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Publications
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- Faculty Publications (601)
- December 1999 (Revised March 2002)
- Case
Hunter Business Group: TeamTBA
By: Das Narayandas and Elizabeth R. Caputo
The Hunter Business Group (HBG), a direct marketing consulting firm specializing in reorganizing the sales and marketing efforts of industrial firms, uses integrated customer contact technologies (including field sales, telephone, and mail) as a means of... View Details
- November 1999
- Case
Adam Opel AG (A) and (B) (Condensed)
By: Joseph L. Bower
Focuses on the strategic issue of how to approach the East German market after the Berlin wall came down in late 1989. Within an unusually rich economic-political and organizational-personal context, the chairman of GM's German subsidiary has to respond to Volkswagen's... View Details
- August 1999 (Revised February 2000)
- Case
Cisco Systems, Inc.: Acquisition Integration for Manufacturing (A)
By: Steven C. Wheelwright, Charles A. Holloway, Nicole Tempest and Christian G. Kasper
Describes the procedures and processes used by Cisco Systems in its acquisition of high-technology firms. Its goal is to retain key engineering talent and to leverage existing product development efforts, but to quickly merge acquired companies its own systems and... View Details
Keywords: Information Technology; Leveraged Buyouts; Acquisition; Integration; Mergers and Acquisitions; Production; Activity Based Costing and Management; Corporate Entrepreneurship; Innovation and Management; Technological Innovation; Talent and Talent Management; Human Resources; Manufacturing Industry; Technology Industry; England
- May 1999
- Background Note
Note on Behavioral Pricing
The note introduces the behavioral or psychological aspects of consumer price acceptance. Begins by reviewing the traditional economic approach to product pricing and consumer price acceptance--namely, that consumers should be willing to purchase anytime a product's... View Details
Keywords: Customer Satisfaction; Decisions; Fairness; Price; Marketing Strategy; Behavior; Perspective; Public Opinion
- March 1999
- Case
City of Charlotte (B)
By: Robert S. Kaplan
This case shows how two operating departments-transportation and police-translate the high-level corporate scorecard for the city into departmental balanced scorecards. The transportation department follows a highly structured approach designed to link initiatives... View Details
- March 1999 (Revised November 2001)
- Case
Honda-Rover (A): Crafting an Alliance
By: Ashish Nanda, James K. Sebenius and Ron Fortgang
Faced with vexing financial challenges in 1993, British Aerospace (BAe) is determined to shed its loss-making automaker, Rover. It offers to sell its stake in Rover to Honda, Rover's partner since 1979, but Honda is reluctant to raise its stake in Rover. Meanwhile, BMW... View Details
- 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
- September 1998 (Revised May 1999)
- Case
Arnold Communications
By: Teresa M. Amabile and Jeremiah Weinstock
The new owner and CEO of Arnold Advertising, a relatively small regional agency, aims to build it into Arnold Communications--a much larger, stronger firm competing successfully for national accounts. As part of this growth strategy, the agency develops a process for... View Details
- August 1998 (Revised July 2002)
- Case
Innovation at 3M Corporation (A)
By: Stefan H. Thomke and Ashok Nimgade
Describes how 3M Corp. introduces and learns a new and innovative methodology called Lead User research to understand future customer and market needs. A team from 3M's Medical-Surgical Markets Division applies the Lead User methodology to the field of surgical... View Details
- March 1998 (Revised October 2001)
- Case
Teradyne: Corporate Management of Disruptive Change
By: Joseph L. Bower
Two cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed... View Details
- January 1998 (Revised January 2001)
- Case
Sealed Air Corporation: Globalization and Corporate Culture (A)
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
- January 1998 (Revised April 1998)
- Case
Sealed Air Corporation: Globalization and Corporate Culture (B)
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
- 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
- October 1997 (Revised March 2000)
- Case
Oxford Health Plans: Specialty Management (A)
By: James L. Heskett, Jody H. Gittell and James Slayton
Describes an innovative approach to organizing health care proposed by Oxford CEO Steve Wiggins. Wiggins contends that the primary care physician "gatekeeper" model typically used by health maintenance organizations to control access to and coordinate specialist care... View Details
- August 1997 (Revised September 2004)
- Case
South Africa: Getting in GEAR
In 1997, Thabo Mbeki is contemplating South Africa's performance since the end of Apartheid in 1994. The economy has done fairly well, but the government's macroeconomic strategy calls for higher growth and employment creation. The case describes the country's history,... View Details
- July 1997 (Revised August 1997)
- Case
numeric investors l.p.
By: Andre F. Perold and Brian J. Tierney
Numeric Investors manages equity portfolios with the use of a momentum model and a value model. The momentum model is based on earnings surprise and analysts' revisions of their earnings estimates. The firm offers long-short as well as long-only strategies, and its... View Details
- May 1997
- Teaching Note
Product Development Process, Organization and Improvement, Instructor's Note
By: Marco Iansiti
Explores how development projects fit (or do not fit) within a firm's development strategy and its wider competitive goals. Module materials, and this note, focus on two broad approaches to process design (sequential and flexible) that were originally introduced in the... View Details
- May 1997 (Revised March 1998)
- Case
Teradyne: Managing Disruptive Change
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems... View Details
- May 1997 (Revised March 1998)
- Case
Teradyne: Managing Strategic Change
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems facing the head of a... View Details
- May 1997 (Revised October 2007)
- Case
Teradyne: The Aurora Project
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of... View Details