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July 2012 (Revised July 2015)
Case

Nalli Silk Sarees (A)

By: V.G. Narayanan, Namrata Arora and Vidhya Muthuram

Nalli Silk Sarees Private Limited was a family owned and operated business that retailed Indian ethnic wear. This 83-year-old company had enjoyed impressive growth with a $95 million turnover, a 22-store retail footprint, and had outdone its competitors by being the... View Details

Keywords: Pricing Strategy; Price; Strategy; Family Business; Growth and Development; Brands and Branding; Growth and Development Strategy; Expansion; Competitive Strategy; Apparel and Accessories Industry; India

April 1992 (Revised July 1992)
Case

U.S. Robotics, Inc.

U.S. Robotics (USR) is a fast-growing $80 million computer communications company with the aggressive growth target of becoming a $500 million company by 1995. It is widely accepted as the technology leader in its market, and relies strongly on its ability to bring... View Details

Keywords: Organizational Change and Adaptation; Expansion; Product Development; Growth and Development Strategy; Computer Industry; Communications Industry; United States

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June 2013
Supplement

Studio Moderna - Sandi Cesko, CEO, Video Supplement

By: Jim Sharpe

This is the Video Supplement for Studio Moderna - A Venture in Eastern Europe (HBS Case #808110). View Details

May 2013
Supplement

Studio Moderna—A Venture in Eastern Europe

By: Jim Sharpe

This is the Spreadsheet Supplement for Studio Moderna—A Venture in Eastern Europe (HBS Case #808110). Includes Exhibit 3a, Exhibit 3b, Exhibit 5, and Exhibit 6. View Details

February 2000 (Revised October 2000)
Case

Open Market, Inc.: The E-Commerce Wars

By: James I. Cash Jr., Janis Lee Gogan, Michael Haselkorn and Mani Subramani

Continues the story of Open Market, Inc., a company founded in 1994 to support electronic commerce on the Internet. Despite a very successful initial public offering, the firm had reached a growth plateau, and the management team was considering several strategic... View Details

Keywords: Entrepreneurship; Technological Innovation; Management; Growth and Development Strategy; Marketing Channels; Product Marketing; Product Development; Competitive Strategy; Corporate Strategy; Information Technology Industry; Web Services Industry

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Forthcoming
Article

The (Heterogenous) Economic Effects of Private Equity Buyouts

By: Steven J. Davis, John Haltiwanger, Kyle Handley, Ben Lipsius, Josh Lerner and Javier Miranda

The effects of private equity buyouts on employment, productivity, and job reallocation vary tremendously with macroeconomic and credit conditions, across private equity groups, and by type of buyout. We reach this conclusion by examining the most extensive... View Details

Keywords: Private Equity Buyouts; Impact; Private Equity; Economics; Employment; Performance Productivity; Wages

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February 2008 (Revised December 2011)
Case

Sealed Air China

By: Regina Abrami, William C. Kirby, F. Warren McFarlan and Tracy Yuen Manty

With a 10-year history of doing business in China, Sealed Air was now betting on the country to help propel its growth as a global company. The company identified China as one of the initial investments in the company's Global Manufacturing Strategy that aimed to... View Details

Keywords: Investment Return; Multinational Firms and Management; Growth and Development Strategy; Production; Manufacturing Industry; Shanghai

September 2019 (Revised June 2021)
Case

Blenheim Chalcot

By: John R. Wells and Benjamin Weinstock

In April 2019, Manoj Badale and Charles Mindenhall, co-founders of Blenheim Chalcot, were contemplating how they might go about developing their portfolio. Since founding the company as an internet consultancy called netdecisions in 1998, Badale and Mindenhall had... View Details

Keywords: Venture Capital; Entrepreneurship; Business Model; Growth and Development Strategy; United Kingdom; United States; India

September 2020 (Revised June 2021)
Case

Eaton Corporation: Portfolio Transformation and The Cost of Capital

By: Benjamin C. Esty, E. Scott Mayfield and Daniel Fisher

In 2000, Eaton Corporation was a broadly diversified industrial conglomerate. But its strategy was evolving and its focus was narrowing around “power management” and more recently on “intelligent power,” the use of digitally enabled products and services designed to... View Details

Keywords: Mergers and Acquisitions; Business Conglomerates; Business Divisions; Cost of Capital; Corporate Finance; Value; Valuation; Industrial Products Industry; United States; Denmark; Republic of Ireland

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

Keywords: Mergers and Acquisitions; Transformation; Customer Relationship Management; Profit; Revenue; Growth and Development Strategy; Brands and Branding; Distribution Channels; Alliances; Customization and Personalization; Computer Industry

Article

The Rise of Synthetic Colors in the American Food Industry, 1870–1940

By: Ai Hisano

This article examines how, starting in the 1870s, food manufacturers in the United States began to use standardized color, achieved by synthetic dyes, as part of their marketing strategies. The emergence of the synthetic dye industry paralleled the growth of mass... View Details

Keywords: Safety; Food; Health; Brands and Branding; Manufacturing Industry; Food and Beverage Industry; United States

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March 2008 (Revised April 2008)
Case

Corning: 156 Years of Innovation

By: H. Kent Bowen and Courtney Purrington

The executive team at Corning has committed to double the rate of new business creation per decade, while at the same time growing the company's current businesses, including glass substrates for LCD displays. Their strategy, built on more than 150 years of successful... View Details

Keywords: Innovation Leadership; Resource Allocation; Product Development; Research and Development; Science-Based Business; Industrial Products Industry

February 1998 (Revised February 1999)
Case

Amway Japan Limited

In April 1997, the president of Amway Japan (AJL, Tokyo, Japan), pondered how to reverse the first performance decline the company has experienced since entering the Japanese direct selling market in 1979. Established as the tenth overseas subsidiary of Amway Corp. of... View Details

Keywords: Strategic Planning; Motivation and Incentives; Business Subsidiaries; Distribution Channels; Customer Satisfaction; Consumer Products Industry; Michigan; Tokyo

December 2008
Case

Merrimack Tractors and Mowers: LIFO or FIFO?

By: William J. Bruns Jr., Sharon Bruns and Susan S. Hameling

At Merrimack Tractors and Mowers in 2008, product manufacturing costs are increasing faster than competitors' costs, and as a result earnings are likely to fall below those reported in 2007. The company president and the company controller have discussed this problem,... View Details

Keywords: International; Financial; Reporting; Standards; Inventory; Business Ethics; Assets; Valuation; Ethics; Taxation; Financial Reporting; Manufacturing Industry

June 1981 (Revised May 1988)
Case

L.L. Bean, Inc.: Corporate Strategy

By: Hirotaka Takeuchi

L.L. Bean, Inc., a Maine-based manufacturer and mail-order retailer of sporting goods and apparel, has grown from $3 million in sales (1967) to over $120 million (1980). Current projections predict an annual compounded growth of 25% through 1985. Management must decide... View Details

Keywords: Globalization; Growth and Development; Growth Management; Production; Quality; Sales; Situation or Environment; Corporate Strategy; Internet and the Web; Apparel and Accessories Industry; Retail Industry

July–August 2024
Article

The Middle Path to Innovation

By: Regina E. Herzlinger, Duke Rohlen, Ben Creo and Will Kynes

Too many companies are failing to innovate. One reason, say the authors, is the polarized approach companies take to innovation. At one end of the spectrum, corporate R&D efforts tend to focus on product refreshes and incremental line upgrades that generate modest... View Details

Keywords: Innovation Strategy; Medical Devices and Supplies Industry

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November 2004 (Revised July 2006)
Case

Patrimonio Hoy

By: Arthur I Segel, Michael Chu and Gustavo Herrero

Patrimonio Hoy is a program targeting the housing needs of the low-income population by CEMEX, a major Mexican company and a leading global cement producer. Originally conceived as a project to understand the customers in the self-construction segment better, a major... View Details

Keywords: Housing; Construction; Product Design; Globalized Firms and Management; Microfinance; Income; Market Entry and Exit; Emerging Markets; Entrepreneurship; Construction Industry; Mexico

March 2023 (Revised May 2025)
Case

On

By: Ramon Casadesus-Masanell, Karolin Frankenberger and Sascha Mader

Founded in 2010, in just one decade, the Swiss company On had established itself as a main player in global sports footwear and apparel. Based on an unconventional strategy which one of the founders labeled as “obsessively distinct,” On grew its sales with a compound... View Details

06 Feb 2012
Research & Ideas

Kodak: A Parable of American Competitiveness

When American companies move pieces of their operations overseas—often because manufacturing and labor costs are much cheaper—they run the risk of moving the expertise, innovation, and new growth opportunities just out of their reach as... View Details

Keywords: by Dina Gerdeman; Manufacturing

December 2021 (Revised May 2025)
Case

Bed Bath & Beyond: The New Strategy to Drive Shareholder Value

By: Benjamin C. Esty and Daniel W. Fisher

At one time, Bed Bath & Beyond was one of the most successful specialty retailers in the United States—its growth and profit margins far exceeded both peer retailers in the home goods market as well as many other discount retailers. But in 2014, its stock price peaked,... View Details

Keywords: Competitive Strategy; Competitive Advantage; Value Creation; Diversification; Corporate Governance; Leading Change; Performance Evaluation; Valuation; Investment Activism; Consumer Products Industry; Consumer Products Industry; United States

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