher: Design Management Institute Product Description: Does the Braun plaque removal (electronic toothbrush) product under development have a chance against the dominant American player, Interplak? Under an innovative female project manager, the Braun team has come to a decision point that is made urgent by the recent purchase of Interplak by Bausch & Lomb, a major company with a threatening presence in Europe. Looking at the product development process, the "product semantics" of the current design (does it communicate superior value to the consumer?), the technical problems yet to be solved, and the pressure to follow the Interplak lead, students have to develop a product strategy that fits the competitive situation and the competency and character of the company. May be used with: (DMI007) Braun AG: Product Design and Development for a New Oral Care Category (B). HBS Number: DMI006 Geographic Setting: GermanyIndustry Setting: small appliances Event Year Start: 1985Event Year End: 1989 Subjects: Appliances; Brands; Design management; Germany; Product design; Product development; Project management; Women executives Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (DMI008), 6p, by Karen J. Freeze   Add     6 pp.  Teaching Note For use with DMI006 HBS Number: DMI008 Subjects: Appliances; Brands; Design management; Germany; Product design; Product development; Project management; Women executives    Braun AG: Product Design and Development for a New Oral Care Category (B)   Add   View  11 pp.  Case Author(s): Freeze, Karen J. Publication Date: 01/01/1998 Revision Date: 01/01/2000 Product Type: Case (Field) Publisher: Design Management Institute Product Description: How does one determine the size of a "window of opportunity?" How does one determine what kind of risk is appropriate? Braun's new plaque remover is almost ready to be approved for manufacture and scheduled for launch, but toothpaste is still eating away at the tiny gears in the toothbrush head. Given the imminent launch of its formidable competitor into Europe, Braun wants to enter the market as soon as possible with what it believes is otherwise a superior product. Should Braun launch as planned, knowing that it will correct the gear problem shortly, or should Braun delay the launch until the problem is 100% solved? Some members of management, trusting Braun's engineers, tend toward the former, given the apparently small window of opportunity, whereas Ms. Valiaho, project manager, favors the latter. At this intersection of technology, design, and marketing, students are challenged to struggle with how to make such a decision. They are also encouraged to think about how product strategies, implicit or explicit, influence management decisions. May be used with: (DMI006) Braun AG: Product Design and Development for a New Oral Care Category (A). HBS Number: DMI007 Geographic Setting: GermanyIndustry Setting: small appliances Event Year Start: 1985Event Year End: 1989 Subjects: Appliances; Brands; Design management; Germany; Product design; Product development; Project management; Women executives Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (DMI008), 6p, by Karen J. Freeze   Add     6 pp.  Teaching Note For use with DMI007 HBS Number: DMI008 Subjects: Appliances; Brands; Design management; Germany; Product design; Product development; Project management; Women executives    Brigham and Women’s Hospital in 1992   Add   View  23 pp.  Case Teisberg, Elizabeth O.; Vayle, Eric J. Brigham and Women's Hospital is a highly successful teaching hospital in 1992. However, the hospital sector is undergoing a major transition and the hospital faces uncertainty about changing demographic trends, new types of competitors, and technological and scientific change. It's premier OB service is declining, and many of the hospital leaders are nearing retirement. How should it craft its strategy for the 1990s? HBS Number: 9-792-095 Type: Case (Field) Publication Date: 4/20/1992 Revision Date: 3/30/1993 Geographic Setting: Boston, MA Industry Setting: hospital Company Size: mid-size Event Year Start: 1992 Event Year End: 1992 Subjects: Competitive decision making; Corporate strategy; Health services; Hospital administration; Nonprofit organizations; Regulated industries; Social enterprise; Uncertainty Supplementary Materials: Teaching Note, (5-792-010), 12p, by Elizabeth O. Teisberg   Add     12 pp.  Teaching Note For use with 9-792-095 HBS Number: 5-792-010 Subjects: Competitive decision making; Corporate strategy; Health services; Hospital administration; Nonprofit organizations; Regulated industries; Social enterprise; Uncertainty    Brightcove and the Future of Internet Television   Add   View  24 pp.  Case Author(s): Yoffie, David B.; Hagiu, Andrei; Slind, Michael Publication Date: 01/05/2007 Revision Date: 04/23/2007 Product Type: Case (Field) HBS Number: 9-707-457 Geographic Setting: Cambridge, MA Industry Setting: IT industry; Media Number of Employees: 105 Gross Revenues: $2.7 million revenues Event Year Start: 2004 Event Year End: 2006 Subjects: Advertising; Communication; Competitive advantage; Entertainment; Entrepreneurship; Information technology; Networks; Strategy Academic Discipline: Competitive strategy Product Description: Brightcove, a technology and services provider to content owners in the Internet television field, aimed to become a media distribution company in its own right. On October 30, 2006, it relaunched its Website — and, in effect, its business. With its new, consumer-facing home page, and with new offerings for advertisers and affiliates as well as video publishers, Brightcove sought to build a four-sided business (or “platform”) around the rapidly expanding online video industry. Simultaneously, CEO Jeremy Allaire was completing a major funding round that would enable the company to make strategic investments in some or all of several categories: technology, media distribution infrastructure, international expansion, and acquisitions. As Allaire and his fellow executives weighed those options, they confronted competitive threats in multiple quarters, but particularly from YouTube, a hugely popular video-sharing site that online search giant Google had recently acquired. Covers Brightcove's vision for its multi-sided business, its technology offering and early business model, its efforts to shift to a new model based on media distribution, and its chief competitors in that market space.    Brightcove and the Future of Internet Television, Teaching Note   Add     13 pp.  Teaching Note Author(s): Yoffie, David B.; Hagiu, Andrei Publication Date: 05/17/2007 Product Type: Teaching Note HBS Number: 5-707-568 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (9-707-457) Brightcove and the Future of Internet Television.    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) HBS Number: 9-706-435 Geographic Setting: United States Industry Setting: Consumer products; Manufacturing industries Number of Employees: 38,500 Gross Revenues: $1,288.3 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Advertising; Competitive advantage; Competitive strategy; Innovation; Legal aspects of business; Litigation; Marketing; Patents; Quality management Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-707-545), 11p, by Felix Oberholzer-Gee 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?   Add     11 pp.  Teaching Note HBS Number: 5-707-545 For use with 9-706-435    Bringing OTC Back to the Exchange: Euronext.liffe’s Launch of ABC   Add   View  20 pp.  Case Author(s): Cantillon, Estelle; Yin, Pai-Ling Publication Date: 03/03/2006 Product Type: Color Case Product Description: Euronex.liffe, a derivatives trading exchange, launches matching, clearing, and confirmation services for the over-the-counter market. This combination of services creates a new platform for a market that potentially cannibalizes its current exchange-based services. Is this good idea? Does the design of this new combination of services make sense? Is it the best positioned among other exchanges and services to the derivatives trading market to launch this new platform? HBS Number: 9-706-489 Geographic Setting: London Industry Setting: Financial services; Stock markets Number of Employees: 1,437 Gross Revenues: $887 million euros Event Year Start: 2005 Event Year End: 2005 Subjects: Competition; Derivatives; Financial institutions; Market structure; Over the counter trading; Platforms; Product introduction; Securities trading; Stock exchanges; Value creation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-706-490), 14p, by Estelle Cantillon, Pai-Ling Yin    Bringing OTC Back to the Exchange: Euronext.liffe’s Launch of ABC   Add   View  20 pp.  Case Author(s): Cantillon, Estelle S.; Yin, Pai-Ling Publication Date: 03/03/2006 Product Type: Color Case HBS Number: 706489 Geographic Setting: London Industry Setting: Financial services; Stock markets Number of Employees: 1,437 Gross Revenues: $887 million euros Event Year Start: 2005 Event Year End: 2005 Subjects: Competition; Derivatives; Financial institutions; Market structure; Over the counter trading; Platforms; Product introduction; Securities trading; Stock exchanges; Value creation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (706490), 14p, by Pai-Ling Yin, Estelle S. Cantillon Product Description: Euronex.liffe, a derivatives trading exchange, launches matching, clearing, and confirmation services for the over-the-counter market. This combination of services creates a new platform for a market that potentially cannibalizes its current exchange-based services. Is this good idea? Does the design of this new combination of services make sense? Is it the best positioned among other exchanges and services to the derivatives trading market to launch this new platform?    Bringing OTC Back to the Exchange: Euronext.liffe’s Launch of ABC, Teaching Note   Add     14 pp.  Teaching Note Author(s): Cantillon, Estelle; Yin, Pai-Ling Publication Date: 03/08/2006 Product Type: Teaching Note HBS Number: 5-706-490 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (9-706-489) Bringing OTC Back to the Exchange: Euronext.liffe's Launch of ABC.    Bristol City Schools (BCS)   Add   View  14 pp.  Case Author(s): Elmore, Richard ; Akinola, Modupe Publication Date: 09/02/2004 Product Type: Case (Field) Publisher: Public Education Leadership Project HBS Number: PEL001 Subjects: Organizational structure; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (PEL049), 7p, by Stacey Childress,Tiffany K. Cheng Product Description: This is a PELP case study. Explores the concept of strategic alignment within a public school district.    Bristol City Schools, Teaching Note   Add     7 pp.  Teaching Note Author(s): Childress, Stacey; Cheng, Tiffany K. Publication Date: 01/29/2007 Product Type: Teaching Note HBS Number: 5-PEL-049 Academic Discipline: Competitive strategy Product Description: An abstract is not available for this product. Must be used with: (9-PEL-001) Bristol City Schools (BCS).    British Motorcycle Industry at a Crossroads   Add   View  12 pp.  Case Author(s): Rivkin, Jan W. Publication Date: 01/18/2003 Revision Date: 01/09/2008 Product Type: Case (Library) HBS Number: 9-703-031 Geographic Setting: Great Britain Industry Setting: Motorcycle Number of Employees: 3,000 Gross Revenues: $30 million revenues Event Year Start: 1975 Event Year End: 1975 Subjects: Consulting; Cost analysis; Quantitative analysis; Strategy formulation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-704-022), 27p, by Jan W. Rivkin Product Description: By 1975, the collapse of the British motorcycle industry is nearly complete. Only one British manufacturer, NVT, remains in operation. In this setting, the British government commissions the Boston Consulting Group to identify and evaluate strategic alternatives for NVT and its suppliers. This case summarizes what the consultants discovered as they sized up the global motorcycle industry and Britain's place in it. May be used with: (9-384-050) Honda (B); (9-384-049) Honda (A).   Add     22 pp.  Teaching Note For use with 9-703-031 HBS Number: 5-704-022 Subjects: Consulting; Cost analysis; Motorcycles; Quantitative analysis; Strategy formulation; United Kingdom    British Petroleum (A1): Organizing for Performance at BPX   Add   View  17 pp.  Case Author(s): Podolny, Joel; Roberts, John Publication Date: 07/04/1999 Product Type: Case (Field) Publisher: Stanford University Product Description: In 1992-93, British Petroleum plc, Britain's fourth-largest of the great international integrated oil companies, faced a major crisis. The company was experiencing its first losses in its eighty-year history, while morale was battered by downsizing and organizational upheaval. May be used with: (IB16A2) British Petroleum (A2): Organizing for Performance at BPX; (IB16B) British Petroleum (B): Focus on Learning; (IB16C) British Petroleum (C): Social Responsibility. HBS Number: IB16A1 Geographic Setting: Great BritainIndustry Setting: oil company Event Year Start: 1992Event Year End: 1993 Subjects: Competition; Downsizing; International business; Learning; Losses; Organizational change; Petroleum; United Kingdom Academic Discipline: Competitive strategy    British Petroleum (A2): Organizing for Performance at BPX   Add   View  19 pp.  Case Author(s): Podolny, Joel; Roberts, John Publication Date: 07/04/1999 Revision Date: 04/02/2002 Product Type: Case (Field) Publisher: Stanford University Product Description: In June of 1995, John Browne became CEO of The British Petroleum Co. plc, succeeding David Simon, who became chairman. In the six years that Browne headed BPX, he led the business through major strategic redirection and then a fundamental organizational redesign. Both were aimed at increasing performance. May be used with: (IB16A1) British Petroleum (A1): Organizing for Performance at BPX; (IB16B) British Petroleum (B): Focus on Learning; (IB16C) British Petroleum (C): Social Responsibility. HBS Number: IB16A2 Geographic Setting: Great BritainIndustry Setting: oil company Event Year Start: 1995Event Year End: 1995 Subjects: Competition; Downsizing; International business; Learning; Losses; Organizational change; Petroleum; United Kingdom Academic Discipline: Competitive strategy    British Petroleum (B): Focus on Learning   Add   View  17 pp.  Case Author(s): Podolny, Joel; Roberts, John; Berzins, And Publication Date: 05/20/1998 Product Type: Case (Field) Publisher: Stanford University Product Description: British Petroleum (BP) had very profitable years in 1996 and l997. However, CEO John Browne knew that BP could not rest on its laurels. In Browne's view, the company's ability to compete was based on the extent to which it could foster learning across units. May be used with: (IB16A1) British Petroleum (A1): Organizing for Performance at BPX; (IB16A2) British Petroleum (A2): Organizing for Performance at BPX; (IB16C) British Petroleum (C): Social Responsibility. HBS Number: IB16B Geographic Setting: Great BritainIndustry Setting: oil company Event Year Start: 1996Event Year End: 1997 Subjects: Competition; Downsizing; International business; Learning; Losses; Organizational change; Petroleum; United Kingdom Academic Discipline: Competitive strategy