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Publications
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- Faculty Publications (3,468)
- April 1998
- Background Note
The U.S. Record Industry in 1997
By: Lynda M. Applegate, Timothy G Capron and Paul J Knutson
Provides an overview of the U.S. record industry in the 1990s. View Details
- April 1998 (Revised November 1999)
- Case
Hambrecht & Quist
By: Thomas J. DeLong and Nicole Tempest
Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non-bureaucratic, and... View Details
- April 1998
- Case
Compaq, 1998
By: Steven C. Wheelwright and Matt Verlinden
In 1997, Compaq Computer Corp. had become a $25 billion powerhouse. It had accomplished its revenue growth projections, successfully made a number of strategic acquisitions, and increased its gross margins, principally by moving up market into servers, workstations,... View Details
- April 1998 (Revised February 2001)
- Case
CBS Evening News
The CBS Evening News looks for options for growth of the franchise. This case discusses CBS's main competitors and their positioning in the evening news market, as well as the history and operations of the CBS Evening News. View Details
- April 1998 (Revised November 1999)
- Case
CitySoft, Inc.
By: Myra M. Hart, Marco Iansiti, Andrea H. Chermayeff and Diana S. Gardner
Two entrepreneurs are discussing how to scale-up their new company. They face a variety of issues, ranging from hiring and training to strategy and focus. View Details
- March 1998 (Revised April 2001)
- Case
Corposol (Abridged Version)
By: James E. Austin
The social enterprise Corposol has become the largest lender to microentrepreneurs in Colombia. Its rapid growth and diversification into other services and geographical areas has created organizational and resource strains. View Details
- March 1998 (Revised April 1998)
- Case
Lehigh Steel
By: V.G. Narayanan and Laura Donohue
Lehigh Steel is a specialty steel manufacturer that plummeted from record profits to record losses in less than three years, driven by an inability to distinguish between profitable and unprofitable business. The scale and growth of service activities and overhead... View Details
- March 1998 (Revised December 1999)
- Case
Bronner Slosberg Humphrey
By: David E. Bell and Donald M Leavitt
Bronner Slosberg Humphrey has succeeded by providing integrated direct marketing solutions for major service companies such as AT&T, American Express, and FedEx. A new CEO takes over from the company's founder and is wondering how to grow the company. Options include... View Details
- March 1998 (Revised March 1999)
- Case
Shepard Quraeshi Associates (A)
By: Lynn S. Paine and Harold F. Hogan Jr
Samina Quraeshi, principal of Boston-based Shepard Quraeshi Associates, must decide whether to take legal action against her key employees after they leave her firm to start their own, taking with them key clients and data. Quraeshi sees the situation as reflecting... View Details
- March 1998 (Revised March 1999)
- Case
NIKE, Inc. in the 1990s (C)
By: John A. Quelch
In 1998, Nike's earnings and sales growth slowed. Management faced new competition from Adidas. This case asks students to review the various strategies (including diversification into sports equipment) pursued by Nike to resuscitate corporate growth. View Details
- March 1998 (Revised December 1998)
- Case
BCI Growth III: May 1993
By: Josh Lerner
A Vermont solid-waste company seeks mezzanine financing to finance its strategy of acquiring and consolidating local competitors. The mezzanine private equity group must decide whether this investment offers an attractive risk-return tradeoff. View Details
- March 1998 (Revised June 1998)
- Case
BCI Growth III: November 1993
By: Josh Lerner
Supplements BCI Growth III: May 1993. View Details
- March 1998 (Revised November 1998)
- Case
Empresas CAP, 1994
By: Tarun Khanna and Danielle Melito Wu
Empresas CAP began as a private-sector steel company in 1946. Over the next 40 years, CAP's ownership structure moved from nationalization to reprivatization. Unrestricted by state ownership, CAP began to diversify its holdings. The case considers the viability of... View Details
- March 1998 (Revised May 2007)
- Case
Tyco International
By: Cynthia A. Montgomery, Robert E. Kennedy, Lisa J. Chadderdon and Hal Hogan
Tyco, a diversified U.S. conglomerate, has grown rapidly for more than 20 years. This case examines Tyco's acquisition strategy as well as its internal control systems. View Details
- February 1998 (Revised February 1999)
- Case
FreeMarkets OnLine
Describes the marketing strategy of an entrepreneurial start-up engaged in electronic purchasing for large manufacturers. By creating an electronic bidding platform, the company has been able to cut down procurement costs by about 15%. The case question concerns how... View Details
- February 1998 (Revised May 1998)
- Case
SITEL Corporation
By: Howard H. Stevenson and Martha Gershun
SITEL has grown extremely rapidly and is now operating worldwide with operations in more than 30 countries. Since many of its locations serve the same customers, the officers are debating the costs and benefits of additional centralization. Some feel that the autonomy... View Details
- February 1998 (Revised April 1999)
- Case
Medical Consultants Network, Inc.
By: Paul W. Marshall and Jefferson C. Grahling
- February 1998 (Revised May 2007)
- Case
Airborne Express
By: Jan W. Rivkin
In the wake of a highly successful quarter, senior managers of Airborne Express, the third largest player in the express mail industry, review the firm's competitive position. Airborne has survived, and recently prospered, in an industry with significant economies of... View Details
- January 1998 (Revised September 2000)
- Case
Neiman Marcus (A)
By: V. Kasturi Rangan and Marie Bell
The management of Neiman Marcus, a highly successful luxury goods retailer, is considering ways to grow the business and continue to return in excess of 15% on capital. Among the options on the table is a jewelry store concept called The Galleries. View Details
- January 1998 (Revised February 2006)
- Background Note
Creating Competitive Advantage
By: Pankaj Ghemawat and Jan W. Rivkin
A firm such as Schering-Plough that earns superior, long-run financial returns within its industry is said to enjoy a competitive advantage over its rivals. This note examines the logic of how firms create competitive advantage. It emphasizes two themes: First, to... View Details