Publications
Publications
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- Faculty Publications (593)
- August 1988 (Revised January 1992)
- Supplement
Norton Group PLC: To Be or Not to Be in the Motorcycle Business (B)
By: V. Kasturi Rangan and Jon Skofic
Outlines the decisions taken by the company's management team in response to the challenges posed in Norton Group PLC (A). For each such decision, further data is provided for students to ponder the effectiveness of the action steps undertaken. View Details
Keywords: Motorcycle Industry
- August 1988 (Revised February 1992)
- Case
Norton Group PLC: To Be or Not to Be in the Motorcycle Business (A)
By: V. Kasturi Rangan and Jon Skofic
Norton, a once famous motorcycle manufacturer, soundly beaten by Japanese competition, turns its attention to developing rotary engines. The company is acquired by Norton Group PLC, which is headed by a dashing entrepreneur. The new management must decide what... View Details
- October 1987 (Revised July 1991)
- Case
Tiffany & Co.
This premier retail jewelry company was bought from its parent, Avon, by a group of investors led by its own management in 1984. The company was highly leveraged, financially, and had to scramble to meet the cash flow and earnings requirements laid down by its lenders.... View Details
- December 1986 (Revised December 1987)
- Case
Hewlett-Packard: Manufacturing Productivity Division (B)
By: Benson P. Shapiro and Lawrence B. Levine
Asks where in the Hewlett-Packard (HP) network of groups and sectors the Manufacturing Productivity Division should be placed. Provides a great deal of background regarding marketing, sales, and engineering at HP. It is thus possible to expand and broaden the... View Details
Keywords: Business Divisions; Marketing; Production; Networks; Sales; Expansion; Manufacturing Industry
- January 1986 (Revised March 1997)
- Case
Horizon Group
Contains a description of a situation confronting the co-founder of a company planning to produce software for microcomputers. The company has just completed raising money from some wealthy investors by forming an R&D Limited Partnership. Development of the program (an... View Details
- July 1985 (Revised July 1990)
- Case
Atlantic Corp.
By: Peter Tufano
Two forest products manufacturers negotiate the sale of a group of assets. ACRS would allow the buyer to rapidly depreciate the stepped up basis to justify a high valuation. The seller recently paid greenmail, and this transaction may be linked to its desire to avoid... View Details
- April 1985 (Revised September 1986)
- Case
CML Group, Inc.: Going Public (B)
Contains a description of some issues confronting management of CML Group as the company progresses toward making an initial public offering. Among the issues and topics addressed in the case are: considerations in choosing an underwriting team, the initial public... View Details
- March 1985 (Revised September 1986)
- Case
General Electric Co.: Major Appliance Business Group (A)
By: John A. Quelch
- March 1985 (Revised January 1986)
- Case
General Electric Co.: Major Appliance Business Group (C)
By: John A. Quelch
- March 1985 (Revised November 1985)
- Case
General Electric Co.: Major Appliance Business Group (D)
By: John A. Quelch
- November 1984 (Revised March 1985)
- Case
Restructuring European Petrochemicals: Industry Groups and the European Commission
By: Francis Aguilar, Joseph L. Bower and Benjamin Gomes-Casseres
- November 1984 (Revised March 1985)
- Case
Restructuring European Petrochemicals: Royal Dutch/Shell Group
By: Francis Aguilar, Joseph L. Bower and Benjamin Gomes-Casseres
- July 1984 (Revised September 1986)
- Case
CML Group, Inc.: Going Public (A)
Describes a series of decisions confronting Charles Leighton, co-founder and chairman of the CML Group. CML is a successful participant in the leisure time industry with two lines of business: specialty retailing and recreational consumer products. The key issues in... View Details
- March 1983 (Revised January 1984)
- Case
Merloni Group
The general manager of the recently-established French subsidiary of an Italian appliance company is in conflict with headquarters about unexpectedly poor financial performance. Headquarters management believes it should be able to exert more control over the... View Details
- December 1982 (Revised May 1983)
- Case
General Electric Aircraft Engine Business Group (B)
- October 1982 (Revised September 1988)
- Case
Steven B. Belkin
By: Howard H. Stevenson and Richard O. von Werssowetz
Steven Belkin, 26 years old and 2 1/2 years out of HBS, has decided to leave a group travel company he has run for the last year to start his own similar business. In the course of several months he has written a business plan, attracted several partners and employees,... View Details
- April 1981 (Revised January 1997)
- Case
Corning Glass Works: The Z-Glass Project
By: Kim B. Clark
Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative and there are deep disagreements about what is wrong and how to fix... View Details