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September 2001 (Revised January 2002)
Case

The American Medical Association-Sunbeam Deal (C): Denouement

By: Ashish Nanda and Kimberly A. Haddad

On September 5, 1997, the American Medical Association(AMA) withdrew from a contract with Sunbeam Corporation, the maker of small home appliances. Sunbeam sued the AMA to pay for the damages or to comply with the contract. The fracas led to the dismissal of three top... View Details

Keywords: Medical Services; Appliances; Lawsuit; Litigation; Professionalism; Contracts; Corporate Accountability; Organizations; Lawsuits and Litigation; Consumer Products Industry; Health Industry; United States

22 Jan 2020
News

Making Stakeholder Capitalism a Reality

Bigbelly

To accelerate Bigbelly's sales growth and its "smart cities" positioning, its CEO planned to shift his company from equipment sales to a subscription service. Jack Kutner hoped to re-position Bigbelly's solar-powered trash compacting stations beyond trash and... View Details

15 Feb 2011
First Look

First Look: Feb. 15

Grobo had an unusual business model: it did not own land nor farm machinery. Instead, it created a network of partnered producers and suppliers. In other words, it outsourced as much as possible. CEO Gustavo Grobocopatel believed that Los... View Details

Keywords: Sean Silverthorne

24 Mar 2015
First Look

First Look: March 24

flowers, juice, and ice cream, was at a strategic crossroads in 2014. CEO Alvaro Muñoz had to choose the best way to achieve profit goals and provide his company with a sustainable competitive advantage. The company had already developed... View Details

Keywords: Sean Silverthorne

July–August 2023
Article

Case Study: How Should a Start-Up Cut Its Burn Rate?

By: Nitin Nohria, Katie Josephson, Sophia Wronsky and Elizabeth Rha

Tyler Smith, the founder and CEO of the enterprise software firm Puck.io, is facing a hard decision. Just three months earlier the company laid off 20% of its employees to reduce its burn rate amid growing economic uncertainty and a suddenly unattractive funding... View Details

Keywords: Employees; Job Cuts and Outsourcing; Governing and Advisory Boards; Business and Shareholder Relations; Business or Company Management; Business Startups

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December 2019 (Revised June 2025)
Case

Mãe Terra and Unilever (A)

By: Lynn S. Paine, Ruth Costas and Priscilla Zogbi

The case concerns the sale of Mãe Terra, one of Brazil's leading brands for packaged organic foods, to the consumer goods giant Unilever in 2017. Working with Unilever management, Mãe Terra’s CEO Alexandre Borges must determine whether and how to keep Mãe Terra's B... View Details

Keywords: Brand Management; Sustainability; Mergers and Acquisitions; Mission and Purpose; Social Enterprise; Corporate Governance; Governing and Advisory Boards; Environmental Sustainability; Organizational Culture; Brands and Branding; Food and Beverage Industry; Agriculture and Agribusiness Industry; Brazil; Latin America

March 2017
Case

SKS Microfinance (Abridged)

By: Shawn Cole and Theresa Chen

Vikram Akula, CEO of SKS Microfinance, seeks a venture capital investment to fund his firm. SKS, one of the largest and fastest growing microfinance institutions in India, is a profitable, for-profit institution with a social mission. In what is one of the first... View Details

Keywords: For-Profit Firms; Venture Capital; Microfinance; Corporate Social Responsibility and Impact; Valuation; Financial Services Industry; India

October 2014
Supplement

Honeywell and the Great Recession: The Economic Recovery (B)

By: Sandra J. Sucher and Susan J. Winterberg

Five years after the Great Recession, Honeywell's CEO Dave Cote and his executive team reflect on the choices they made to manage costs and earnings forecasts during that uncertain time. They discuss which cost cutting measures they decided to take and their personal... View Details

Keywords: Layoffs; Furloughs; Downsizing; Work Sharing; Short Time Work; Recessions; Earnings Forecast; Job Cuts and Outsourcing; Cost Management; Executive Compensation; Crisis Management; Financial Crisis; Manufacturing Industry

October 2013
Case

Pearle Vision: Clearly Different?

By: Rajiv Lal and Natalie Kindred

Ohio-based optical retailer Pearle Vision, part of the vertically integrated Italian eyewear group Luxottica, sold glasses and offered in-store eye exams. Once the largest U.S. optical retailer, Pearle Vision, with 266 corporate stores and 356 franchised stores in... View Details

Keywords: Eye Care; Competitive Advantage; Market Participation; Retail Industry; Health Industry; United States

July 2013
Case

Sample6: Innovating to Make Food Safer

By: Robert F. Higgins and Kirsten Kester

Tim Curran, CEO of Sample6, a start-up biotechnology company developing a novel food safety diagnostics platform, must decide how to partner with food industry players. How can he best convince leaders in this mature industry to adopt a new technology and improve food... View Details

October 2012 (Revised April 2014)
Case

Troubles at Tesco, 2012

By: John R. Wells and Galen Danskin

It was October 3rd, 2012, and all was not well at Tesco, the UK's largest supermarket chain with revenues of £64.5 billion ($104 billion). CEO Philip Clarke unveiled the first half-year profit drop in almost 20 years and, in the UK, the majors Asda and Sainsbury were... View Details

Keywords: Retailing; United Kingdom; Strategic Planning; Strategy; Retail Industry; United Kingdom

July 2008 (Revised September 2010)
Case

Sony Ericsson WTA Tour (A)

By: Jay W. Lorsch and Kaitlyn Simpson

Larry Scott, the new CEO of the Women's Tennis Association, arrives amidst turmoil. Players and tournaments clash over opposing interests. As a result, the board members who represent them are equally divided and feel conflicted about their role. They aren't sure how... View Details

Keywords: Corporate Governance; Governing and Advisory Boards; Leadership; Business and Stakeholder Relations; Conflict of Interests; Cooperation; Sports Industry

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November 2006 (Revised August 2008)
Supplement

China Resources Corporation (B): China Resources Microelectronics

By: Dennis Campbell and David Lane

Supplements the (A) case. Late in October 2006, China Resources (Holdings) Co., Ltd. (CRC) CEO Charlie Song Lin, CFO Jiang Wel, and Information Center GM Derek Cheng were traveling from Hong Kong to Wuxi, China to attend the first ever meeting of China Resources... View Details

Keywords: Accounting; Business Conglomerates; Profit; Governance Controls; Management Systems; Business Strategy; China

December 2005 (Revised March 2007)
Case

Leerink Swann & Co.: Creating Competitive Advantage

By: Boris Groysberg and Andrew N. McLean

In the spring of 2005, CEO Jeff Leerink has called a meeting of the executive committee to formulate Leerink Swann's growth strategy over the next five years so that it accomplishes three goals: expand into a new business, reinforce the firm's legacy businesses, and... View Details

Keywords: Banks and Banking; Human Resources; Leadership Style; Growth and Development Strategy; Organizational Culture; Alignment; Competitive Strategy; Competitive Advantage; Expansion

November 2005 (Revised October 2012)
Case

The Auction for Burger King (A)

By: Carliss Y. Baldwin and James Quinn

Paul Walsh, CEO of Diageo, must evaluate bids received in an auction of the Burger King restaurant unit. Describes how Diageo came to own Burger King, the attempts to turn the unit around, the strategic reasons for its sale, the auction process, and various bidders'... View Details

Keywords: Management Teams; Leveraged Buyouts; Bids and Bidding; Valuation; Auctions; Decision Choices and Conditions; Negotiation Tactics; Service Industry; Food and Beverage Industry

August 2002 (Revised June 2003)
Case

New Wachovia (A), The

By: Carliss Y. Baldwin and Jeremy Swinson

In April 2001, First Union Corp. announced an agreement to merge with Wachovia Corp., a fellow North Carolina-based commercial bank. While the banks were preparing to consummate the merger, SunTrust Banks, Inc. of Atlanta, made a hostile offer for Wachovia, setting in... View Details

Keywords: Voting; Mergers and Acquisitions; Conflict and Resolution; Banks and Banking; Banking Industry; Atlanta; North Carolina

April 2001 (Revised November 2001)
Case

AvantGo

By: Alan D. MacCormack and Kerry Herman

Richard Owen, CEO of AvantGo, is preparing for a meeting in which he will set the human resource policy for the firm going forward. It has been three months since the company's IPO, and given the tremendous cramp in hiring over the six months prior to the IPO, he knows... View Details

Keywords: Initial Public Offering; Management Teams; Selection and Staffing; Retention; Growth and Development Strategy; Performance Evaluation; Information Technology; Decisions; Information Technology Industry; Service Industry; United States

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February 1996
Case

Eastman Chemical Company: Building a Board from Scratch

By: Jay W. Lorsch and Samanta Graff

Eastman Chemical Co. spun off from Kodak in 1993. The CEO of Eastman, Earnest Deavenport did not want the new company's board any members of the Kodak board to include, so he initiated a deliberate and thorough process to build an entirely new board that he hoped would... View Details

Keywords: Corporate Governance; Management Teams; Selection and Staffing; Chemical Industry

September 1994
Case

Bob Fifer

By: David A. Thomas and Doug Cohen

Explores the life and concerns of Bob Fifer, HBS class of 1979 and CEO of Kaiser Associates. Explores the many influences on Bob's development and his subsequent career choices. It is written as a biography with extensive quotes from interviews with Bob. He describes... View Details

Keywords: Personal Development and Career; Entrepreneurship; Identity; Leadership Style; Ethnicity; Management Teams

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