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- April 2000
- Case
Financing of Project Achieve, The (B)
By: Mihir A. Desai
Supplements the (A) case. View Details
- April 2000 (Revised March 2015)
- Case
The First Six Months: Launching a PSF Career
By: Ashish Nanda, Thomas J. DeLong and Scot H. Landry
Presents two situations: 1) two graduating MBAs from Harvard Business School compare and contrast their strategies for getting off to a good start in consulting, and 2) a junior consultant has to deal with difficult feedback in his very first performance review. View Details
- March 2000 (Revised May 2001)
- Case
Jill Greenthal at Donaldson, Lufkin & Jenrette (A): The TCI/AT&T Deal
By: Ashish Nanda, Thomas J. DeLong and Sarah S. Khetani
Jill Greenthal, managing director at Donaldson, Lufkin & Jenrette, is leading her team of investment bankers to negotiate on behalf of Tele-Communications, Inc. (TCI) on a potential landmark deal with AT&T. Representing TCI in the negotiations is the culmination of... View Details
- March 2000 (Revised April 2001)
- Case
Jill Greenthal at Donaldson, Lufkin & Jenrette (B): The TCI/AT&T Deal
By: Ashish Nanda, Thomas J. DeLong and Sarah S. Khetani
Documents the hectic and grueling work done by Jill Greenthal's team at Donaldson, Lufkin & Jenrette in an attempt to execute a landmark deal on behalf of a key client. View Details
- March 2000 (Revised January 2001)
- Case
First USA and Internet Marketing
By: Rajiv Lal and Amy H. Nelson
Explores First USA's decision to use the Internet for acquiring customers. Tom Brenner needs to decide on the terms of the deals demanded by the portals and justify the recommendations to his boss. View Details
- February 2000 (Revised August 2000)
- Case
Priceline WebHouse Club
By: Thomas R. Eisenmann and Jon K Rust
Priceline empowered consumers to "name their own price" for airline tickets and hotel rooms; then it shopped these offers to marketers. Priceline's founder Jay Walker described the resulting transactions as a new ecosystem, that helped consumers realize lower prices... View Details
- February 2000 (Revised September 2001)
- Case
edocs, Inc. (A)
By: Paul A. Gompers
Describes the development of edocs, an Internet company aimed at revolutionizing the on-line bill presentment market. Kevin Laracey must negotiate a venture capital investment with Jonathon Guerster, an associate at Charles River Ventures. Can be used as a role-playing... View Details
- January 2000 (Revised September 2002)
- Case
Hitting the Wall: Nike and International Labor Practices
By: Debora L. Spar and Jennifer Burns
In the mid-1990s Nike, one of the world's most successful footwear companies, is hit by a spate of alarmingly bad publicity. After years of high-profile media attention as the company that can "just do it," Nike is suddenly being portrayed as a firm that relies on... View Details
- January 2000 (Revised May 2000)
- Case
Patagon.com: Building (and Defending) the First Financial Destination in Latin America
By: William A. Sahlman, Ramiro Montealegre and Luis Pereiro
Describes Patagon.com, a company trying to build a financial portal in Latin America. The company's founders, Wenceslao Casares and Constancio Larguia, must deal with complex financial and strategic challenges as they guide the company in a difficult context. View Details
- December 1999 (Revised September 2000)
- Case
Excite@Home: Betting on a Broadband Revolution
By: Stephen P. Bradley and Matthew Sandoval
In January 1999, @Home, a high-speed Internet access provider, announced the $6.7 billion purchase of Excite, the second largest of the major Internet "portals." This purchase marked a continuing consolidation of companies in the Internet "content" and "access"... View Details
- November 1999 (Revised June 2000)
- Case
FairMarket: Managing Business Development
By: William A. Sahlman, Michael J. Roberts and Cathy Taylor
Describes the evolution of FairMarket, a provider of turnkey auction services to community and merchant Web sites. Describes several deals that the CEO must negotiate, requiring a view of the company's valuation. View Details
- 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
- September 1999 (Revised September 1999)
- Case
Convergys Corporation
By: Stephen P. Bradley and Kelley Porter
Focuses on the important issue of capturing the synergies between the two sides of the business, Information Management Group (IMG) and Customer Management Group (CMG). In addition, the case also addresses strategic issues from each of the individual businesses. For... View Details
- August 1999 (Revised May 2000)
- Case
E Ink
By: Teresa M. Amabile and Susan Archambault
E Ink is a high-technology start-up attempting to revolutionize print communication through electronic ink displays. The founders and top managers of this two-year-old firm are striving to translate a technological breakthrough into a working prototype, move from... View Details
- August 1999 (Revised September 1999)
- Case
Double Dealmaking in the Browser Wars (A)
Recounts two complex negotiations in which Netscape and Microsoft compete to win a browser contract with AOL--then later with KPMG. After reviewing the web and browser sectors, this case recounts AOL's dramatic negotiations with Netscape and with Microsoft over which... View Details
- July 1999 (Revised January 2000)
- Case
Yahoo!: Business on Internet Time
By: Jan W. Rivkin and Jay R. Girotto
In the wake of major competitive moves, CEO Tim Koogle and his senior team at Yahoo!, an Internet portal, must decide whether and how to adjust their strategy. Following deals between AOL and Netscape, Excite and @Home, Infoseek and Disney, and Snap and NBS, Yahoo!... View Details
- June 1999 (Revised November 2006)
- Case
Basil "Buzz" Hargrove and de Havilland, Inc. (A)
By: Kathleen L. McGinn and Angela Keros
Buzz Hargrove, national president of the Canadian Auto Workers, needs to find a way to secure an agreement from a negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargrove is convinced management will close the plant... View Details
- June 1999 (Revised October 1999)
- Case
Eli Lilly, 1998 (A): Strategic Challenges
By: Michael Y. Yoshino and Thomas W. Malnight
Deals with key strategic challenges facing Eli Lilly, a highly successful U.S.-based drug company. View Details
- 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