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      • April 2005 (Revised June 2006)
      • Case

      Yahoo! Messenger: Network Integration

      By: Thomas R. Eisenmann and Alison Berkley Wagonfeld
      Describes Yahoo!'s management of the launch of version 6.0 of its Instant Messenger (IM) product, which incorporates features from 12 other Yahoo! properties, including Search, Music, Games, Photos, Personals, News, and Shopping. The integration of features from so... View Details
      Keywords: Integration; Business Units; Digital Platforms; Internet and the Web; Competitive Advantage; Web Services Industry; Information Technology Industry; United States
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      Eisenmann, Thomas R., and Alison Berkley Wagonfeld. "Yahoo! Messenger: Network Integration." Harvard Business School Case 805-102, April 2005. (Revised June 2006.)
      • March 2005
      • Case

      Henkel Iberica (A)

      By: Francisco de Asis Martinez-Jerez, V.G. Narayanan and Lisa Brem
      In 2002, Esteban Garriga, customer service director at Henkel Iberica, questions whether Collaborative Planning, Forecasting, and Replenishment (CPFR) would help manage retail promotions and limit their impact on the stock-outs and obsolete inventory. Describes the... View Details
      Keywords: Business Subsidiaries; Forecasting and Prediction; Price; Distribution Channels; Strategic Planning; Commercialization; Valuation; Rail Industry; Germany; Spain
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      Martinez-Jerez, Francisco de Asis, V.G. Narayanan, and Lisa Brem. "Henkel Iberica (A)." Harvard Business School Case 105-023, March 2005.
      • March 2005 (Revised May 2005)
      • Case

      Ito-Yokado: The Challenge of Apparel

      By: Rajiv Lal and Arar Han
      Ito-Yokado, the 16th largest retail conglomerate in the world, has struggled with the declining performance in the apparel division of its superstores for over a decade. Apparel sales are slipping, eating hard-won gains in the retailer's food division. CEO Toshifumi... View Details
      Keywords: Business Conglomerates; Transformation; Performance; Problems and Challenges; Sales; Strategy; Apparel and Accessories Industry; Retail Industry; Japan
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      Lal, Rajiv, and Arar Han. "Ito-Yokado: The Challenge of Apparel." Harvard Business School Case 505-048, March 2005. (Revised May 2005.)
      • February 2005 (Revised June 2007)
      • Case

      Unilever in India: Hindustan Lever's Project Shakti--Marketing FMCG to the Rural Consumer

      By: V. Kasturi Rangan and Rohithari Rajan
      With liberalization of India's economy and the opening up of markets to foreign multinationals such as Procter & Gamble, the Indian subsidiary of Unilever--Hindustan Lever Ltd. (HLL)--was under pressure to grow revenues and profits. HLL had a long and stellar record of... View Details
      Keywords: Economy; Market Entry and Exit; Business Subsidiaries; Revenue; Profit; Market Participation; Programs; Rural Scope; Poverty; Multinational Firms and Management; Consumer Products Industry; Beauty and Cosmetics Industry; India
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      Rangan, V. Kasturi, and Rohithari Rajan. "Unilever in India: Hindustan Lever's Project Shakti--Marketing FMCG to the Rural Consumer." Harvard Business School Case 505-056, February 2005. (Revised June 2007.)
      • February 2005 (Revised March 2009)
      • Case

      Arauco (A): Forward Integration or Horizontal Expansion?

      By: Ramon Casadesus-Masanell, Jorge Tarzijan and Jordan Mitchell
      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... View Details
      Keywords: Decision Choices and Conditions; Competitive Advantage; Diversification; Expansion; Vertical Integration; Forest Products Industry; Chile
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      Casadesus-Masanell, Ramon, Jorge Tarzijan, and Jordan Mitchell. "Arauco (A): Forward Integration or Horizontal Expansion?" Harvard Business School Case 705-474, February 2005. (Revised March 2009.)
      • December 2004 (Revised April 2006)
      • Case

      Managing Diversity at Cityside Financial Services

      By: Robin J. Ely and Ingrid Vargas
      Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division... View Details
      Keywords: Selection and Staffing; Situation or Environment; Race; Employees; Gender; Customer Satisfaction; Diversity; Cross-Cultural and Cross-Border Issues; Banks and Banking; Banking Industry
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      Ely, Robin J., and Ingrid Vargas. "Managing Diversity at Cityside Financial Services." Harvard Business School Case 405-047, December 2004. (Revised April 2006.)
      • December 2004 (Revised April 2006)
      • Case

      Nestle and Alcon--The Value of a Listing

      By: Mihir A. Desai, Vincent Dessain and Anders Sjoman
      In response to a perceived undervaluation by the capital markets, Nestle is considering divesting a part of its ophthalmology subsidiary, Alcon, and must decide on a listing location. In the process, students are challenged to wrestle with the valuation of a... View Details
      Keywords: Business Conglomerates; International Finance; Corporate Entrepreneurship; Markets; Taxation; Business Subsidiaries; Valuation; Food and Beverage Industry; Health Industry; Europe; United States
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      Desai, Mihir A., Vincent Dessain, and Anders Sjoman. "Nestle and Alcon--The Value of a Listing." Harvard Business School Case 205-056, December 2004. (Revised April 2006.)
      • November 2004
      • Case

      Deere & Company

      By: Ray A. Goldberg and Hal Hogan
      John Deere & Co. wants to improve shareholder value and provide incentives to do so. The task is difficult in a volatile agriculture and construction industry. It also wants to be more global and provide machinery that traces commodities from the field to the consumer. View Details
      Keywords: Factories, Labs, and Plants; Volatility; Machinery and Machining; Multinational Firms and Management; Goods and Commodities; Goals and Objectives; Strategic Planning; Agriculture and Agribusiness Industry; Construction Industry
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      Goldberg, Ray A., and Hal Hogan. "Deere & Company." Harvard Business School Case 905-406, November 2004.
      • August 2004 (Revised March 2005)
      • Teaching Note

      Flextronics: Deciding on a Shop-Floor System for Producing the Microsoft Xbox (TN)

      By: Jeffrey T. Polzer, Hillary Anger Elfenbein and Jenny Illes
      Teaching Note to (9-403-090). View Details
      Keywords: Factories, Labs, and Plants; Video Game Industry; Manufacturing Industry; Spain
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      Polzer, Jeffrey T., Hillary Anger Elfenbein, and Jenny Illes. "Flextronics: Deciding on a Shop-Floor System for Producing the Microsoft Xbox (TN)." Harvard Business School Teaching Note 405-007, August 2004. (Revised March 2005.)
      • July/August 2004
      • Article

      Stakeholders and Environmental Management Practices: An Institutional Framework

      By: Magali Delmas and Michael W. Toffel
      Despite burgeoning research on companies' environmental strategies and environmental management practices, it remains unclear why some firms adopt environmental management practices beyond regulatory compliance. This paper leverages institutional theory by proposing... View Details
      Keywords: Strategy; Management Practices and Processes; Environmental Management; Adoption; Business and Stakeholder Relations; Organizational Structure; Factories, Labs, and Plants; Competition; Framework; Governance Compliance; Governing Rules, Regulations, and Reforms
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      Delmas, Magali, and Michael W. Toffel. "Stakeholders and Environmental Management Practices: An Institutional Framework." Business Strategy and the Environment 13, no. 4 (July/August 2004): 209–222.
      • June 2004 (Revised July 2005)
      • Case

      Procter & Gamble: Global Business Services

      By: Thomas J. DeLong, Warren Brackin, Alex Cabanas, Phil Shellhammer and David L. Ager
      Dave Walker, vice-president of business service opportunities and chairman of the governance team at Procter & Gamble, must decide what to do with P&G's 5,700 employee Global Business Services (GBS) group. GBS brought together internal services such as finance,... View Details
      Keywords: Business Units; Change Management; Decision Making; Globalized Firms and Management; Job Cuts and Outsourcing; Organizational Design
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      DeLong, Thomas J., Warren Brackin, Alex Cabanas, Phil Shellhammer, and David L. Ager. "Procter & Gamble: Global Business Services." Harvard Business School Case 404-124, June 2004. (Revised July 2005.)
      • spring 2004
      • Article

      Multinationals and Linkages: An Empirical Investigation

      By: Laura Alfaro and Andres Rodriguez-Clare
      Several recent papers have used plant-level data and panel econometric techniques to carefully explore the existence FDI externalities. One conclusion that emerges from this literature is that it is difficult to find evidence of positive externalities from... View Details
      Keywords: Foreign Direct Investment; Factories, Labs, and Plants; Relationships; Multinational Firms and Management; Brazil; Chile; Venezuela; Mexico
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      Alfaro, Laura, and Andres Rodriguez-Clare. "Multinationals and Linkages: An Empirical Investigation." Economía (spring 2004).
      • March 2004 (Revised November 2012)
      • Teaching Note

      P&G Japan: The SK-II Globalization Project (TN)

      By: Christopher A. Bartlett
      Traces changes in P&G's international strategy and structure, culminating in Organization 2005, a reorganization that places strategic emphasis on product innovation rather than geographic expansion and shifts power from local subsidiary to global business management.... View Details
      Keywords: Business Subsidiaries; Trade; Globalization; Global Strategy; Innovation Strategy; Business or Company Management; Beauty and Cosmetics Industry; Consumer Products Industry; Hong Kong; Japan; Taiwan; Europe
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      Bartlett, Christopher A. "P&G Japan: The SK-II Globalization Project (TN)." Harvard Business School Teaching Note 304-023, March 2004. (Revised November 2012.)
      • February 2004 (Revised April 2004)
      • Case

      Orchid Partners: A Venture Capital Start-up

      By: Myra M. Hart and Kristin Lieb
      The development of a new venture partnership and the challenges associated with raising its first fund are chronicled. The decision to focus on early-stage investments, the determination of the appropriate size of the fund, the fund-raising process, and the steps in... View Details
      Keywords: Business Startups; Venture Capital; Entrepreneurship; Problems and Challenges; Partners and Partnerships; Investment; Motivation and Incentives; Financing and Loans; Personal Development and Career
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      Hart, Myra M., and Kristin Lieb. "Orchid Partners: A Venture Capital Start-up." Harvard Business School Case 804-138, February 2004. (Revised April 2004.)
      • January 2004 (Revised February 2005)
      • Case

      Timberland and Community Involvement (Abridged Version)

      By: James E. Austin and James Quinn
      When Jeffrey Swartz became the third generation in his family to lead the Timberland Co., he made community involvement an integral part of the company's strategy. Under Swartz's leadership, Timberland formed a close partnership with City Year, the national corps of... View Details
      Keywords: Philanthropy and Charitable Giving; Business and Community Relations; Business and Stakeholder Relations; Corporate Strategy; Manufacturing Industry
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      Austin, James E., and James Quinn. "Timberland and Community Involvement (Abridged Version)." Harvard Business School Case 304-086, January 2004. (Revised February 2005.)
      • January 2004
      • Case

      Bob Holgrom and the Buyout of the Carlson Division

      By: Thomas R. Piper
      The head of the Carlson Division stands to benefit substantially in financial terms if a private equity firm wins the bid for the division. The division is in the early stages of a performance turnaround, with only three quarters of profit improvement and no audited... View Details
      Keywords: Private Equity; Leveraged Buyouts; Corporate Disclosure; Ethics; Financial Reporting; Laws and Statutes; Performance Improvement
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      Piper, Thomas R. "Bob Holgrom and the Buyout of the Carlson Division." Harvard Business School Case 304-083, January 2004.
      • December 2003 (Revised April 2004)
      • Case

      Sherif Mityas at A.T. Kearney (A): Negotiating a Client Service Predicament

      By: Ashish Nanda
      Sherif Mityas, recently promoted as project manager at A.T. Kearney, faced a client service challenge in his very first project experience. Mityas had been working closely for six weeks with the management team of the U.S. subsidiary of a Japan-headquartered consumer... View Details
      Keywords: Management; Conflict of Interests; Business Subsidiaries; Trust; Consumer Products Industry; Japan; United States
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      Nanda, Ashish, and Kelley Elizabeth Morrell. "Sherif Mityas at A.T. Kearney (A): Negotiating a Client Service Predicament." Harvard Business School Case 904-031, December 2003. (Revised April 2004.)
      • December 2003 (Revised September 2004)
      • Case

      Managing Segway's Early Development

      By: Richard G. Hamermesh and David Kiron
      Describes the early development of the Segway Human Transporter and focuses on the organizational issues that arise between the parent company and the new company that is being spun out to produce and market the Segway. Key issues are the distribution of bonuses and... View Details
      Keywords: Business Subsidiaries; Business Startups; Employee Stock Ownership Plan; Resource Allocation; Organizational Design; Technology Adoption
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      Hamermesh, Richard G., and David Kiron. "Managing Segway's Early Development." Harvard Business School Case 804-065, December 2003. (Revised September 2004.)
      • December 2003 (Revised February 2004)
      • Case

      Scott Lawson's Dilemma

      By: Thomas R. Piper
      The head of SysCom's test equipment division is concerned about how to answer employee and customer questions concerning the possible sale or liquidation of the division. The consequences of alternative approaches (full transparency vs. strong optimism and reassurance)... View Details
      Keywords: Business Exit or Shutdown; Interpersonal Communication; Business Divisions; Corporate Governance; Ethics; Manufacturing Industry; Technology Industry
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      Piper, Thomas R. "Scott Lawson's Dilemma." Harvard Business School Case 204-107, December 2003. (Revised February 2004.)
      • November 2003
      • Case

      Procter & Gamble 2000 (A): The SpinBrush and Innovation at P&G

      By: William A. Sahlman and Ryland Matthew Willis
      Describes a set of decisions confronting some managers in the oral care division of Procter & Gamble. They must decide whether to buy a company that has developed an inexpensive, battery-operated toothbrush. The company's product has done well in one market, but... View Details
      Keywords: Valuation; Innovation and Management; Corporate Entrepreneurship; Mergers and Acquisitions; Product Launch; Corporate Finance; Retail Industry
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      Sahlman, William A., and Ryland Matthew Willis. "Procter & Gamble 2000 (A): The SpinBrush and Innovation at P&G." Harvard Business School Case 804-099, November 2003.
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