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July 2022
Supplement

Solution for E-Commerce Analytics for CPG Firms (C): Free Delivery Terms

By: Ayelet Israeli

November 2016 (Revised September 2018)
Case

Elon Musk's Big Bets

By: David B. Yoffie, Eric Baldwin and Brandon Kaufmann

Between late 2014 and late 2016, Tesla CEO Elon Musk undertook several major, and risky, initiatives that would dramatically expand the scale and scope of Tesla’s business. In late 2014, Tesla began construction on a $5 billion “gigafactory” that would manufacture... View Details

September 2014 (Revised November 2017)
Case

Sustainability at IKEA Group

By: V. Kasturi Rangan, Michael W. Toffel, Vincent Dessain and Jerome Lenhardt

By 2014, IKEA Group was the largest home furnishing company, with EUR28.5 billion of sales, and planned to reach EUR50 billion by 2020, mainly from emerging markets. At the same time, IKEA Group had adopted in 2012 a new sustainability strategy that focused the... View Details

Keywords: Furnishing; Sustainability; Supply Chain; Wood; Customer Value and Value Chain; Supply Chain Management; Environmental Sustainability; Growth and Development Strategy; Consumer Products Industry

January 2021 (Revised March 2021)
Exercise

E-Commerce Analytics for CPG Firms (C): Free Delivery Terms

By: Ayelet Israeli and Fedor (Ted) Lisitsyn

The E-Commerce Analytics group at the traditional CPG firm was in charge of compiling various online sales reports, as well as making data-driven recommendations for sales and marketing tactics. In a series of exercises, students address different data challenges for... View Details

June 2001 (Revised November 2001)
Case

Plum Creek Timber (B)

By: Max H. Bazerman, Jack Troast, Hannah Bowles and Nicole Nasser

Plum Creek Timber Co. decides to go ahead with negotiations for a Habitat Conservation Plan (HCP) on its Pacific Northwest properties. HCP represents a new form of public-private-sector collaboration and innovation to improve upon command-and-control environmental... View Details

Keywords: Conflict of Interests; Negotiation Process; Negotiation Participants; Environmental Sustainability; Business and Government Relations; Forest Products Industry; United States

14 Jul 2003
Research & Ideas

Understaffed and Overworked: What Now?

Meet Cheryl Andrus: Manager. Survivor. A vice president responsible for corporate and product marketing at FranklinCovey in Salt Lake City, Andrus was asked in August 2002 to also take charge of one of the company's business lines. Along... View Details

Keywords: by Paul Michelman

August 2012
Case

Jess Westerly at Kauflauf GmbH

By: John J. Gabarro and Colleen Kaftan

Jess Westerly is the assistant product owner of CRM applications for computer and office supply wholesalers and retailers at Kauflauf, a fast-growing provider of subscription enterprise software headquartered in Heidelberg, Germany. Only months into her job, outsider... View Details

Keywords: Applications and Software; Organizational Culture; Organizational Change and Adaptation; Change Management; Leading Change; Behavior; Salesforce Management; Social and Collaborative Networks; Planning; Web Services Industry; Germany

December 2001
Case

Cybersettle

By: Michael A. Wheeler and Gillian Morris

Cybersettle's management faced a dilemma: How could they turn their company, which provided confidential online settlement services for insurance claims, into a profitable enterprise? Having started during the heady days of Internet "dot-com fever," the company now had... View Details

Keywords: Restructuring; Bids and Bidding; Negotiation Process; Conflict and Resolution; Business Strategy; Commercialization; Internet; Insurance Industry

Find at Harvard

February 2022
Case

Toraya

By: Lauren Cohen and Akiko Kanno

Mitsuharu Kurokawa was the 18th generation leader of a family firm that produced and sold premium Japanese sweets, Toraya Confectionery Co., Ltd. He had succeeded the business from his father, Mitsuhiro Kurokawa who had led the firm for thirty years. Mitsuharu was... View Details

Keywords: Branding; Luxury Brand; Succession; Family Business; Management Succession; Brands and Branding; Luxury; Marketing; Expansion; Globalization; Innovation and Invention; Customer Satisfaction; Food and Beverage Industry; Retail Industry; Japan

August 2019 (Revised August 2020)
Case

Magrabi: Fulfilling the Vision for the Future

By: John Beshears, Alpana Thapar and Boris Tsimerinov

In 2018, Magrabi was the leading retailer of eyeglasses, sunglasses, and other optical products in the Middle East, and it was embarking on a major shift in strategy, transitioning from a brand focused on clinical expertise to a brand that combined technical excellence... View Details

Keywords: Brands and Branding; Transition; Luxury; Sales; Service Delivery; Strategy; Employees; Recruitment; Consumer Products Industry; Consumer Products Industry; Middle East

November 1999 (Revised February 2000)
Case

Granny's Goodies, Inc.

By: Das Narayandas and Katherine B. Korman

The young entrepreneurs of Granny's Goodies, Inc., a corporate gift package specialist, face the challenge of finding ways to create consistent revenue streams and reduce sales costs. Outside of a few long-term contracts, the two founders have had to work very hard for... View Details

Keywords: Budgets and Budgeting; Customer Relationship Management; Entrepreneurship; Cost Management; Marketing Strategy; Product Design; Problems and Challenges; Sales; Segmentation; Service Industry

July 2006 (Revised October 2006)
Case

Lenovo: Building A Global Brand

By: John A. Quelch and Carin-Isabel Knoop

Announced in December 2004, the $1.75 billion acquisition of IBM's PC division by Lenovo, China's largest PC maker, made headlines around the world. A relative upstart in the business, Lenovo acquired the division of IBM that invented the PC in 1981. While Lenovo was... View Details

Keywords: Marketing Strategy; Multinational Firms and Management; Information Infrastructure; Global Strategy; Acquisition; Brands and Branding; Manufacturing Industry; Computer Industry; China

29 Sep 2021
Research & Ideas

For Entrepreneurs, Blown Deadlines Can Crush Big Ideas

One might expect first-time entrepreneurs to pick up speed as they churn out more products, but new research finds that nascent firms typically launch second products six weeks later than originally planned. What’s more, with each... View Details

Keywords: by Rachel Layne

21 Feb 2023
Research & Ideas

Are Your Employees Passing Up Incentives? Try Promoting the Programs More

Might Also Like: Latest Isn’t Always Greatest: Why Product Updates Capture Consumers Giving Back: Consumers Care More About How Companies Donate Than How Much A Penny for Your Thoughts? For Big-Picture Ideas, the Right Pay Structure... View Details

Keywords: by Scott Van Voorhis

June 2021 (Revised October 2021)
Case

Nissan's Response to the COVID-19 Pandemic

By: Ananth Raman, William Schmidt and Ann Winslow

In January 2020, Ashwani Gupta took over as COO at Nissan Motor Corporation, and several weeks later, the COVID-19 pandemic began. Nissan’s Business Continuity Plan (BCP) had been key to the resilience of Nissan’s supply chain. It had enabled Nissan to recover from... View Details

Keywords: Operations; Supply Chain Management; Health Pandemics; Auto Industry; Manufacturing Industry; Japan; India

February 2010 (Revised October 2010)
Case

Re-THINK-ing THINK: The Electric Car Company

By: Joseph B. Lassiter III and David Kiron

On January 5, 2010, 48-year-old Richard Canny was on his way to meet the governor of Indiana. He was reading his newly issued press release announcing that THINK planned to start automobile production in Elkhart County, Indiana to launch its THINK City battery-operated... View Details

Keywords: Business Startups; Entrepreneurship; Investment; Global Strategy; Market Entry and Exit; Product Development; Production; Pollutants; Environmental Sustainability; Auto Industry; Manufacturing Industry; Norway; Indiana

April 2006 (Revised June 2008)
Case

New Balance Athletic Shoe, Inc.

By: H. Kent Bowen, Robert S. Huckman and Carin-Isabel Knoop

Considers whether New Balance, one of the world's five largest manufacturers of athletic footwear, should respond to Adidas' planned acquisition of Reebok--a transaction that would join the second- and third-largest companies in the industry. Highlights the unique... View Details

Keywords: Mergers and Acquisitions; Production; Supply Chain Management; Performance Improvement; Competition; Consolidation; Apparel and Accessories Industry

July 2013
Case

Slicing Pie with a Razor: Ockham Technologies' Founding Agreement

By: Noam Wasserman and Yael Braid

Ockham Technologies' three founders are about to craft their founding agreement and split the equity among themselves. Uncertainty lingers over each member's future contributions, though—how is the team to devise a durable and effective split? Jim Triandiflou and Ken... View Details

Keywords: Information Technology; Job Cuts and Outsourcing; Conflict Management; Governing and Advisory Boards; Employees; Management Teams; Product Development; Technology Industry

April 2014 (Revised July 2017)
Case

The Tate's Digital Transformation

John Stack was the visionary Head of Digital Transformation at the Tate, a collection of four major art galleries in the UK, including Tate Modern, the most visited gallery devoted to modern and contemporary art in the world. Stack was the architect of the Tate's... View Details

Keywords: Digital; Marketing Communication; Non-profit Management; Marketing; Marketing Strategy; Nonprofit Organizations; Social Media; Entertainment and Recreation Industry; Tourism Industry; United Kingdom

January 1998
Case

Connecticut Spring and Stamping Corp. (C)

By: H. Kent Bowen, Massimo Russo and Steven J. Spear

Andy Youmans, executive vice president of CSSC, joins a group of U.S. executives on a tour of Japanese factories that practice the TPS. Three of the factories produce products similar to CSSC's, and even though they use similar equipment, they are significantly more... View Details

Keywords: Managerial Roles; Performance Improvement; System; Organizational Change and Adaptation; Performance Productivity; Training; Quality; Business Ventures; Competency and Skills; Production; Adoption

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