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      Emergent StrategyRemove Emergent Strategy →

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      • 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
      Keywords: Balanced Scorecard; Applications and Software; Emerging Markets; Crime and Corruption; Motivation and Incentives; Management Skills; Global Strategy; Strategy; Information Technology Industry; Latin America
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      Kaplan, Robert S., Alberto Ballve, and Antonio Davila. "Microsoft Latin America." Harvard Business School Case 100-040, February 2000. (Revised August 2000.)
      • December 1999 (Revised December 2000)
      • Case

      Charles Schwab: A Category of One

      By: Stephen P. Bradley and Thomas H. Esperson
      Examines Charles Schwab's on-line discount brokerage firm and questions whether or not Schwab has effectively balanced the old and new world of stock trading, and has remained a leader between giants like Merrill Lynch and Internet pure plays like E-Trade. Also looks... View Details
      Keywords: Financial Institutions; Banks and Banking; Technological Innovation; Goals and Objectives; Growth and Development Strategy; Growth Management; Competition; Competitive Strategy; Competitive Advantage; Banking Industry; Financial Services Industry
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      Bradley, Stephen P., and Thomas H. Esperson. "Charles Schwab: A Category of One." Harvard Business School Case 700-043, December 1999. (Revised December 2000.)
      • December 1999 (Revised January 2000)
      • Case

      Agrochemicals at Ciba-Geigy AG (B)

      By: Michael L. Tushman, Wendy Smith and Daniel Radov
      Focuses on Pierre Urech's efforts to change the division structure at Ciba-Geigy to facilitate the marketing of the new product. Details the relationships Urech cultivates and the strategy he pursues as "product champion." Also describes the restructuring of the... View Details
      Keywords: Change Management; Innovation Strategy; Innovation and Management; Leadership Development; Leadership Style; Research and Development; Marketing Strategy; Goods and Commodities; Product Development; Pharmaceutical Industry; Switzerland
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      Tushman, Michael L., Wendy Smith, and Daniel Radov. "Agrochemicals at Ciba-Geigy AG (B)." Harvard Business School Case 400-023, December 1999. (Revised January 2000.)
      • November 1999 (Revised April 2003)
      • Case

      Financing the Mozal Project

      By: Benjamin C. Esty and Fuaad Qureshi
      It is June 1997, and a team from the International Finance Corp. (IFC) is recommending that the board approve a $120 million investment in a $1.4 billion aluminum smelter in Mozambique, known as the Mozal project. Four factors make the investment controversial: it... View Details
      Keywords: Investment; Capital Markets; Emerging Markets; Projects; Financial Management; Risk and Uncertainty; Developing Countries and Economies; Metals and Minerals; Financial Strategy; Government and Politics; International Finance; Infrastructure; Mozambique
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      Esty, Benjamin C., and Fuaad Qureshi. "Financing the Mozal Project." Harvard Business School Case 200-005, November 1999. (Revised April 2003.)
      • November 1999
      • Case

      net.Genesis, Inc.

      By: Robert J. Dolan, Rajiv Lal and Perry Fagan
      Net.Genesis is planning a strategy for the developing Internet market. In particular, it is creating the category of e-business intelligence and striving to be the brand leader in it. View Details
      Keywords: Emerging Markets; Strategic Planning; Expansion; Brands and Branding; Knowledge Use and Leverage; Marketing Communications; Internet and the Web; Change Management
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      Dolan, Robert J., Rajiv Lal, and Perry Fagan. "net.Genesis, Inc." Harvard Business School Case 500-009, November 1999.
      • November 1999 (Revised March 2001)
      • Case

      Russell Reynolds Associates, 1999

      By: Tarun Khanna, Krishna G. Palepu and Rakesh Khurana
      The president and CEO of Russell Reynolds examined the company's expansion strategy, especially in emerging markets. He evalulates how quickly the company should open new offices abroad and in which countries. View Details
      Keywords: Global Strategy; Growth and Development Strategy; Emerging Markets; Expansion; Consulting Industry
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      Khanna, Tarun, Krishna G. Palepu, and Rakesh Khurana. "Russell Reynolds Associates, 1999." Harvard Business School Case 100-039, November 1999. (Revised March 2001.)
      • July–August 1999
      • Article

      The Right Way to Restructure Conglomerates in Emerging Markets

      By: Tarun Khanna and Krishna G. Palepu
      Keywords: Business Conglomerates; Emerging Markets; Business Strategy
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      Khanna, Tarun, and Krishna G. Palepu. "The Right Way to Restructure Conglomerates in Emerging Markets." Harvard Business Review 77, no. 4 (July–August 1999): 125–134.
      • June 1999
      • Background Note

      Competition Between the Professions: Law Firms vs. Accounting Firms

      By: Ashish Nanda
      Discusses the emerging competition between law firms and accounting firms. View Details
      Keywords: Business Ventures; Competition; Legal Services Industry; Accounting Industry
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      Nanda, Ashish. "Competition Between the Professions: Law Firms vs. Accounting Firms." Harvard Business School Background Note 899-301, June 1999.
      • May 1999 (Revised August 1999)
      • Case

      Westfield America

      By: William J. Poorvu, Richard S. Tedlow and Daniel J. Rudd
      The company is attempting to duplicate its Australian formula for successful mall ownership in the U.S. market. It must deal with rapidly evolving financial markets while recognizing and capitalizing on emerging trends in retailing. View Details
      Keywords: Market Entry and Exit; Adaptation; Financial Markets; Property; Trends; Retail Industry; Real Estate Industry; Australia; United States
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      Poorvu, William J., Richard S. Tedlow, and Daniel J. Rudd. "Westfield America." Harvard Business School Case 899-260, May 1999. (Revised August 1999.)
      • May 1999 (Revised March 2001)
      • Case

      Marshall Industries

      By: Jeffrey F. Rayport
      Confounding predictions that the Internet would "disintermediate" commerce, making "middle man" companies all but obsolete, Marshall Industries, a leading electronics distributor, used the Internet and digital technologies to reinvent itself. Marshall continued to sell... View Details
      Keywords: Organizational Change and Adaptation; Digital Platforms; Internet and the Web; Supply Chain; Emerging Markets; Customer Focus and Relationships; Distribution Industry; Electronics Industry
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      Rayport, Jeffrey F., and Cathy Olofson. "Marshall Industries." Harvard Business School Case 899-239, May 1999. (Revised March 2001.)
      • November 1998 (Revised December 1998)
      • Case

      Jeanne Lewis at Staples, Inc. (A)

      By: Linda A. Hill and Kristin Doughty
      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
      Keywords: Organizational Change and Adaptation; Management Style; Change Management; Marketing Strategy; Management Succession; Competitive Advantage; Problems and Challenges; Management Teams; Retail Industry; United States
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      Hill, Linda A., and Kristin Doughty. "Jeanne Lewis at Staples, Inc. (A)." Harvard Business School Case 499-041, November 1998. (Revised December 1998.)
      • October 1998
      • Case

      Excite, Inc.--1998

      By: Stephen P. Bradley and Kelley Porter
      Reviews recent trends and the evolution of the emerging portal industry, highlighting the competitive position of the industry's major participants. The business model of Excite, Inc., and its major competitors are presented. In addition, the case looks at the new... View Details
      Keywords: Competitive Strategy; Business Model; Emerging Markets; Transformation; Market Entry and Exit; Industry Structures; Web Services Industry
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      Bradley, Stephen P., and Kelley Porter. "Excite, Inc.--1998." Harvard Business School Case 799-044, October 1998.
      • Article

      New Strategies in Emerging Markets

      By: David J. Arnold and John A. Quelch
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      Arnold, David J., and John A. Quelch. "New Strategies in Emerging Markets." MIT Sloan Management Review 40, no. 1 (Fall 1998): 7–20.
      • 1998
      • Chapter

      God and Fair Competition: Does the Foreign Direct Investor Face Still Other Risks in Emerging Markets

      By: L. T. Wells Jr. and T. Moran
      Keywords: Foreign Direct Investment; Fairness; Competition; Emerging Markets
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      Wells, L. T., Jr., and T. Moran. "God and Fair Competition: Does the Foreign Direct Investor Face Still Other Risks in Emerging Markets." In Managing International Political Risk, edited by Theodore Moran. Oxford: Blackwell Publishers, 1998.
      • 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
      Keywords: Market Entry and Exit; Competition; Emerging Markets; Privatization; Monopoly; Mobile and Wireless Technology; Corporate Strategy; Business or Company Management; Expansion; Law; Telecommunications Industry; New Zealand
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      Emmons, Willis M., III, and Martin Calles. "Clear Communications Ltd. vs. Telecom Corporation of New Zealand Ltd. (A)." Harvard Business School Case 798-085, June 1998. (Revised December 2006.)
      • 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
      Keywords: Mergers and Acquisitions; Corporate Entrepreneurship; Investment Banking; Growth and Development Strategy; Emerging Markets; Organizational Culture; Competitive Advantage; Banking Industry; San Francisco
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      DeLong, Thomas J., and Nicole Tempest. "Hambrecht & Quist." Harvard Business School Case 898-161, April 1998. (Revised November 1999.)
      • 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
      Keywords: Business or Company Management; Business Conglomerates; Organizations; Corporate Strategy; Consolidation; Business Strategy; Alignment; Consumer Products Industry; Service Industry
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      Khanna, Tarun, Krishna G. Palepu, and Danielle Melito Wu. "House of Tata, 1995: The Next Generation (A)." Harvard Business School Case 798-037, February 1998. (Revised August 2006.)
      • Article

      Industrial Ecology and Competitiveness

      By: Daniel Esty and Michael E. Porter
      In the emerging field of industrial ecology one of the unsettled questions is the degree to which design for the environment, closing energy and materials loops, and other industrial ecology concepts apply at the firm level. In this article we examine this issue with a... View Details
      Keywords: Competition
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      Esty, Daniel, and Michael E. Porter. "Industrial Ecology and Competitiveness." Journal of Industrial Ecology 2, no. 1 (January 1998): 35–43.
      • November 1997 (Revised November 2010)
      • Case

      Hikma Pharmaceuticals (A)

      By: John A. Quelch
      The president of a Jordanian pharmaceutical company is contemplating how to further penetrate the U.S. market, either through its own manufacturing and sales efforts, or as a supplier to a third party. View Details
      Keywords: Entrepreneurship; Globalized Markets and Industries; Emerging Markets; Expansion; Pharmaceutical Industry; Jordan; United States
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      Quelch, John A., and Robin Root. "Hikma Pharmaceuticals (A)." Harvard Business School Case 598-019, November 1997. (Revised November 2010.)
      • October 1997 (Revised September 2003)
      • Case

      Eli Lilly and Company: Drug Development Strategy (A)

      By: Stefan H. Thomke, Ashok Nimgade and Paul Pospisil
      Describes how Eli Lilly and Co. tries to accelerate its new drug development process with the aid of "combinatorial chemistry"--a rapidly emerging and revolutionary approach to preclinical drug discovery. The product manager of a potential blockbuster migraine drug... View Details
      Keywords: Chemicals; Finance; Innovation and Invention; Time Management; Markets; Product Development; Organizations; Business Processes; Problems and Challenges; Business and Stakeholder Relations; Competition; Pharmaceutical Industry
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      Thomke, Stefan H., Ashok Nimgade, and Paul Pospisil. "Eli Lilly and Company: Drug Development Strategy (A)." Harvard Business School Case 698-010, October 1997. (Revised September 2003.)
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