Publications
Publications
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(2,958)
- Faculty Publications (669)
- December 2003 (Revised October 2006)
- Case
Maverick Capital
By: Andre F. Perold, Chris McIsaac and Marc Ricks
Maverick Capital, a $7 billion hedge fund, faced a number of long-term strategic questions, particularly the issue of growth. With all of its assets invested with one strategy, Maverick was already managing more capital in a dedicated approach than any hedge fund in... View Details
- October 2003 (Revised December 2003)
- Case
Managing a 401(k) Fund
By: Richard S. Ruback and Kathleen Luchs
Focuses on an individual's decision to participate in his firm's 401(k) plan and how to invest his contributions. Plan participants have a choice of 10 mutual funds with different investment strategies. Includes data from Morningstar on the composition and performance... View Details
- September 2003 (Revised May 2004)
- Case
New Partnership for Africa's Development, The
By: Laura Alfaro, Debora L. Spar and Cate Reavis
In a world context of international institutions such as the World Trade Organization and the International Monetary Fund and their interaction with developing countries, this case looks at an African development initiative to address its own problems: The New Economic... View Details
- September 2003 (Revised March 2004)
- Case
Yale University Investments Office: June 2003
By: Josh Lerner
The Yale Investments Office must decide whether to continue to allocate the bulk of the university's endowment to illiquid investments--hedge funds, private equity, real estate, and so forth. Considers the risks and benefits of a different asset allocation strategy.... View Details
- September 2003 (Revised January 2005)
- Case
Emergence, Valhalla, and Orchid: Divergent Models for Venture Capital Funds
By: William A. Sahlman and Matthew Willis
Compares and contrasts three different venture capital funds from the perspective of a potential investor. The first fund has a technology-enabled services preference, the second a Mid-Atlantic region preference, and the third a seed round preference. Students are... View Details
- July 2003 (Revised January 2004)
- Case
Carol Brewer's Investments
By: Richard S. Ruback and Julia Stevens
Following her husband's death in 1994, Carol Brewer took over the management of her family's investments. This case describes the decisions Brewer made during this process, including her choice to seek active account management, her selection of an investment firm, and... View Details
- July 2003 (Revised September 2003)
- Case
Refinancing of Shanghai General Motors (A), The
By: Mihir A. Desai and Mark Veblen
The CFO of General Motors' joint venture in Shanghai, Shanghai General Motors (SGM), wants to refinance almost $900 million of project finance it raised to begin operations. The highest priority is improving the terms of the financing with regard to costs and specific... View Details
- July 2003 (Revised September 2003)
- Case
Refinancing of Shanghai General Motors (B), The
By: Mihir A. Desai and Mark Veblen
This case provides the outcome to "The Refinancing of Shanghai General Motors (A)" in which the CFO of General Motors' joint venture in Shanghai, Shanghai General Motors (SGM), wants to refinance almost $900 million of project finance it raised to begin operations. The... View Details
- July 2003 (Revised December 2003)
- Case
Investment Policy at New England Healthcare
By: Jay O. Light, Luis M. Viceira and Akiko M. Mitsui
The Investment Committee of New England Healthcare must decide how to invest three long-term investment pools: a long-term, endowment-type fund and two pension plans. In particular, the committee is evaluating whether the two pension funds--one is a "final salary"... View Details
Keywords: Decisions; Asset Management; Investment; Investment Portfolio; Policy; Taxation; Health Industry; England
- June 2003 (Revised August 2003)
- Case
Pension Policy at The Boots Company PLC
By: Luis M. Viceira and Akiko M. Mitsui
In early 2000, the trustees of the pension scheme at Boots considered a proposal to move 100% of the pension assets into a bond portfolio, which would be passively managed. The Boots Co. PLC was a leading retailer of cosmetics and toiletries in the United Kingdom, and... View Details
- 2003
- Report
UK Competitiveness: Moving to the Next Stage
By: Michael E. Porter and Christian H.M. Ketels
In October 2002, the Economic and Social Research Council (ESRC) appointed Professor Michael Porter and his team to conduct a brief, three-month review of the existing evidence on UK competitiveness. The effort was funded jointly by the ESRC and the Department of... View Details
- March 2003 (Revised June 2003)
- Case
Risk Arbitrage: Abbott Labs and Alza (A)
By: George C. Chacko, Randolph B. Cohen, Marc Chennault and Andrew Kuhlman
A hedge fund is trying to decide whether to capitalize on a seeming risk arbitrage opportunity that exists during the Abbott Labs acquisition of ALZA. View Details
- March 2003 (Revised January 2004)
- Case
CDC Capital Partners: December 2002
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
Paul Fletcher, CEO of CDC Capital Partners, a private equity group investing in the world's poorest countries, is wrestling with questions raised by the imminent reorganization of the firm. Previously an arm of the United Kingdom's international aid agency, CDC is... View Details
- March 2003 (Revised November 2009)
- Case
Hudson Manufacturing Company
By: Paul A. Gompers and Vanessa del Valle Broussard
Concerns the decision by Brett Keith and Owen Colligan to purchase Hudson Manufacturing, a maker of heaters and air filtration units for the military. Keith and Colligan have organized a search fund and identified Hudson as a potential buyout. The decline in the... View Details
- January 2003 (Revised June 2003)
- Case
Adams Capital Management: March 2002
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
In March 2002, the five partners of Adams Capital Management (ACM), a venture capital firm investing in information technology telecommunications with $700 million under management, gathered to discuss whether they should change their strategy in view of the prolonged... View Details
- January 2003 (Revised September 2007)
- Background Note
A Note on Racing to Acquire Customers
Examines factors that motivate a firm's race to acquire customers in newly emerging markets and explores conditions under which racing strategies are likely to yield attractive returns. Provides a definition of racing behavior, introduces the notion of an optimal level... View Details
- December 2002 (Revised February 2015)
- Case
Jim Sharpe: Extrusion Technology, Inc. (Abridged)
By: H. Kent Bowen and Barbara Feinberg
Jim Sharpe, 10 years after receiving his MBA from Harvard and working for others, has finally become his own boss and 100% owner of manufacturer of aluminum extrusions. After 10 months of an unfunded search, he acquires the business in an LBO and prepares to face his... View Details
Keywords: Search Funds; Search; Entrepreneurial Management; Operations Strategy; Acquisitions; Work/family Balance; Unions; Union; Turnarounds; Funding Model; LBO; Bank Debt; Bank Loans; Equity Investment; Career Management; Small Business; Work-Life Balance; Negotiation; Operations; Labor Unions; Investment; Entrepreneurship; Financing and Loans; Borrowing and Debt; Business Strategy; Manufacturing Industry
- November 2002 (Revised May 2003)
- Case
Epicentric
Describes a set of decisions confronting the management of a software company that sells portal management tools to large companies. Management must raise additional funds under difficult circumstances. View Details
- November 2002
- Case
Siemens ShareNet: Building a Knowledge Network
By: Alan D. MacCormack, Sven Volpel and Kerry Herman
Describes the development of ShareNet, an innovative knowledge management system used by a division of Siemens. ShareNet attempts to capture the knowledge and experience of Siemen's many dispersed sales and marketing units around the globe, making it available to all.... View Details
- October 2002 (Revised August 2004)
- Case
Canary Wharf
By: William J. Poorvu, Arthur I Segel and Camille Douglas
On September 25, 2002, Peter Anderson was due to meet with Morgan Stanley in ten minutes. Anderson had been the finance director of Canary Wharf Group (CWG) since Paul Reichmann and a group of investors had repurchased Canary Wharf in 1995. Anderson had joined Olympia... View Details