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- September 2004
- Article
Spin (and Pitch) Doctors: Campaign Strategies in Televised Political Debates
By: Michael I. Norton and George R. Goethals
- June 2004 (Revised July 2005)
- Case
Procter & Gamble: Global Business Services
By: Thomas J. DeLong, Warren Brackin, Alex Cabanas, Phil Shellhammer and David L. Ager
Dave Walker, vice-president of business service opportunities and chairman of the governance team at Procter & Gamble, must decide what to do with P&G's 5,700 employee Global Business Services (GBS) group. GBS brought together internal services such as finance,... View Details
- February 2003 (Revised March 2006)
- Case
Centre Suisse d'Electronique et de Microtechnique (CSEM)
By: Michael E. Porter, Willis M. Emmons III and Christian Fenner
Le Centre Suisse d'Electronique et de Microtechnique S.A. (CSEM)--the Swiss Center for Electronics and Microtechnology--was a major nonprofit research institution located in Neuchatel, Switzerland, with roots in the Swiss watch industry. CSEM maintained close links to... View Details
- September 2002 (Revised January 2003)
- Case
Intrawest Corporation
By: Frances X. Frei, Daniel Rethazy and Corey B. Hajim
Describes the dilemma surrounding Intrawest's growth strategy for the future. The organization must decide whether to continue its present development tactic or use its expertise to diversify its resort products in terms of location and type or spin off associated... View Details
- August 1996
- Case
ThermoLase
By: William A. Sahlman and Andrew S. Janower
John Hansen, CEO of ThermoLase, must develop a plan of action to exploit the company's new development-stage revolutionary hair removal technology with negligible revenues and a $500 million market capitalization. This nascent public Thermo Electron spin out company... View Details
- February 1996
- Case
USX Corporation
By: Stuart C. Gilson and Jeremy Cott
A large diversified steel and energy firm is pressured by a corporate raider to spin off its steel business in order to increase its stock price. As an alternative to the spinoff, management proposes replacing the company's common stock with two new classes of... View Details
- January 1994 (Revised June 1994)
- Case
Dean Witter, Discover & Co.
By: Dwight B. Crane and W. James Whalen
Early in 1993, Sears was in the process of spinning off its Dean Witter, Discover subsidiary. This subsidiary consisted of a securities brokerage that was acquired in 1981 and also the Discover Card, a general purpose credit card, the firm introduced in 1985. The key... View Details