Publications
Publications
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- All HBS Web
(4,604)
- Faculty Publications (630)
- June 2001
- Case
Bedrock Productions
By: Michael J. Roberts and Michael L. Tushman
Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as a strategist and marketer who is less well-suited to the operational details, that are expanding as the firm grows. A president is... View Details
- May 2001 (Revised December 2003)
- Case
Mexico: The Unfinished Agenda
By: Richard H.K. Vietor and Rebecca Evans
President Vincente Fox takes over in Mexico on December 1, 2000--a political revolution ending 71 years of PRI rule. In the past five years, Mexico has solved a number of macroeconomic problems and had a good run of economic growth. But a host of microeconomic problems... View Details
- March 2001 (Revised September 2002)
- Case
Merck Latin America (A)
By: Michael Beer and James Weber
Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American... View Details
- March 2001 (Revised August 2003)
- Case
Wilkerson Company
By: Robert S. Kaplan
The president of Wilkerson, faced with declining profits, is struggling to understand why the company is encountering severe price competition on one product line while able to raise prices without competitive response on another product line. The controller proposes... View Details
- March 2001 (Revised February 2004)
- Case
Power to the States: "Fiscal Wars" for FDI in Brazil
By: Laura Alfaro, Yasheng Huang and Marios S. Kalochoritis
On January 6, 1999, Itamar Franco, the governor of the state of Minas Gerais, the second-largest state in Brazil, declared a 90-day moratorium on its debt payment to the federal government. The announcement triggered a run on the Brazilian currency, the Real, and... View Details
- February 2001
- Case
Bang Networks, Inc.
By: Paul A. Gompers and Sergio Rattner
Bob Rosin, president and CEO of Bang Networks, must decide how much debt financing to take on. The company is a raw start-up and is considering taking on $10 million in debt. The firm has six offers and needs to identify the best one. View Details
- January 2001 (Revised May 2001)
- Case
Russia: The End of a Time of Troubles?
By: Rawi E. Abdelal
Describes Russia's troubled economic transition since 1991, highlights the problem of institutional development, and surveys the challenges President Vladimir Putin faced in 2000. The first section provides a brief synopsis of liberalization, stabilization, and... View Details
- October 2000 (Revised March 2004)
- Case
Software Associates
By: Robert S. Kaplan
The president of a small consulting firm has just seen his second-quarter profit and loss statement, showing an increase in revenues but a substantial decline in profits. He asks his chief financial officer to explain the results. The CFO works hard to accumulate... View Details
- October 2000 (Revised January 2002)
- Case
Individual and the Corporation, The: Kathy Levinson and E*TRADE (A)
By: Joseph L. Badaracco Jr. and Susan Harmeling
Kathy Levinson, the president and COO of ETRADE and a lesbian mother of two children, must decide whether and how to participate in the "No on Knight" campaign. The campaign opposes California ballot proposition 22, which requires California to recognize only marriages... View Details
- October 2000 (Revised July 2001)
- Case
Avon Products (A)
By: Lynn S. Paine and Greg Rogers
The general manager of Avon Mexico, Fernando Lezama, must decide whether to promote a woman to the position of vice president of sales. If appointed, the candidate would be the first female in all of Latin America to hold an executive position and one of the first... View Details
- October 2000 (Revised May 2001)
- Case
Digitas (A): Strategic Interactive Group
By: Rosabeth M. Kanter, David Lane and Courtenay Sprague
Kathy Biro, president of Digitas, an e-strategy consulting firm, has successfully grown out of the company's roots in the strategic interactive group. Her challenges now include managing the integration of the SIG with Digitas's other component, direct marketing firm... View Details
- October 2000 (Revised April 2005)
- Case
Z Corporation
By: Joseph B. Lassiter III, Matthew C. Lieb and Tom Clay
Tom Clay, president of Z Corp., and founder/CEO Marina Hatsopolous must decide between using a direct sales force or using a value-added reseller to begin selling the company's new 3-D printing prototype manufacturing system. View Details
- August 2000
- Case
Manila Water Company (A)
By: Michael Beer and Elizabeth Weldon
On February 3, 1997, the east zone of the Manila Metropolitan Water and Sewerage System (MWSS) was taken over by the Manila Water Co. (MWC), a newly created joint venture between the Ayala Corp., a large Filipino conglomerate; Bechtel Enterprises, Inc., an American... View Details
- June 2000
- Case
Rebirth of the Swiss Watch Industry, 1980-1992 (A)
By: Michael L. Tushman and Daniel Radov
The Swiss watch industry has been devastated by new entrants from Asia in the low- and mid-priced watch segments. Japanese and Hong Kong firms have used quartz technology to lower costs dramatically. Nicolas Hayek, president of a Swiss consulting firm, is asked to help... View Details
- May 2000 (Revised July 2000)
- Case
U.S. Export-Import Bank and the Three Gorges Dam (A), The
By: George C. Lodge and Cate Reavis
Describes the dilemma Martin Kamarck faced as president of the Export-Import Bank in whether to provide U.S. companies financing for China's Three Gorges Dam project. View Details
- March 2000 (Revised July 2000)
- Case
Jeanne Lewis at Staples, Inc. (A) (Abridged)
By: Linda A. Hill and Jennifer Suesse
Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, "learning the ropes" before he moves on. This case is set nine months after... View Details
- February 2000 (Revised August 2000)
- Case
Microsoft Latin America
By: Robert S. Kaplan, Alberto Ballve and Antonio Davila
Mauricio Santillan, regional vice president for the Latin American division of Microsoft, has introduced a new performance measurement system to help his country managers formulate and control strategy. Microsoft Latin America's priorities are rolling out of an... View Details
- December 1999 (Revised May 2000)
- Case
Morgan Stanley: Becoming a "One-Firm Firm"
By: M. Diane Burton, Thomas J. DeLong and Katherine Lawrence
John Mack, the newly appointed president of Morgan Stanley, feels strongly that the firm needs to change in order to compete in a changing investment banking environment. Mack and his senior team undertake initiatives in order to transform the culture and working style... View Details
- December 1999 (Revised March 2000)
- Case
Ajinomoto Co., Inc.
By: Ray A. Goldberg, Carin-Isabel Knoop and Cate Reavis
In the fall of 1999, Kumio Egashira, president of Ajinomoto, a 90-year old, Japan-based processed foods and specialty chemicals company, and his team of senior executives were deciding how to globally maximize the synergies that existed between their food and amino... View Details
- December 1999
- Case
Sendwine.com
By: Thomas R. Eisenmann, Charmaine C Ess and Ann A. O'Hara
Sendwine.com, an online retailer of premium gifts of wine by the bottle, faced decisions about its growth strategy in mid-1999. Mike Lannon, president and founder, had established his company as a prominent player in an increasingly crowded field. But with success came... View Details