Publications
Publications
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- All HBS Web
(14,247)
- Faculty Publications (3,238)
- 1997
- Working Paper
Corporate Strategies for Emerging Markets in Business Groups
By: Tarun Khanna and Krishna G. Palepu
- January 1997 (Revised June 1997)
- Case
Southwire: Beyond 2000
By: F. Warren McFarlan and Melissa Dailey
Southwire, based in Carrollton, GA, was the leading producer of aluminum and copper rod, wire, and cable for the transmission and distribution of electricity. In one decade, CEO Roy Richards, Jr. grew annual sales from $500 million in 1985 to $1.9 billion in 1995, an... View Details
- November 1996 (Revised July 1997)
- Case
Alexander Plaza
By: Arthur I Segel and William J. Poorvu
In May 1996, Henry Bower, an asset manager for a real estate adviser, Medcem, has to negotiate the details of a lease after signing a letter of intent with a high technology company, Defentek, Inc. Defentek, Inc. is a fast-growing company with limited net worth that is... View Details
- November 1996
- Case
Diamond Walnut Growers
By: Ray A. Goldberg and Mollie H. Carter
Diamond Walnut Growers is the largest walnut marketer in the world. As a grower-owned cooperative, it is under pressure to operate as efficiently as independent handlers. Diamond is evaluating its high-margin consumer branded business, which has experienced little to... View Details
- November 1996 (Revised March 2001)
- Case
Sime Darby Berhad (A): 1995
By: Tarun Khanna, Michael Y. Yoshino and Danielle J. Melito
Sime Darby is one of South Asia's largest regional conglomerates. In 1995, it is contemplating entry into the fast-growing financial services sector in Malaysia through the acquisition of a Malaysian bank. This is in keeping with its activities mirroring those of the... View Details
- October 1996 (Revised January 1997)
- Case
Mt. Auburn Hospital
By: F. Warren McFarlan and Jaan Elias
In December of 1993, two of Boston's largest and best known hospitals, Massachusetts General and Brigham and Women's, announced that they were setting aside their historic rivalry to form an alliance and build a regional health network. The announcement set off a wave... View Details
- September 1996 (Revised March 1999)
- Case
EMDICO (A)
By: John A. Quelch
The general manager of Fuji Film's Saudi distributorship must decide on a relaunch strategy for Fuji film and cameras in Saudi Arabia. View Details
- September 1996 (Revised September 1999)
- Case
Mobil USM&R (A): Linking the Balanced Scorecard
By: Robert S. Kaplan
The CEO of the marketing and refining division of a major oil company is in the midst of implementing a profit turnaround. He transforms the strongly centralized, functionally-organized division into 17 independent business units and 14 internal service companies. The... View Details
- September 1996 (Revised May 1997)
- Case
Mobil USM&R (C): Lubricants Business Unit
By: Robert S. Kaplan
The general manager of a Lubricants Business Unit in Mobil's U.S. Marketing and Refining division launched a project to develop a Balanced Scorecard (BSC) for his unit. The purpose was to provide focus for all employees of the unit, enabling it to operate on an... View Details
- August 1996
- Case
ThermoLase
By: William A. Sahlman and Andrew S. Janower
John Hansen, CEO of ThermoLase, must develop a plan of action to exploit the company's new development-stage revolutionary hair removal technology with negligible revenues and a $500 million market capitalization. This nascent public Thermo Electron spin out company... View Details
- August 1996 (Revised December 1999)
- Case
J Boats, Inc.
By: Robert L. Simons
During the 20-year evolution of a family-owned, entrepreneurial sailboat company, two founders leverage their design and marketing skills to build one of the most recognized brands in the recreational boating industry. The founder then considers management succession... View Details
- July 1996 (Revised August 2024)
- Case
Innovative Opportunities to Manage Health Care Delivery
By: Regina E. Herzlinger and D. Scott Lurding
The purpose of this case is:
To familiarize the students with the changing landscape of health care delivery, through chains of retail medical centers and those offering value-based care (VBC).
To discuss fundamental managerial decisions about their... View Details
To discuss fundamental managerial decisions about their... View Details
- July 1996
- Case
Bayside Controls, Inc.
By: H. Kent Bowen, Jennifer Kochman and Sylvie Ryckebusch
Two recent MBA graduates acquire a small and ailing metal-machining company that had manufactured small aerospace components. Through clever application of state-of-the-art manufacturing, engineering, and marketing/sales concepts, they turned the company into a growing... View Details
- June 1996 (Revised January 1999)
- Case
XcelleNet, Inc. (A)
By: Stephen P. Bradley, Richard L. Nolan and James Leonard
XcelleNet, a $35 million system software company based in Atlanta, was founded in 1986 to address the computing needs of a class of remote and mobile users and data that were rarely connected to a network. Though the clear first mover and leader in the remote... View Details
- May 1996 (Revised November 2018)
- Case
Ecolab, Inc.
By: Ashish Nanda
By 1993, Ecolab has established a dominant market position in the institutional cleaning industry. As the company’s principal competitor, Diversify, drives sales aggressively, Ecolab president Al Schuman faces a choice about how best to market Ecolab’s offerings.... View Details
- May 1996 (Revised July 1998)
- Case
Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (A)
A large, lucrative power plant is negotiated for construction/operation by an American power company in India's evolving privatized power sector. The process of incorporating the project is captured in this case. The American company will own and operate the plant in... View Details
- May 1996 (Revised May 1997)
- Case
Colliers International Property Consultants, Inc.: Managing a Virtual Organization
By: Lynda M. Applegate and Carin-Isabel Knoop
In less than 20 years, the real estate firm Colliers International expanded into a federation of 180 offices with close to 4,500 professionals in over 30 countries. Because Colliers expanded by signing up existing firms strong in their local markets, its leaders had to... View Details
- March 1996 (Revised July 1996)
- Case
Service Corporation International
By: Benjamin C. Esty and Craig F Schreiber
The CFO of a high-growth company in the low-growth and fragmented funeral services industry must decide how to optimize capital structure and earnings growth while maximizing the company's market value. View Details
- February 1996
- Case
USX Corporation
By: Stuart C. Gilson and Jeremy Cott
A large diversified steel and energy firm is pressured by a corporate raider to spin off its steel business in order to increase its stock price. As an alternative to the spinoff, management proposes replacing the company's common stock with two new classes of... View Details
- January 1996
- Case
Case of the Unidentified Industries--1995, The
Helps students to understand how the characteristics of a business are reflected in its financial statements. View Details