Publications
Publications
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- All HBS Web
(6,427)
- Faculty Publications (2,103)
- December 2005 (Revised October 2013)
- Case
Fred Khosravi and AccessClosure (A)
By: Richard Hamermesh and Liz Kind
Fred Khosravi is a serial medical device entrepreneur. In his latest venture, he must decide whether to sell now or continue to develop his current product and whether to market it, sell the company, or IPO. View Details
- December 2005 (Revised April 2010)
- Teaching Note
Leerink Swann & Co.: Creating Competitive Advantage (TN)
By: Boris Groysberg and Andrew N. McLean
- December 2005 (Revised July 2006)
- Case
Bunge: Poised for Growth
By: David E. Bell and Mary L. Shelman
As CEO of the world's largest oilseed processor, Alberto Weisser of Bunge must not only decide how quickly to expand in fast-growing markets of Eastern Europe and Asia, but also how best to leverage the firm's global footprint and leadership position. The firm is... View Details
- December 2005 (Revised March 2010)
- Case
William Levitt, Levittown and the Creation of American Suburbia
By: Nitin Nohria, Anthony Mayo and Mark Benson
Demand for low-cost housing after World War II far exceeded supply. Was this a profitable new market? New York developer William Levitt had to decide. During World War II, Levitt was eager to build basic housing for the working class—otherwise, Levitt & Sons would have... View Details
- December 2005 (Revised January 2007)
- Case
Ben & Jerry's: Preserving Mission & Brand within Unilever
By: James E. Austin and James Quinn
In the months after Ben & Jerry's was acquired by Unilever, Ben & Jerry's head social mission faces challenges and opportunities unique in the company's history, including: how to manage employee morale; whether to include synthetic ingredients to meet consumer... View Details
Keywords: Brands and Branding; Problems and Challenges; Mergers and Acquisitions; Mission and Purpose; Social Enterprise; Management Teams; Governing and Advisory Boards; Value Creation; Corporate Governance; Employee Relationship Management; Food and Beverage Industry; Agriculture and Agribusiness Industry; Retail Industry; United States
- November 2005 (Revised September 2007)
- Case
Beijing Hualian
By: David E. Bell and Mary L. Shelman
China's fifth largest domestic retailer faced intensifying competition from Wal-Mart and Carrefour with the opening of China's fast-growing retail market in January 2005. In response, Beijing Hualian developed a new "Family Store" format targeted at the nation's... View Details
- November 2005 (Revised October 2012)
- Case
The MCI Takeover Battle: Verizon versus Qwest
By: Malcolm P. Baker and James Quinn
MCI's board of directors is considering competing bids from Verizon and Qwest. Qwest, a smaller company with a weaker balance sheet, is offering almost a billion dollars more. But Verizon, one of the largest telecommunications companies in the world, has a history of... View Details
- November 2005 (Revised August 2007)
- Case
ConAgra Foods: The Next Chapter
By: Ray A. Goldberg and Mary L. Shelman
In 2005, CEO Bruce Rohde has almost completed the integration of ConAgra Foods' collection of 90 independent operating companies into a focused, value-added firm and was beginning to think about his successor. ConAgra had become the second largest food company and No.... View Details
Keywords: Change Management; Corporate Strategy; Leading Change; Management Succession; Strategic Planning; Brands and Branding; Food; Agribusiness; Product Marketing; Management Teams; Transformation; Customer Focus and Relationships; Food and Beverage Industry; Agriculture and Agribusiness Industry; United States
- October 2005
- Case
Saskatchewan Wheat Pool 2005
By: Ray A. Goldberg and Mary L. Shelman
CEO Mayo Schmidt had just guided his firm through five difficult years. Survival had come with the difficult decision to change the 80-year-old agricultural cooperative into a Canadian business corporation. The Saskatchewan Wheat Pool (SWP) now faced the future with a... View Details
- October 2005 (Revised March 2006)
- Case
Strategic Inflection: TiVo in 2005
By: David B. Yoffie, Pai-Ling Yin and Barbara Mack
In the late 1990s, TiVo pioneered the digital video recorder (DVR), a new consumer electronics category. By 2005, the company was the clear leader in technology and installed base. It had also built extraordinary loyalty among its customers. However, TiVo lost a half... View Details
- October 2005 (Revised September 2006)
- Case
Museum of Fine Arts Boston
By: V. Kasturi Rangan and Marie Bell
One of Boston's main cultural attractions, the Museum of Fine Arts (MFA), has experienced a steady decline of its core audience over the last decade. The museum's executive director attempted to bridge the shortfall by staging new, innovative, special exhibitions,... View Details
- October 2005 (Revised February 2006)
- Case
Reactivity: A Case of Re-Invention
By: Myra M. Hart and Sylvia Sensiper
By the time Glenn Osaka joined Reactivity as its new CEO in January 2001, the Internet bubble had burst, the financial markets had turned, and the company's core businesses were drying up. He was not hired to lead a turnaround, but Osaka found that the firm's future... View Details
- Article
Trust and Incentives in Agency
By: Ramon Casadesus-Masanell and Daniel F Spulber
Contracts between a principal and an agent are not formed in a vacuum. Although formal contracts between a principal and an agent contain explicit incentives for performance, the relationship between a principal and an agent also involves implicit incentives. Three... View Details
- September 2005 (Revised February 2007)
- Case
Angels and Devils: Best Buy's New Customer Approach (A)
In November 2004, The Wall Street Journal reported that consumer electronics retailer Best Buy's new customer approach was to shun the "devils" among its customers. The "customer centricity" initiative, which was led by Best Buy's CEO Brad Anderson, was based on an... View Details
- September 2005 (Revised January 2006)
- Case
Restating Revenues and Earnings at INVESTools, Inc. (A)
By: Michael D. Kimbrough and F. Warren McFarlan
Relates the events leading up to the announcement in February 2005 that INVESTools, a Utah-based provider of investor education services, would be restating prior-year financial statements due to inappropriate revenue recognition. View Details
- September 2005 (Revised June 2006)
- Case
WuXi PharmaTech
By: Richard G. Hamermesh and Simin Zhou
WuXi Pharmatech has gone from zero to $21 million in sales in three years. The company must decide its growth strategy and how best to finance and organize for rapid growth. View Details
- September 2005 (Revised April 2007)
- Case
Spyder Active Sports - 2004
By: Belen Villalonga, Dwight B. Crane and James Quinn
David Jacobs founded a high-end ski apparel company in 1978. He successfully built and grew the company, establishing a major international brand that appealed to ski racers and other active skiers. In 1995, he sought external financing to support further growth of the... View Details
- August 2005 (Revised May 2008)
- Case
Pawson Foundation: August 2006
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
A top-tier venture capital firm has encountered challenging conditions for its recent funds, which have raised "clawback" liabilities. In response, it is charging its investors the difference between the lower budget-based fee that it used and the maximum that the... View Details
- August 2005 (Revised May 2007)
- Case
Partners Healthcare
By: Joshua D. Coval
Focuses on the portfolio allocation decision of a passive fund manager. Provides a setting to study portfolio theory, including mean-variance analysis, the capital market line, and the efficient frontier. View Details