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(2,731)
- Faculty Publications (522)
- February 1999
- Case
Lifeline Systems, Inc. (B)
By: H. Kent Bowen and Marilyn Matis
In 1997, Lifeline Systems continues to grow its service business to $32 million, 56% of the company's total revenues. More local hospital Lifeline programs turn over their monitoring service to Lifeline Central, expanding the company's subscriber base by 30%. The... View Details
- December 1998 (Revised March 2001)
- Case
Korea Stock Exchange, 1998
By: Tarun Khanna, Krishna G. Palepu and James Chang
Following a major financial crisis, the South Korean government attempted to revive the Korea Stock Exchange to spur equity investment in Korean companies. This case describes the reforms undertaken so far and the challenges that lay ahead. View Details
- September 1998 (Revised July 1999)
- Case
Integral Capital Partners
By: Andre F. Perold and Markus Mullarkey
Integral Capital Partners is a small firm with a very distinctive approach to investing in high-technology stocks. The firm invests privately in small start-ups as well as in publicly traded companies, and it develops important financial and advisory relationships with... View Details
- September 1998 (Revised April 2001)
- Case
Sealed Air Taiwan (A)
By: Lynn S. Paine and Robert J. Crawford
The general manager for U.S.-based Sealed Air Corp.'s Taiwan subsidiary must decide whether he's hired the right person to bridge the gap between Sealed Air's corporate culture and Taiwan's business culture. This case details Bob Kayser's experiences in trying to... 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
- August 1998
- Case
Electronic Commerce at Air Products
By: F. Warren McFarlan and Melissa Dailey
In 1998,chief information officers (CIOs) in the highly competitive international gases and chemicals business faced the reality that electronic commerce capability was a strategic necessity. The results of annual surveys of technology officers in the chemical industry... 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
- June 1998 (Revised August 2001)
- Case
Wells Fargo Online Financial Services (A)
By: Robert S. Kaplan and Nicole Tempest
Wells Fargo, the industry leader in electronic banking, has implemented a Balanced Scorecard in its online financial services group (OFS) to track and measure performance. The OFS group develops and supports services that allow existing and future banking customers to... 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 (Revised November 1999)
- Case
Hamilton Financial Investments: A Franchise Built on Trust
By: Robert L. Simons and Antonio Davila
Provides a vehicle for students to evaluate risk management in the fast-paced mutual funds industry. A new risk manager has been hired to install new management controls and procedures. A series of decisions will determine how much business and franchise risk the... View Details
- April 1998 (Revised May 2000)
- Case
Guidant Corporation: Shaping Culture Through Systems
By: Robert L. Simons and Antonio Davila
Guidant is a successful IPO start-up selling pacemakers and defibrillators. The case describes how managers install systems to balance innovation and control. Three parts of a shareholder value strategy are described. Controls include incentive systems, beliefs... 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 October 2001)
- Case
Xedia and Silicon Valley Bank (A)
By: Paul A. Gompers and Jon Biotti
Xedia, a networking equipment manufacturer that helps provide high-speed Internet service for corporate clients through access routing, wants a bridge loan to fund daily operations until it raises its next round of equity financing. View Details
Keywords: Venture Capital; Equity; Financing and Loans; Negotiation; Production; Internet; Banking Industry
- March 1998 (Revised June 1999)
- Case
DigitalThink: Building a Sales Force
By: Michael J. Roberts, Joseph B. Lassiter III and Christina L. Darwall
A broad set of issues faces a young company in the Internet-based training business as it begins to sell its product to corporate customers. Issues include: profile of attractive candidates, compensation, definition of territory, definition of quotas, and role of... View Details
- February 1998 (Revised June 1999)
- Case
DigitalThink: Startup
By: William A. Sahlman, Michael J. Roberts and Christina L. Darwall
Describes a recent Berkeley MBA's attempts to start a business aimed at corporate training via the Internet. Describes the very early efforts at finding an attorney, accountant, and financing, and the interrelationships among these choices. View Details
- February 1998 (Revised August 2006)
- Case
House of Tata, 1995: The Next Generation (A)
By: Tarun Khanna, Krishna G. Palepu and Danielle Melito Wu
The Tata Group began the 1990s as a confederation of loosely coupled firms. This case considers the rise to prominence of the new CEO of Tata Group, Ratan Tata, and his attempts to strengthen the inter-relationships among the group companies at a time when critics... View Details
- January 1998 (Revised February 1998)
- Case
Sideco Americana S.A. (A)
By: Lynn S. Paine and Harold F. Hogan Jr
This case focuses on a decision the Sideco management team faces when customers of its newly acquired and privatized water and sewer company neglect to pay its bills. Describes the effort to transform an old-style Argentine construction and engineering company into a... View Details
- December 1997 (Revised May 1998)
- Case
CUC and HFS: Corporate Identity for a "Merger of Equals"
By: Stephen A. Greyser and Robert J. Crawford
In the wake of a major $20 billion market capitalization "merger of equals," two large consumer service firms must determine a new name for the new entity. Neither CUC nor HFS is well known among consumers. The CUC Services (e.g., shopping, travel, credit card... View Details
- June 1997 (Revised May 1998)
- Case
Mobil USM&R (A1)
By: Robert S. Kaplan
First of a two-part case on the development and use of a Balanced Scorecard (BSC) at Mobil's US Marketing and Refining Division. Split from the original (A) case to give students an opportunity to suggest objectives and measures for the division's initial BSC, without... View Details
- June 1997 (Revised May 1998)
- Case
Mobil USM&R (A2)
By: Robert S. Kaplan
Second of a two-part case on the development and use of a Balanced Scorecard (BSC) at Mobil's US Marketing and Refining Division. This case describes the completed BSC, and how this was linked to the BSCs of the independent business units and the internal service... View Details