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- May 2002 (Revised February 2004)
- Case
Innovation at Progressive (A): Pay-As-You-Go Insurance
By: Frances X. Frei and Hanna Rodriguez-Farrar
Consumer auto insurance is a price-sensitive industry in which customers rarely pay a premium to a provider even for additional service features. Progressive spends more on additional service features than its competitors do; consumers don't pay extra for these... View Details
- March 2002 (Revised May 2003)
- Case
NeoPets, Inc.
By: Thomas R. Eisenmann and Elizabeth Kind
NeoPets, a rapidly growing Internet start-up, faces decisions about its international expansion strategy--whether to enter a joint venture with a conglomerate in Singapore to exploit Asian markets as well as which other regions to target. NeoPets allows its... View Details
- 2001
- Working Paper
Airbus vs. Boeing in Superjumbos: Credibility and Preemption
By: Benjamin C. Esty and Pankaj Ghemawat
In December 2000, Airbus formally committed to spend $12 billion to develop and launch a 555-seat superjumbo plane known as the A380. Prior to and after Airbus’ commitment, Boeing started and canceled several initiatives aimed at developing a “stretch jumbo” with... View Details
- August 2001 (Revised March 2008)
- Case
NerveWire, Inc.
By: Nitin Nohria and Anthony Mayo
NerveWire, a management consulting and systems integration provider based in Newton, MA, was closing in on its second anniversary. In the beginning days of NerveWire, the major challenge was recruiting--finding the right people who embodied its values and business... View Details
- January 2001 (Revised May 2010)
- Case
BP Amoco (B): Financing Development of the Caspian Oil Fields
By: Benjamin C. Esty and Michael Kane
British Petroleum and Amoco were the two largest members of the Azerbaijan International Oil Consortium (AIOC), an 11-firm consortium that was spending $10 billion to develop oil fields in the Caspian Sea. As of March 1999, AIOC had completed a $1.9 billion development... View Details
- August 2000 (Revised July 2002)
- Background Note
Fundamental Enterprise Valuation: Capital Expenditures (CAPEX)
A technical note that defines capital expenditures (CAPEX). View Details
- December 1999
- Case
Agrochemicals at Ciba-Geigy AG (A)
By: Michael L. Tushman, Wendy Smith and Daniel Radov
After spending five years to develop a revolutionary product, the director of Ciba-Geigy's fungicide research department is handed an unfavorable market study. The case details the R&D process for the new product, including information on corporate partnerships,... View Details
Keywords: Agribusiness; Plant-Based Agribusiness; Research and Development; Innovation and Invention; Innovation Strategy; Product Launch; Marketing Channels; Change Management; Product Development; Business Processes; Organizational Structure; Corporate Accountability; Agriculture and Agribusiness Industry; Pharmaceutical Industry
- December 1999
- Case
Sendwine.com
By: Thomas R. Eisenmann, Charmaine C Ess and Ann A. O'Hara
Sendwine.com, an online retailer of premium gifts of wine by the bottle, faced decisions about its growth strategy in mid-1999. Mike Lannon, president and founder, had established his company as a prominent player in an increasingly crowded field. But with success came... View Details
- November 1999 (Revised June 2006)
- Case
DLJdirect: "Putting Our Reputation Online"
By: Thomas R. Eisenmann and Gillian Morris
Online broker DLJdirect faced two decisions during the fall of 1999: what customer segments should it target and how much should it spend on marketing? Unlike its competitors, who focused either on day traders or more mainstream investors, DLJdirect differentiated its... View Details
- September 1999 (Revised April 2000)
- Case
Novell: World's Largest Network Software Company
By: Richard L. Nolan
After phenomenal growth and market leadership in networking, founder and CEO Ray Noorda made a frontal assault on Microsoft's core strengths. In 1994, Noorda spend over $1.5 billion acquiring companies such as WordPerfect to combat Microsoft Word, products such as... View Details
- March 1999 (Revised April 1999)
- Case
Environmental Risk Management at Chevron Corporation
By: Forest L. Reinhardt, Monica M Mandelli and Jennifer Burns
Chevron Corp., headquartered in San Francisco, manages a worldwide, vertically integrated value chain from the oil well to the gasoline station. Mishandling of oil at any stage of production can damage the natural environment, human health, corporate profitability, or... View Details
- August 1998 (Revised December 1998)
- Case
Wells Fargo Online Financial Services (B)
By: Robert S. Kaplan and Nicole Tempest
Describes how the Balanced Scorecard built by the Online Financial Services (OFS) group is used to select the highest-priority initiatives for the organization. Currently, initiatives arise continually throughout the organization, and management spends considerable... View Details
- June 1998 (Revised December 2006)
- Case
Clear Communications Ltd. vs. Telecom Corporation of New Zealand Ltd. (A)
By: Willis M. Emmons III and Martin Calles
Features the challenges facing an entrant in the New Zealand telecommunications market during the period 1989-1994. Clear Communications Ltd. (CCL), a joint venture owned by Bell Canada, MCI, New Zealand Television Corp., and Todd Companies, begins offering long... View Details
- November 1997 (Revised July 1999)
- Case
Guidant: Cardiac Rhythm Management Business (A)
By: Steven C. Wheelwright and Mikelle Eastley
Examines the choices Guidant must make in research and development spending and new product development. More specifically, CEO Jay Graf considers the payoffs and tradeoffs of using product development skills that he learned in CPI's core business when applied to a... View Details
- October 1997 (Revised September 2003)
- Case
Eli Lilly and Company: Drug Development Strategy (A)
By: Stefan H. Thomke, Ashok Nimgade and Paul Pospisil
Describes how Eli Lilly and Co. tries to accelerate its new drug development process with the aid of "combinatorial chemistry"--a rapidly emerging and revolutionary approach to preclinical drug discovery. The product manager of a potential blockbuster migraine drug... View Details
- October 1996 (Revised December 1996)
- Case
United Electric Controls
By: H. Kent Bowen, Jody H. Gittell and Sylvie Ryckebusch
United Electric Controls (UE) was a small, traditional family-owned manufacturing company when Dave Reis, the youngest member of the Reis family, took over the business. This case describes Reis's efforts to change UE's traditional work practices in order to make the... View Details
- February 1996 (Revised November 2003)
- Case
Indianapolis: Activity-Based Costing of City Services (A)
By: Robert S. Kaplan
A new administration in the City of Indianapolis is initially determined to privatize many municipal services. Before taking this action, however, the city managers want to know the current cost of performing these services with the municipal workers. Existing... View Details
- November 1995
- Technical Note
Analyzing Standard Costs: Technical Note
By: V.G. Narayanan
Explains variance analysis. Concepts of price variance and quantity variance are introduced to analyze prime cost variances. Spending variance and capacity variance are used to analyze overhead variance. Consistent with conducting variance analysis in an activity-based... View Details
- 1994
- Other Unpublished Work
The Value Choices in State and Local Spending: A Workbook
By: Dutch Leonard and Monica Friar