Publications
Publications
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- Faculty Publications (612)
- November 2005
- Case
Playgrounds and Performance: Results Management at KaBOOM! (A)
By: Herman B. Leonard, Marc J. Epstein and Laura Winig
KaBOOM!, a successful playground-building social enterprise funded through corporate partnerships, wants to develop a performance measurement system that will enable the organization to expand its impact substantially. The board of directors and management are trying... View Details
- September 2005 (Revised February 2007)
- Case
Angels and Devils: Best Buy's New Customer Approach (A)
In November 2004, The Wall Street Journal reported that consumer electronics retailer Best Buy's new customer approach was to shun the "devils" among its customers. The "customer centricity" initiative, which was led by Best Buy's CEO Brad Anderson, was based on an... View Details
- September 2005 (Revised April 2010)
- Case
Scharffen Berger Chocolate Maker (A)
By: Daniel C. Snow, Steven C. Wheelwright and Alison Berkley Wagonfeld
Scharffen Berger, a premium brand chocolate, is growing rapidly and must decide where and when to add capacity in the production line and with what technology. The company must consider the demands of marketing, the impact on quality and reputation, and the economics... View Details
- June 2005 (Revised January 2007)
- Case
Equator Principles, The: An Industry Approach to Managing Environmental and Social Risks
By: Benjamin C. Esty, Carin-Isabel Knoop and Aldo Sesia
In June 2003, 10 leading international banks adopted new voluntary guidelines, called the Equator Principles, to promote sustainable development in project finance. In recent years, nongovernmental organizations (NGOs) had raised issues about the lenders'... View Details
- June 2005 (Revised June 2006)
- Case
Ducati Corse: The Making of a Grand Prix Motorcycle
By: Francesca Gino and Gary P. Pisano
Examines the product development strategy and processes of the Ducati motorcycle racing team during the 2003-2004 Grand Prix seasons. Invites discussion of appropriate design and development strategies to facilitate learning across product generations. Specifically,... View Details
- June 2005 (Revised February 2006)
- Case
TCL Multimedia
By: Tarun Khanna, Felix Oberholzer-Gee and David Lane
TCL considers the underlying logic behind the globalization of one of China's most prominent companies. TCL, and similarly prominent companies in China, are in the forefront of China's emergence as one of the world's preeminent economic powers. Allows a discussion of... View Details
- April 2005 (Revised April 2005)
- Background Note
Strategies of Related Diversification
By: Bharat N. Anand
Which businesses should a firm expand into? This question of corporate scope is central to corporate strategy. Flawed scope decisions can have severe consequences, and the trauma experienced by many companies as a result of mistaken decisions to expand scope is often... View Details
- March 2005 (Revised January 2006)
- Case
Foreign Exchange Hedging Strategies at General Motors: Transactional and Translational Exposures
By: Mihir A. Desai and Mark Veblen
How should a multinational firm manage foreign exchange exposures? Examines transactional and translational exposures and alternative responses to these exposures by analyzing two specific hedging decisions by General Motors. Describes General Motors' corporate hedging... View Details
- March 2005 (Revised March 2006)
- Case
Sealed Air Corporation: Globalization and Corporate Culture (A) (Abridged)
By: Lynn S. Paine and Karen Wruck
Sealed Air Corp.'s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the... View Details
- March 2005
- Article
Sovereign Debt As a Contingent Claim: A Quantitative Approach
By: Laura Alfaro and Fabio Kanczuk
We construct a dynamic equilibrium model with contingent service and adverse selection to quantitatively study sovereign debt. In the model, benefits of defaulting are tempered by higher future interest rates. For a wide set of parameters, the only equilibrium is one... View Details
- January 2005 (Revised March 2006)
- Case
Molecular Insight Pharmaceuticals, Inc.
By: Richard G. Hamermesh and Edwin W. Parkinson III
Molecular Insight has developed a novel biopharmaceutical to detect heart attacks. The company's unique approach to intellectual property protection uses the Hatch Waxman Act and the Orphan Drug Act. The company is struggling to raise $7 million in Series B financing.... View Details
- March 2009
- Article
Customer Experience Creation: Determinants, Dynamics and Management Strategies
By: Leonard A. Schlesinger, Peter C. Verhoef, Katherine N. Lemon, A. Parasuraman, Anne Roggeveen and Michael Tsiros
Retailers, such as Starbucks and Victoria's Secret, aim to provide customers a great experience across channels. In this paper we provide an overview of the existing literature on customer experience and expand on it to examine the creation of a customer experience... View Details
- December 2004 (Revised March 2007)
- Case
Cutlass Capital, L.P.
By: Richard G. Hamermesh and Brian DeLacey
David Hetz and Jon Osgood are forming a new venture capital fund in 2001 to invest in health care start-ups. Describes their fundraising activities at a time when venture capital investing has reached an all-time high. Although their background skills and experiences... View Details
- October 2004 (Revised May 2006)
- Case
Transforming Singapore's Public Libraries (Abridged)
By: Lynda M. Applegate and Roger H. Hallowell
The Singapore Public Library system was transformed from being mediocre at best to world class using information technology, progressive human-resources management, and marketing approaches unusual for government agencies. View Details
- August 2004 (Revised April 2007)
- Case
Intel Capital, 2005 (A)
By: David B. Yoffie, Barbara Mack, Adriana Boden and Lee Rand
All companies in a technology-intensive industry must worry about the development of their ecosystems and, in particular, the availability and cost of complementary assets. One strategy for promoting complements is to invest in them directly. Explores Intel's strategy... View Details
- August 2004 (Revised July 2006)
- Case
PROPECIA TM: Helping Make Hair Loss History
By: Marta Wosinska and Youngme E. Moon
In late 1997, Tom Casola, brand manager for Propecia, debates the best approach to market this breakthrough one-a-day pill for hair loss. This launch would be atypical for a prescription drug because of the key position of the consumer. As a result, the team's... View Details
- July 2004 (Revised July 2005)
- Case
Activision: The 'Kelly Slater's Pro Surfer' Project
By: Alan D. MacCormack, Enrico D"Angelo and Kerry Herman
Mike Ward, the producer in charge of developing the Kelly Slater's Pro Surfer game for Activision, must decide whether to launch the game in time for the 2002 Christmas season. Complicating his decision are the lukewarm response from consumers to TV test spots of the... View Details
- June 2004
- Case
Aventis SA (A): Planning for a Merger
By: Joshua D. Margolis and Carin-Isabel Knoop
Eight executives at Hoechst and Rhone-Poulenc must make four crucial decisions on the eve of merging their companies to become Aventis--what would become the world's third largest pharmaceutical firm. In addition to formulating a vision and strategy, the two firms must... View Details
- April 2004 (Revised June 2004)
- Case
Entrepreneurship Goes Global: ResMed's Gamble
By: Christopher A. Bartlett, Andrew N. McLean and Meg Glinska
On the basis of its innovative medical device for treating sleep apnea, CEO Peter Farrell has made Australian-born ResMed a successful global company. But the company is struggling to implement a strategy to expand the device from its focused core market to a much... View Details
- April 2004 (Revised July 2007)
- Case
OfficeTiger
By: Joseph B. Lassiter III and Johanna Regine Naunton Blaxall
OfficeTiger was founded in late 1999 with an innovative approach to global outsourcing. The company's employees, located primarily in India, provided services for corporations, investment banks, and professional services firms throughout the United States, Europe, and... View Details