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- November 1996 (Revised September 1997)
- Case
BancZero New Product Development
By: Marco Iansiti and Alberto Moel
The Mexico City office of a large U.S. bank is asked by clients to develop currency swaps, a derivative financial product. This case deals with the new product development process in financial services, and the problems and issues that are raised in product development... View Details
- November 1996 (Revised April 1999)
- Case
United Way of Southeastern New England (UWSENE)
By: Robert S. Kaplan and Ellen L. Kaplan / RA
A regional United Way organization, a nonprofit already active in total quality management, implements a Balanced Scorecard to link its strategic planning objectives with day-to-day operations, and is able to translate its vision and strategy into objectives and... View Details
- November 1996 (Revised June 1999)
- Case
Living on Internet Time: Product Development at Netscape, Yahoo!, NetDynamics, and Microsoft
By: Marco Iansiti and Alan D. MacCormack
Describes how four companies in the Internet software market approach product development. Drawing upon short case studies of three recent projects, students are invited to synthesize the common attributes of development practice in turbulent environments. View Details
- November 1996 (Revised March 2001)
- Case
Sime Darby Berhad (A): 1995
By: Tarun Khanna, Michael Y. Yoshino and Danielle J. Melito
Sime Darby is one of South Asia's largest regional conglomerates. In 1995, it is contemplating entry into the fast-growing financial services sector in Malaysia through the acquisition of a Malaysian bank. This is in keeping with its activities mirroring those of the... View Details
- 1996
- Working Paper
The Nature of Diversified Business Groups: A Research Design and Two Case Studies
By: Pankaj Ghemawat and Tarun Khanna
- October 1996
- Teaching Note
Liz Claiborne, Inc. and Ruentex Industries, Ltd. Case Series TN
By: Roy D. Shapiro and Marie-Therese M. Flaherty
Teaching Note for (9-690-048), (9-690-049), and (9-690-050). View Details
- October 1996 (Revised April 1998)
- Case
Mobil USM&R (D): Gasoline Marketing
By: Robert S. Kaplan
Mobil US Marketing & Refining has shifted from a centralized staff-driven organization to decentralized business-units. Staff functions now must negotiate service agreements with a buyer's committee consisting of representatives from the profit-center business units.... View Details
- October 1996 (Revised May 1998)
- Case
Regarding NAFTA
By: Debora L. Spar
In the aftermath of World War II, the countries of the industrialized world engaged in an unprecedented round of institution-building, through which historical barriers to international trade, especially tariffs, came tumbling down. The GATT has reshaped the... View Details
- October 1996 (Revised February 1997)
- Case
Upjohn Company, The: The Upjohn-Pharmacia Merger
By: Krishna G. Palepu and Amy P. Hutton
In August 1995, the Upjohn Co. and Pharmacia AB announced a "merger of equals." This case provides background information on the industry, the position of Upjohn, and Upjohn's rationale for the proposed merger. View Details
- October 1996 (Revised May 2001)
- Case
Cantuga Farmworkers Clinic (A)
By: James E. Austin and Catherine Overholt
The board of directors of a rural health clinic fires its executive director. The case elaborates the evolution and progress of the clinic under this director during a period of growth and a changing health care environment. Factors contributing to and questioning the... 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
- October 1996 (Revised April 1997)
- Case
Team New Zealand (A)
By: Marco Iansiti and Alan D. MacCormack
The case describes the development process used by Team New Zealand to design their two yachts for the 1995 America's Cup. During development, the team makes extensive use of simulation and physical prototyping to improve the initial design concept. As they approach... View Details
- September 1996 (Revised July 1997)
- Case
Grupo Sidek (A)
By: Kenneth A. Froot and Alberto Moel
A large Mexican conglomerate, active in tourism, real estate, and steel, is faced with difficult macroeconomic conditions beginning with the Peso crisis of December 1994. The conglomerate had extensive dollar-indexed liabilities and was caught in a crunch when the... View Details
- September 1996 (Revised June 1998)
- Case
InterSoft of Argentina (A)
By: Linda A. Hill and Stacy Palestrant
Focuses on InterSoft of Argentina, a growing software company in Argentina. In 1993, InterSoft acquires a Russian software company and Emilo Lopez, the vice president and director of InterSoft's Systems Software Lab, must manage a creative, cross-cultural, "virtual"... View Details
- September 1996 (Revised June 1998)
- Case
InterSoft of Argentina (B)
By: Linda A. Hill and Stacy Palestrant
Focuses on InterSoft of Argentina, a growing software company in Argentina. In 1993, InterSoft acquires a Russian software company and Emilo Lopez, the vice president and director of InterSoft's Systems Software Lab, must manage a creative, cross-cultural, "virtual"... View Details
- September 1996 (Revised September 1999)
- Case
Mobil USM&R (A): Linking the Balanced Scorecard
By: Robert S. Kaplan
The CEO of the marketing and refining division of a major oil company is in the midst of implementing a profit turnaround. He transforms the strongly centralized, functionally-organized division into 17 independent business units and 14 internal service companies. The... View Details
- September 1996 (Revised April 1998)
- Case
Mobil USM&R (B): New England Sales and Distribution
By: Robert S. Kaplan
The general manager of a local gasoline/distillate sales and distribution business unit must communicate a new strategy to the unit's 300 employees. An initial strategic planning exercise identified a high-priority list of opportunities that blended the parent... View Details
- September 1996 (Revised May 1997)
- Case
Mobil USM&R (C): Lubricants Business Unit
By: Robert S. Kaplan
The general manager of a Lubricants Business Unit in Mobil's U.S. Marketing and Refining division launched a project to develop a Balanced Scorecard (BSC) for his unit. The purpose was to provide focus for all employees of the unit, enabling it to operate on an... View Details
- August 1996 (Revised December 1996)
- Case
Korean Development and Western Economics
By: George C. Lodge and Courtenay Sprague
Provides a summary of Korea's economic performance during the past 40 years. Korea's economic strategy is discussed with regard to context--both the domestic (historic) and the international factors that have informed Korea's development. Simultaneously, Korea also... View Details