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- March 2000
- Case
Heartport, Inc.
By: Gary P. Pisano and Shoshana Dobrow
Heartport, an entrepreneurial medical device maker, has introduced several innovative systems for conducting less-invasive cardiac surgery. Despite initially high expectations, the company has struggled to get its technology adopted by cardiac surgeons. The company's... View Details
- February 2000 (Revised August 2000)
- Case
Priceline WebHouse Club
By: Thomas R. Eisenmann and Jon K Rust
Priceline empowered consumers to "name their own price" for airline tickets and hotel rooms; then it shopped these offers to marketers. Priceline's founder Jay Walker described the resulting transactions as a new ecosystem, that helped consumers realize lower prices... View Details
- December 1999
- Case
E Ink: Financing Growth
By: William A. Sahlman and Matthew C. Lieb
A set of financial and strategic decisions confront the management of a company trying to develop a technology for creating "electronic ink." If successful, the company will be able to create "radio paper," essentially turning a piece of paper into a computer monitor... View Details
- November 1999 (Revised March 2000)
- Case
Florida Department of Citrus
By: Ray A. Goldberg, Carin-Isabel Knoop and David Benedict Pearcy
The Florida Department of Citrus (FDOC) is a state agency responsible for the welfare of the Florida citrus industry. This case describes the FDOC's efforts to turn around grapefruit juice consumption. Using a health message, Dan Santangelo, the FDOC's new director,... View Details
- 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
- February 1999
- Case
Volant Skis
By: Steven C. Wheelwright and Matt Verlinden
Volant brought innovation to the ski equipment industry in 1989 by developing a stainless steel ski. He claimed the skis could turn more easily, could hold an edge in icy conditions, and were more stable than aluminum or fiberglass skis. The company's "soft-flex"... View Details
- December 1998
- Case
Pioneer Hi-Bred: Turning Seeds Into Factories
By: F. Warren McFarlan and Melissa Dailey
The agricultural sector is among the preeminent information technology users in our economy," exclaimed an August 1998 Forbes ASAP survey of the U.S. economy's best and worst users of information technology (IT). The survey designated Pioneer Hi-Bred International,... View Details
- December 1998
- Supplement
An Interview with Zhang Ruimin, CEO, Haier Group, Video
By: Lynn S. Paine and Jennifer Benqing
Zhang Ruimin, founder and CEO of China's Haier Group, must decide whether to acquire Red Star Electric Appliance Co., an insolvent local manufacturer of washing machines. Although Haier, slated to become one of China's first global brand names, has successfully turned... View Details
- October 1998 (Revised May 2001)
- Case
Preview Travel (A)
By: William A. Sahlman, Nicole Tempest, Daniel H Case III and Robert Keller
Preview Travel was a leader in the online travel industry, having generated $80 million in bookings in 1997 and growing at a 34% compound annual growth rate per quarter. This case describes the evolution of Preview Travel's business plan and financing strategy and... View Details
- September 1998 (Revised March 2002)
- Case
Petrolera Zuata, Petrozuata C.A.
By: Benjamin C. Esty and Mathew M Millett
Petrozuata is a proposed $2.5 billion oil-field development project in Venezuela. The case is set in 1997 as the project sponsors, Conoco and PDVSA (Venezuela's national oil company), are planning to meet with various development agencies and rating agencies regarding... 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
- March 1998 (Revised July 2001)
- Case
Haier Group, The (A)
By: Lynn S. Paine and Robert J. Crawford
Zhang Ruimin, founder and CEO of China's Haier Group, must decide whether to acquire Red Star Electric Appliance Co., an insolvent local manufacturer of washing machines. Although Haier, slated to become one of China's first global brand names, has successfully turned... View Details
- February 1998
- Case
Creating the International Trade Organization
By: David A. Moss, George R. Appling and Andrew D Archer
In the late 1940s, officials at the U.S. State Department began campaigning for the creation of an International Trade Organization (ITO). This new organization would oversee global negotiations on trade liberalization, foreign direct investment, cartels, and commodity... 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
- October 1997 (Revised May 1998)
- Supplement
Asda (B)
By: Michael Beer and James Weber
Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control, delivering management, creating experimental projects where individuals felt free to innovate, instituting a back-to-roots strategy that put customers... 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
- Teaching Note
Innovation in Action: Product Development Projects and Action-Based Learning, Instructor's Note
By: Marco Iansiti
As a project-based course, Managing Product Development has been carefully designed so that classroom discussion and students' project team activities infuse each other: learning from course materials enhances project activities, which in turn enrich subsequent... View Details
- May – June 1997
- Article
Technology Integration: Turning Great Research into Great Products
By: Marco Iansiti and J. West
- January 1997 (Revised December 1999)
- Case
OXO International
By: H. Kent Bowen, Marilyn Matis and Sylvie Ryckebusch
OXO, a kitchen tools and gadgets company, was started by a businessman who had 30 years of experience in the housewares industry. With his wife and son as founders, he creates a new niche in the gadgets industry for high-end gourmet stores. The company has headquarters... View Details
- November 1996 (Revised February 1997)
- Case
Historical Society of Pennsylvania, The
By: Stephen A. Greyser and Stephanie L. Woerner
The Historical Society of Pennsylvania (HSP) runs one of the nation's most important research libraries and a museum focusing on colonial history. Financial analysis shows that the society has absorbed increased costs of operation over the past decade through slow but... View Details