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      • February 2004 (Revised January 2005)
      • Case

      Hewlett-Packard: Culture in Changing Times

      By: Michael Beer, Rakesh Khurana and James Weber
      HP had been a highly successful and respected company for decades. It was well known for its company culture and management practices--the HP way--which emphasized both profits and people. Changing markets, strong competitors, and the growth of its computer business,... View Details
      Keywords: Acquisition; Decision Choices and Conditions; Human Resources; Leading Change; Managerial Roles; Organizational Change and Adaptation; Organizational Culture; Performance Effectiveness; Adoption; Competition
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      Beer, Michael, Rakesh Khurana, and James Weber. "Hewlett-Packard: Culture in Changing Times." Harvard Business School Case 404-087, February 2004. (Revised January 2005.)
      • November 2003 (Revised March 2004)
      • Case

      Drilling South: Petrobras Evaluates Pecom

      By: Mihir A. Desai and Ricardo Reisen de Pinho
      The Brazilian oil company, Petrobras, is evaluating the acquisition of an Argentine oil company, the Perez Companc Group (Pecom). The acquisition would increase Petrobras' oil reserves and expand its interests outside Brazil, a significant step for the largest company... View Details
      Keywords: Mergers and Acquisitions; Forecasting and Prediction; Financial Crisis; Non-Renewable Energy; Cross-Cultural and Cross-Border Issues; Corporate Governance; Risk Management; Emerging Markets; State Ownership; Performance Evaluation; Risk and Uncertainty; Valuation; Energy Industry; Argentina; Brazil
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      Desai, Mihir A., and Ricardo Reisen de Pinho. "Drilling South: Petrobras Evaluates Pecom." Harvard Business School Case 204-043, November 2003. (Revised March 2004.)
      • July 2003 (Revised October 2018)
      • Case

      Starbucks: Delivering Customer Service

      By: Youngme Moon and John Quelch
      Starbucks, the dominant specialty-coffee brand in North America, must respond to recent market research indicating that the company is not meeting customer expectations in terms of service. To increase customer satisfaction, the company is debating a plan that would... View Details
      Keywords: Customer Focus and Relationships; Customer Satisfaction; Profit; Recruitment; Marketing Strategy; Service Operations; Performance Improvement; Planning; Food and Beverage Industry
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      Moon, Youngme, and John Quelch. "Starbucks: Delivering Customer Service." Harvard Business School Case 504-016, July 2003. (Revised October 2018.)
      • 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
      Keywords: Performance Productivity; Employees; Asset Management; Capital Structure; Investment Portfolio; Consumer Products Industry; United Kingdom
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      Viceira, Luis M., and Akiko M. Mitsui. "Pension Policy at The Boots Company PLC." Harvard Business School Case 203-105, June 2003. (Revised August 2003.)
      • June 2003 (Revised January 2006)
      • Case

      Xilinx, Inc. (A)

      By: Thomas J. DeLong and Christina Darwall
      Is it possible to create a great business and a company? Wim Roelandts sets out, in the context of Xilinx, to create a high-performance organization without sacrificing the human dimension. Roelandts experiences additional pressure when the company is affected by a... View Details
      Keywords: Business Ventures; Economic Slowdown and Stagnation; Corporate Social Responsibility and Impact; Organizational Design
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      DeLong, Thomas J., and Christina Darwall. "Xilinx, Inc. (A)." Harvard Business School Case 403-136, June 2003. (Revised January 2006.)
      • March 2003 (Revised November 2005)
      • Case

      Bertelsmann AG

      By: Bharat N. Anand, Michael G. Rukstad and Christoph Kostring
      On July 28, 2002, Bertelsmann announced the firing of its CEO, Thomas Middelhoff, in a move that surprised industry observers, analysts, and many employees. Bertelsmann, a privately held company headquartered in Germany, was one of the largest global media... View Details
      Keywords: Business Conglomerates; Corporate Strategy; Entertainment; Media; Change Management; Integration; Resignation and Termination; Private Ownership; Initial Public Offering; Business Units; Media and Broadcasting Industry; Publishing Industry; Music Industry; Germany
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      Anand, Bharat N., Michael G. Rukstad, and Christoph Kostring. "Bertelsmann AG." Harvard Business School Case 703-405, March 2003. (Revised November 2005.)
      • March 2003 (Revised March 2004)
      • Case

      P&G Japan: The SK-II Globalization Project

      By: Christopher A. Bartlett
      Traces changes in P&G's international strategy and structure, culminating in Organization 2005, a reorganization that places strategic emphasis on product innovation rather than geographic expansion and shifts power from local subsidiary to global business management.... View Details
      Keywords: Business Subsidiaries; Trade; Globalization; Global Strategy; Innovation Strategy; Business or Company Management; Beauty and Cosmetics Industry; Consumer Products Industry; Hong Kong; Japan; Taiwan; Europe
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      Bartlett, Christopher A. "P&G Japan: The SK-II Globalization Project." Harvard Business School Case 303-003, March 2003. (Revised March 2004.)
      • February 2003 (Revised August 2005)
      • Case

      UCB (A): Managing Information for Globalization and Innovation

      By: F. Warren McFarlan and Brian DeLacey
      This case presents a complex total MIS strategy case for a $3 billion European pharmaceutical/chemicals company based in Brussels. It covers corporate strategy alignment of IT portfolio, IT operations issues, and global coordination of IT. View Details
      Keywords: Information Technology; Operations; System; Corporate Strategy; Investment Portfolio; Globalization; Pharmaceutical Industry; Information Technology Industry; Brussels
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      McFarlan, F. Warren, and Brian DeLacey. "UCB (A): Managing Information for Globalization and Innovation." Harvard Business School Case 303-091, February 2003. (Revised August 2005.)
      • 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
      Keywords: Decision Choices and Conditions; Economic Slowdown and Stagnation; Venture Capital; Investment Portfolio; Business or Company Management; Partners and Partnerships; Business Strategy; Financial Services Industry
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      Hardymon, G. Felda, Josh Lerner, and Ann Leamon. "Adams Capital Management: March 2002." Harvard Business School Case 803-143, January 2003. (Revised June 2003.)
      • January 2003 (Revised June 2005)
      • Case

      Multinationals as Engines of Growth?

      By: Geoffrey G. Jones
      Reviews the issues surrounding estimating the impact over time of multinationals on host economies. Uses a series of short historical case studies, including the role of United Fruit in the "banana" republics of Central America, oil and banking in Iran before the... View Details
      Keywords: Business History; Multinational Firms and Management; Trade; Growth and Development; Corporate Entrepreneurship; Globalized Economies and Regions; Iran; United States; Malaysia; Japan
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      Jones, Geoffrey G. "Multinationals as Engines of Growth?" Harvard Business School Case 803-108, January 2003. (Revised June 2005.)
      • January 2003 (Revised September 2007)
      • Background Note

      A Note on Racing to Acquire Customers

      By: Thomas R. Eisenmann
      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
      Keywords: Customers; Price Bubble; Network Effects; Emerging Markets; Market Entry and Exit; Behavior; Competition
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      Eisenmann, Thomas R. "A Note on Racing to Acquire Customers." Harvard Business School Background Note 803-103, January 2003. (Revised September 2007.)
      • January 2003 (Revised March 2005)
      • Case

      Planning in Professional Service Firms

      By: Ashish Nanda
      In this case, four consultants discuss business planning issues that they are each having within their respective consulting firms. The case addresses how professional compensation, project staffing, hours worked, overhead costs, and billing rates impact profitability. View Details
      Keywords: Business or Company Management; Strategic Planning; Profit; Consulting Industry
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      Nanda, Ashish, and Kelley Elizabeth Morrell. "Planning in Professional Service Firms." Harvard Business School Case 903-085, January 2003. (Revised March 2005.)
      • 2003
      • Chapter

      Short-Term America Revisited? Boom and Bust in the Venture Capital Industry and the Impact on Innovation

      By: Josh Lerner and Paul A. Gompers
      This chapter seeks to understand the implications of the recent decline in venture activity for innovation. It argues that the situation may not be as grim as it initially appears. While there are many reasons for believing that on average venture capital has a... View Details
      Keywords: Venture Capital; Innovation and Invention; Business Cycles; Financial Services Industry; United States
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      Lerner, Josh, and Paul A. Gompers. "Short-Term America Revisited? Boom and Bust in the Venture Capital Industry and the Impact on Innovation." In Innovation Policy and the Economy, Volume 3, edited by Adam B. Jaffe, Josh Lerner, and Scott Stern, 1–28. MIT Press, 2003.
      • December 2002 (Revised April 2007)
      • Case

      Cargill (A)

      By: Ray A. Goldberg and Jose M. M. Porraz
      Cargill is one of the world's leading marketers, processors, and distributors of agricultural, food, industrial, and financial products. In 1998, the company decided to develop a strategic intent to restructure and refocus the company. It did so in response to the... View Details
      Keywords: Business Strategy; Agribusiness; Restructuring; Industry Structures; Global Strategy; Genetics; Demand and Consumers; Agriculture and Agribusiness Industry
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      Goldberg, Ray A., and Jose M. M. Porraz. "Cargill (A)." Harvard Business School Case 903-420, December 2002. (Revised April 2007.)
      • December 2002 (Revised November 2003)
      • Case

      Tympani Board, The

      By: G. Felda Hardymon, Josh Lerner and Ann Leamon
      Mike Tarkington, a partner at Reality Venture Partners, must recommend a course of action to his colleague, Steve Bonhomme. Bonhomme is trying to decide whom he should put on the board of a company that is acquiring one of Reality's portfolio companies. Reality will... View Details
      Keywords: Mergers and Acquisitions; Decision Making; Equity; Venture Capital; Governing and Advisory Boards; Finland; United States
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      Hardymon, G. Felda, Josh Lerner, and Ann Leamon. "Tympani Board, The." Harvard Business School Case 803-105, December 2002. (Revised November 2003.)
      • December 2002 (Revised June 2003)
      • Case

      Vignette: The Rebar Dilemma

      By: G. Felda Hardymon, Josh Lerner and Ann Leamon
      Martin Smith, a new associate at an LBO firm, must respond to a problem posed by his boss, based on an historical deal that suddenly came undone. After months of negotiation, his firm's plan to buy a bankrupt competitor of one of its portfolio companies and close it... View Details
      Keywords: Leveraged Buyouts; Insolvency and Bankruptcy; Competition; Growth and Development Strategy; Business or Company Management
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      Hardymon, G. Felda, Josh Lerner, and Ann Leamon. "Vignette: The Rebar Dilemma." Harvard Business School Case 803-091, December 2002. (Revised June 2003.)
      • November 2002 (Revised May 2003)
      • Case

      ConAgra Foods

      By: Ray A. Goldberg and Ingrid Vargas
      In 2002, ConAgra Foods CEO Bruce Rohde was deliberating the next steps in the process of transforming the company from an agribusiness giant to a value-added food processor. ConAgra had become the second largest food company and number one food service supplier in the... View Details
      Keywords: Corporate Strategy; Leading Change; Change Management; Organizational Change and Adaptation; Food; Agribusiness; Product; Business Processes; Management Teams; Expansion; Brands and Branding; Food and Beverage Industry; Agriculture and Agribusiness Industry; United States
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      Goldberg, Ray A., and Ingrid Vargas. "ConAgra Foods." Harvard Business School Case 903-412, November 2002. (Revised May 2003.)
      • October 2002 (Revised May 2004)
      • Case

      Starbucks and Conservation International

      By: James E. Austin and Cate Reavis
      Starbucks, the world's leading specialty coffee company, developed a strategic alliance with Conservation International, a major international environmental nonprofit organization. The purpose of the alliance was to promote coffee-growing practices of small farms that... View Details
      Keywords: Financial Crisis; Growth and Development Strategy; Markets; Demand and Consumers; Production; Corporate Social Responsibility and Impact; Cooperative Ownership; Performance Efficiency; Alliances; Nonprofit Organizations; Food and Beverage Industry; Mexico
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      Austin, James E., and Cate Reavis. "Starbucks and Conservation International." Harvard Business School Case 303-055, October 2002. (Revised May 2004.)
      • September 2002 (Revised March 2003)
      • Technical Note

      Technical Note on Equity-Linked Consideration, Part 2: Announcement Effects

      By: Carliss Y. Baldwin
      The announcement of merger or acquisition conveys new information to the capital markets. Shareholders and portfolio managers assess the news and trade on the basis of their new appraisals of value. Thus, from the actual Pstks of the two companies one can infer from... View Details
      Keywords: Announcements; Price; Acquisition; Business and Shareholder Relations
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      Baldwin, Carliss Y. "Technical Note on Equity-Linked Consideration, Part 2: Announcement Effects." Harvard Business School Technical Note 903-028, September 2002. (Revised March 2003.)
      • September 2002 (Revised March 2003)
      • Technical Note

      Technical Note on Equity-Linked Consideration, Part 3: Cash-and-Stock Deals

      By: Carliss Y. Baldwin
      The consideration paid by an acquiring company to a target can be a combination of cash and stock. During the 1980s and 1990s, for example, approximately 12% to 13% of all deals between public companies involved both cash and stock. This case series describes the basic... View Details
      Keywords: Price; Acquisition; Business and Shareholder Relations
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      Baldwin, Carliss Y. "Technical Note on Equity-Linked Consideration, Part 3: Cash-and-Stock Deals." Harvard Business School Technical Note 903-029, September 2002. (Revised March 2003.)
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