Publications
Publications
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- All HBS Web
(14,907)
- Faculty Publications (3,510)
- March 1995
- Case
Donald Salter Communications, Inc.
By: Stuart C. Gilson and Jeremy Cott
A new CEO is hired to manage the turnaround of a family-owned newspaper publisher. In a departure from previous management, he implements a new compensation scheme that explicitly ties executive pay to market-value-based measures of firm performance. Because the... View Details
- March 1995 (Revised March 1995)
- Case
Smashing the Cube: Corporate Transformation at CIBA-GEIGY Ltd.
By: David J. Collis and Elizabeth Wynne Johnson
CIBA-GEIGY is a large, diversified multinational corporation that transforms itself in the 1990s through a massive structural and cultural change. The case describes the changes implemented and the processes used to effect change in portfolio, people, and structures.... View Details
- February 1995 (Revised September 1995)
- Case
The Bourland Companies
By: William J. Poorvu and John H. Vogel Jr.
Michael Bourland, the president of the Bourland Companies, needs to refinance two properties, an office building in southern New Hampshire and a retail property in Massachusetts. He is considering three alternatives: a renewal of a bank mini-perm, a 15-year mortgage... View Details
- January 1995 (Revised September 1997)
- Case
TV Guide (B)
TV Guide, the nation's most profitable and largest magazine, attempts entry into the world of electronic publishing. The crux of TV Guide's strategy is to transform the magazine's content into a centralized database that can be accessed by new businesses, like... View Details
- December 1994 (Revised May 1999)
- Case
3M Optical Systems: Managing Corporate Entrepreneurship
By: Christopher A. Bartlett and Afroze A Mohammed
A middle-level division manager must decide whether he should support an investment request for a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product--a... View Details
- December 1994 (Revised October 2009)
- Case
AES Honeycomb (A)
By: Lynn S. Paine and Sarah C. Mavrinac
Senior managers of the AES Corp., an independent power producer, must decide whether to drop the company's emphasis on corporate values and revamp organizational controls as advised by investment analysts and outside counsel. The company is recovering from an incident... View Details
- December 1994 (Revised January 1995)
- Supplement
AES Honeycomb (B)
By: Lynn S. Paine and Sarah C. Mavrinac
Describes the actions taken by AES management. View Details
- November 1994 (Revised June 1996)
- Case
Dennis Hightower: Walt Disney's Transnational Manager
By: Ashish Nanda
Describes the actions taken by Dennis Hightower as president of Disney Consumer Products in Europe and the Middle East from 1988 to 1994. Focuses on how he has established a regional office and knit local operations closer together, the benefits that the process has... View Details
- November 1994 (Revised August 1997)
- Case
TV Guide (A)
TV Guide is the largest magazine in the United States and is attaining record profitability. This case details the economics of TV Guide's success by studying its advertiser and reader relationships. Presents a detailed look at how a large magazine manages all aspects... View Details
- October 1994
- Case
Bankers Trust: Global Investment Bank
By: Andre F. Perold and Kuljot Singh
In October 1992, Eugene Shanks, president of Bankers Trust New York Corp., and Brian Walsh, head of the Global Investment Bank (GIB) business unit, are considering a proposal for a large and complex financing involving the North Sea Oil Co. (NSOC). The financing... View Details
- September 1994 (Revised January 2004)
- Case
Forging the New Salomon
By: Lynn S. Paine and Michael Santoro
Describes Salomon Brothers' recovery from the August 1991 Treasury auction scandal. Details the impact of the firm's disclosure of bidding improprieties and describes how the new management team, led by Warren Buffett and Deryck Maughan, guided the company through the... View Details
- September 1994
- Case
Marks & Spencer: Sir Richard Greenbury's Quiet Revolution
By: Joseph L. Bower and John B. Matthews Jr.
Marks & Spencer (M&S) is one of the world's greatest companies. In 1994, its management was chosen the most admired in Europe by 637 peers. The case explores how Sir Richard Greenbury, appointed the new chairman of the company in 1991, transformed his inheritance into... View Details
- September 1994 (Revised October 2002)
- Case
Citibank: Launching the Credit Card in Asia Pacific (A)
Consumer Bank pondered the possibilities of launching a credit card in the Asia Pacific region. The bank's New York headquarters, and several of its country managers in the region, were not enthusiastic. But others were supportive because of the opportunity to expand... View Details
- September 1994 (Revised March 1995)
- Supplement
Citibank: Launching the Credit Card in Asia Pacific (B)
Documents the decision taken by Citibank managers in 1989 regarding a new product. View Details
- September 1994 (Revised September 1994)
- Case
Acer Group, The: Vision for the Year 2000
By: D. Quinn Mills and Richard C. Wei
In the early 1990s, Acer, Inc. set two goals: to be a top-five PC company worldwide in 1995 and to be a global consortium of companies by the year 2000. The company identified potential obstacles concerning capital, image, number of experienced international managers,... View Details
Keywords: Mission and Purpose; Goals and Objectives; Management Analysis, Tools, and Techniques; Organizational Structure; Global Strategy; Multinational Firms and Management; Experience and Expertise; Marketing Strategy; Production; Rank and Position; Business Strategy; Capital; Computer Industry; Japan
- July 1994
- Background Note
Retail Expansion Strategies
By: David E. Bell
Describes issues that should be considered by a retailer who is thinking of expanding the number of stores from one or two to many. View Details
- June 1994 (Revised August 1994)
- Case
Cunard Line Ltd.: Managing Integrated Marketing Communications
Cunard, the world's oldest luxury line company, is confronted with several key issues involving its marketing and marketing communications strategy. One concerns the balance between image/positioning advertising and short-term-oriented promotional... View Details
- June 1994 (Revised October 2001)
- Supplement
Mrs. Fields, Inc. 1993
By: Lynda M. Applegate and Keri O. Pearlson
A compilation of press remarks that detail the changes in control and management initiated by the company. View Details
- May 1994
- Background Note
Designing Channels of Distribution
Presents a framework and a method for addressing the new product channel choice decision. Offers a six-step method that involves: 1) disaggregating and prioritizing a distribution channel by customers' channel function requirements; 2) obtaining and combining... View Details
- May 1994
- Background Note
Managing Market Complexity: A Three-Ring Circus
Proposes models of organization that address the various product-market environments posed by the product life cycle. Frames these changes along the two dimensions of uncertainty and diversity. Offers three sets of organizational characteristics to reflect the three... View Details