Beruflich Dokumente
Kultur Dokumente
Edward Jones
Michael E. Porter Gregory C.
Bond
Type: HBS case
Pub. Date: 07/20/1999
Product #: 700009
Length: 23p
Teaching Note: N/A
The Offshore Drilling Industry
Kenneth S. Corts
Type: HBS note
Pub. Date: 04/28/1999
Product #: 799111
Length: 22p
Teaching Note: 700016
Abstract
Abstract
Provides a framework for the analysis of industry structure. Identifies the major
structural features that influence the profit potential in industries and some
illustrative implications of these for strategy formulation. Can be used as a
reference note for business policy courses and/or as the background for a
lecture on industry analysis.
Costco Companies, one of the major players in the wholesale club industry, has
developed a new class of membership that offers discounted services--auto,
health, and home insurance, business credit card processing, real estate
services--in exchange for a higher annual fee ($100 vs. $40). The case poses
two questions: 1) how should the new membership be marketed, to whom, and
how much should be spent on the effort? And 2) what are the potential risks and
benefits for Costco, which generated $22 billion in 1997 selling products in bulk,
in offering services? Which question is emphasized depends on whether the
case is taught in a marketing or a retailing course. Learning Objective: In a
marketing course, the case is used to understand to what extent a retail brand
name can be extended beyond its roots. What is it about a brand that allows it to
be extended? In a retailing course, the case can be used to understand the
economics of the Costco model and see whether services are a viable addition
to a membership-based product retailer.
Eckerd Corp.
Michael E. Porter,
John C. Kelleher
Type: HBS case
Pub. Date: 06/10/1999
Product #: 799141
Length: 23p
Teaching Note: N/A
Progressive Corp.
Michael E. Porter,
Nicolaj Siggelkow
Type: HBS case
Pub. Date: 05/19/1997
Product #: 797109
Length: 25p
Teaching Note: N/A
Abstract
Describes the competitive situation facing Robert Mondavi, the leading premium
California winery. Mondavi has been an industry innovator and has recently
taken steps to become more international. Mondavi has to cope with growing
domestic competition as well as market share growth by wineries from Chile and
Australia. Learning Objective: Designed to explore competitive strategy in an
evolving industry with a special focus on international strategy.
After years of success with its vaunted "Direct Model" for computer
manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by
competitors to match its strategy. This case describes the evolution of the
personal computer industry, Dell's strategy, and efforts by Compaq, IBM,
Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell's approach.
Students are called on to formulate strategic plans of action for Dell and its
various rivals. Learning Objective: Permits an especially detailed examination
of imitation; illustrates how fit among activities and incompatibilities between
competitive positions can pose particularly high barriers to imitation. To illustrate
competitor analysis, the evolution of industry structure, and relative cost
analysis.
Describes the history and current situation in the retail pharmacy industry,
including competition from new merchants and Internet drugstores. Eckerd, one
of the top four drug chains, must decide how to position itself for the future.
Learning Objective: To support a discussion on the evolution of competition
and competitive dynamics among rivals.
Describes the rivalry between two competitors who have attempted to become
the dominant force in the emerging British satellite television industry. Can be
used to examine issues of competitive positioning, technology adoption, and
scenario analysis. Helps students make decisions given competitive challenges
and industry uncertainties.
Abstract
The first ten pages of this case are comprised of the company's history, from
1923 to 2001. The Walt years are described, as is the company's decline after
his death and its resurgence under Eisner. The last five pages are devoted to
Eisner's strategic challenges in 2001: managing synergy, managing the brand,
and managing creativity. Students are asked to think about the keys to Disney's
mid-1980s turnaround, about the proper boundaries of the firm, and about what
Disney's strategy should be beyond 2001.
Hermes Systems
Michael L. Tushman,
Daniel B. Radov
Type: HBS case
Pub. Date: 12/20/1999
Product #: 400056
Length: 17p
Teaching Note: N/A
Viacom, Inc.: Carpe
Diem
Joseph L. Bower,
Thomas R. Eisenmann
Type: HBS case
Pub. Date: 02/26/1996
Product #: 396250
Length: 30p
Teaching Note: N/A
Abstract
Chronicles the globalization of the Tata Group, one of India's largest business
groups. Since 2000, many Tata Group operating companies have aggressively
built international businesses, particularly through overseas acquisitions. After
describing the globalization rationales and approaches of the major Tata Group
companies, the case asks students to consider whether Tata Motors should
pursue the acquisition of the Jaguar and Land Rover brands owned by USbased Ford Motor company. Learning Objective: To consider the use of
acquisitions as a tool for emerging market-based companies to globalize their
businesses.
Describes Philip Morris' acquisitions of General Foods in 1985 and Kraft, Inc. in
1989, focusing on the integration of Kraft and General Foods that forms a $30
billion food subsidiary. Details the steps required to merge these two large
companies, emphasizing the managerial, organizational, administrative, and
strategic issues engendered by the integration of Kraft and General Foods.
Martin Sorrell has used WPP to acquire a large portfolio of marketing service
firms including J. Walter Thompson and Ogilvy & Mather. How did he make this
minnow-swallows-many-whales trick work, and can he make the whole into
something bigger than the parts?
Abstract
The venerable British retailer Marks & Spencer suffered a series of setbacks in
the late 1990s. The company's performance, which had been solid for decades,
quickly deteriorated, forcing the rapid turnover of chief executives and many
restructurings. Perhaps the largest change the retailer made was the
abandonment of its global expansion plans, withdrawing from continental
Europe and trying to sell off assets in the United States, including the wellknown clothiers Brooks Brothers. This case examines the changes Marks &
Spencer made between 1998 and 2001, as the company tries to shore up its
ailing core business, U.K. retail, while deciding on an appropriate global
strategy.
CEMEX is a Mexican company that has become a major international
competitor in cement while maintaining a higher level of profitability than other,
longer-established majors. CEMEX's superior profitability supplies a basis for
discussing the sources of superior performance in a global context. In addition,
the wide array of benefits that CEMEX derives from its operations in different
countries broadens conventional notions of why firms globalize.
Chapter 9: Cooperative
Strategy
Swissairs Alliances
(A)
David B. Yoffie, Eric J.
Vayle
Type: HBS case
Pub. Date: 06/28/1994
Product #: 794152
Length: 20p
Teaching Note: 794012
Daewoos
Globalization: UzDaewoo Auto Project
John A. Quelch, Chanhi
Park
Type: HBS case
Pub. Date: 10/20/1997
Product #: 598065
Length: 35p
Teaching Note: N/A
Pandesic: The
Challenges of a New
Business Venture (A)
Joseph L. Bower, Clark
Gilbert
Type: HBS case
Pub. Date: 03/08/1999
Product #: 399129
Length: 18p
Teaching Note: N/A
The top management at Daewoo is reviewing its close relationship with the
Uzbekistan government, focusing especially on the performance of Uz-Daewoo
Auto, a strategic alliance to manufacture and market passenger cars. Learning
Objective: Shows the challenges of organizing strategic alliances in
transitional economies.
Al Dunlap at Sunbeam
Brian J. Hall, Rakesh Khurana,
Carleen Madigan
Type: HBS case
Pub. Date: 04/12/1999
Product #: 899218
Length: 21p
Teaching Note: N/A
Abstract
After the Brent Spar episode and the 1995 events in Nigeria, Shell
undertakes an intensive review of its values and business principles. At
the same time, it conducts the largest multi-stakeholder consultation in
its history in an effort to better understand society's evolving
expectations for companies like Shell. Based on its findings, the
company launches an effort to change its culture and embed in the
organization a revised set of business principles. The company is
considering whether as part of the transformation effort to begin public
reporting on its environmental and social as well as its financial
performance. The issue is sharpened when Shell receives a challenge
from a small group of shareholders in the form of an unusual (for a
British company) shareholder resolution. Learning Objective: Allows
students to explore society's changing expectations for reporting the
non-financial performance of these companies.
Al Dunlap was one of the best-known corporate turnaround artists of the
1990s. In 1996, he was hired at Sunbeam to effect a restructuring, but
was fired almost two years later when the company's financial
performance and stock price began to decline. Many of the
controversies that had surrounded him at his previous job, Scott Paper,
followed him to Sunbeam: his rejection of the multiple stakeholder view
of corporate governance, his aggressive managerial style, his shaky
relations with the media, and his high level of pay. The case describes
Dunlap's compensation package at Sunbeam and addresses the issue
of how U.S. companies compensate "superstar" CEO's. Learning
Objective: To discuss the debate about multiple stakeholders versus
shareholder primacy; to analyze the incentives and compensation
packages of highly sought-after CEOs, the amount and form of their pay
packages (cash, bonus, options, etc.), and stock price as a measure of
performance.
Abstract
Introduces the student to Mary Kay Cosmetics, Inc., its business, its
strategy, and its organization. Provides the necessary background for
understanding the contributions of Mary Kay Ash, the company's
founder and chairman.
Abstract
An MBA student founds an e-education business and must decide which
customers to target and which products/services to produce.
Learning Objective: Examines the online education marketplace and
encourages students to develop action plans to succeed in it. Designed
to place the student in a situation he or she can empathize with and in
which he or she can make recommendations that will create alignment
among targeted customers, customer value propositions, and service
delivery systems. Also illustrates the importance of a simple and intuitive
customer interface for an Internet-based service and the approach
successful firms have adopted to deliver such an interface.
OXO International
H. Kent Bowen, Marilyn E.
Matis, Sylvie Ryckebusch
Type: HBS case
Pub. Date: 01/13/1997
Product #: 697007
Length: 19p
Teaching Note: 601161