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- October 2000 (Revised May 2001)
- Case
Editora Abril S.A.
By: Michael Y. Yoshino and Perry Fagan
Brazil's media conglomerate Editora Abril S.A. is Latin America's largest publishing and printing company; it publishes books, and comic books, videos, maps, travel guides, music, and textbooks. It also owns Brazil's largest database marketing company, its... View Details
- September 2000
- Case
Jardines: Tapping the Asian E-Commerce Market
By: F. Warren McFarlan, Melissa Dailey and Fred Young
"We have made significant progress in reshaping the group in the current cycle of change," announced the homepage of Jardine Matheson & Co.'s web site. Percy Weatherall, newly appointed managing director of the company, knew all too well about change. In his previous... View Details
- July 2000
- Background Note
Industry Transformation
By: Michael E. Porter and Jan W. Rivkin
One of the steepest challenges a strategist faces is to navigate his or her company through a period of industry transformation--an era of rapid and wholesale changes in industry structure. This note considers how periods of transformation typically unfold. It then... View Details
- March 2000 (Revised July 2001)
- Case
Microsoft: Competing on Talent (A)
By: Christopher A. Bartlett and Meg Wozny
Describes the evolution of Microsoft's human-resource philosophies, policies, and practices and how they used as a core of the company's competitive advantage. In particular, the focus is on how Microsoft tried to retain its ability to recruit, develop, motivate, and... View Details
- February 2000 (Revised August 2000)
- Case
Boston.com
By: Thomas R. Eisenmann and Jon K Rust
How aggressively should an incumbent move when developing an online business that threatens its core product? With Internet competitors taking direct aim at the traditional print newspaper business model, the Boston Globe fought back with its own web initiative,... View Details
- February 2000 (Revised December 2000)
- Case
Staples.com
By: Thomas R. Eisenmann, Joanna M. Jacobson and Gillian Morris
Staples.com, the online unit of the U.S. office supplies retailing chain Staples, faces a range of strategic and organizational issues as it accelerates its growth. Should it pursue only existing Staples customers or consumers who do not shop in Staples stores? How... View Details
- February 2000 (Revised May 2001)
- Case
BET.com
By: Thomas R. Eisenmann and Pauline M Fischer
Black Entertainment Television, a leading cable programmer, is launching BET.com, an Internet portal targeted toward African-Americans. This case examines the challenges facing BET management as it defines its service offerings and target customer segments in a... View Details
- September 1999 (Revised April 2000)
- Case
Novell: World's Largest Network Software Company
By: Richard L. Nolan
After phenomenal growth and market leadership in networking, founder and CEO Ray Noorda made a frontal assault on Microsoft's core strengths. In 1994, Noorda spend over $1.5 billion acquiring companies such as WordPerfect to combat Microsoft Word, products such as... View Details
- May 1999 (Revised March 2008)
- Case
Husky Injection Molding Systems
By: Jan W. Rivkin
Husky, a Canadian maker of injection molding systems, has established an enviable position in the market for plastics processing equipment. The company builds the highest performance systems in the business and charges a hefty premium for them. Husky is enjoying robust... View Details
- April 1999
- Case
Inktomi: Scaling the Internet
By: Marco Iansiti, Myra M. Hart and Richard Bergin
Presents the early months of Inktomi, a company that invented the world's first truly scalable architecture for the Internet. This core technology provides a platform for a variety of innovative applications. The company must decide the direction it wants to take. View Details
- March 1999 (Revised January 2000)
- Background Note
A Note on Microeconomics for Strategists
By: Kenneth S. Corts and Jan W. Rivkin
Summarizes the core ideas about the microeconomics of markets that are most relevant to business strategy. Sections I and II develop two basic building blocks of any market, demand and supply. Section II discusses how demand and supply interact to determine the... View Details
- March 1999
- Case
MySoftware Company (A)
By: H. Kent Bowen and Nicole Tempest
In 1997, Gregory Slayton took the position as CEO of MySoftware, which had been experiencing revenue and operating losses for the past two years. Within 90 days, he stabilized the company through a combination of cost cutting, financial discipline, and accountability... View Details
- October 1998 (Revised December 1999)
- Case
Lockheed Martin IMS: Making a Contribution and a Profit
By: Rosabeth M. Kanter and Courtney Purrington
Examines Lockheed Martin's attempt to move from its traditional reliance on defense/aerospace contracts into providing outsourced government services in the social sector. The protagonist reflects on the past 24 years of rapid growth in the company and the myriad... View Details
- August 1998 (Revised August 2002)
- Case
MicroFridge: The Concept
By: John A. Deighton
Robert Bennett, who has a Master's degree in engineering, wants to exploit his idea to combine a refrigerator, freezer, and 500-watt microwave into an 87-pound, 4-foot-high appliance to sell to college students. Bennett must decide which markets to serve, which... View Details
- April 1998 (Revised September 1998)
- Case
Classic Pen Company, The: Developing an ABC Model
By: Robert S. Kaplan
Classic Pen has diversified from its core blue and black pen business by introducing new specialized colors. But costs have risen and margins on blue and black pens are decreasing. The controller turns to activity-based costing (ABC) for an explanation. View Details
- February 1998 (Revised August 1998)
- Case
Teradyne, Inc.: Nothing Ventured, Nothing Gained
Alexander d'Arbeloff, Teradyne's founder and CEO, is launching his company into the software and network testing business. He has acquired three external start-ups and is beginning to integrate them with the rest of the company. While Teradyne's core... View Details
- January 1998 (Revised May 1999)
- Case
General Scanning, Inc. (B)
By: H. Kent Bowen, Sean McClenaghan and Charles Tillen
After meeting with a mediator, Montagu and Davis decided their goals were not in accordance, and Davis left General Scanning. Montagu and Brosens wrote three-year objectives for the company and proceeded to search for a new professional manager. Chuck Winston took on... View Details
- November 1997 (Revised July 1999)
- Case
Guidant: Cardiac Rhythm Management Business (A)
By: Steven C. Wheelwright and Mikelle Eastley
Examines the choices Guidant must make in research and development spending and new product development. More specifically, CEO Jay Graf considers the payoffs and tradeoffs of using product development skills that he learned in CPI's core business when applied to a... View Details
- October 1997 (Revised April 2002)
- Case
Planned Parenthood Federation of America (A)
By: V. Kasturi Rangan and Elaine V. Backman
Outlines the dynamic shifts in the external environment surrounding Planned Parenthood's operations in 1994. Health care reform was threatening some of its core customer base. The organization had to come up with a strategy and a process for adapting to the new... View Details
- October 1997
- Case
Planned Parenthood Federation of America (B)
By: V. Kasturi Rangan and Elaine V. Backman
Outlines the process of strategy reinvention adopted by Planned Parenthood. It lays out the new strategic proposals, and the reactions of the various constituencies to those proposals. View Details