Publications
Publications
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- August 2002 (Revised February 2003)
- Case
Siebel Systems: Anatomy of a Sale, Part 2
By: John A. Deighton and Das Narayandas
How does a $2 million software sale happen? This case traces efforts by Siebel Systems to sell lead management software to discount broker Quick & Reilly. The buying process is mapped out over four years. Covers in detail the last six months--from Siebel's initial... View Details
- September 2000
- Case
Jardines: Tapping the Asian E-Commerce Market
By: F. Warren McFarlan, Melissa Dailey and Fred Young
"We have made significant progress in reshaping the group in the current cycle of change," announced the homepage of Jardine Matheson & Co.'s web site. Percy Weatherall, newly appointed managing director of the company, knew all too well about change. In his previous... View Details
- January 2000 (Revised April 2000)
- Case
StarMedia: Launching a Latin American Revolution
By: Thomas R. Eisenmann and Jon K Rust
By the fall of 1999, StarMedia had sprinted to a sizable lead in the race to acquire Latin American Internet users. Its pan-regional, horizontal portal was the first to target Spanish- and Portuguese-language speakers on the Internet, registering 1.2 billion page views... View Details
- November 1999 (Revised July 2003)
- Case
Pre-Paid Legal Services, Inc.
By: Paul M. Healy and Jacob Cohen
Pre-Paid Legal Services' business model reveals two key issues--managing the sales force and sales growth and managing claims. Students analyze the economics of the business and consider how to measure firm performance, how to evaluate and reward the sales force, and... View Details
- March 1997 (Revised January 1999)
- Case
SureCut Shears, Inc.
By: W. Carl Kester
A bank loan officer must determine whether to waive convenants and extend terms on a line of credit granted to SureCut Shears. At issue is whether the inability of SureCut to pay down its line of credit is due to a temporary cyclical downturn or other long-term... View Details
- December 1996
- Supplement
Cleveland Turnaround: Leadership in Action
By: James E. Austin, Jaan Elias and Andrea L Strimling
Consists of three separate parts. Part 1, The Cleveland Turnaround, describes Cleveland's decline until its bankruptcy in 1978. This is followed by the remedial actions taken by community leaders, starting with the election of a new mayor, the formation of new... View Details
- April 1996 (Revised November 1996)
- Case
Cleveland Turnaround (A, The: Responding to the Crisis (1978-1988)
By: James E. Austin and Andrea L Strimling
Traces the Cleveland community's efforts to move the city from economic, social, and political crisis in the late 1970s into revitalization and progress in the 1980s and 1990s. Special attention is given to the role of business leaders and the public-private... View Details
- November 1994 (Revised February 1996)
- Case
Toy World, Inc.
By: W. Carl Kester
A shift from seasonal to level production of toys will change the seasonal cycle of Toy World's working capital needs and necessitate new bank credit arrangements. A rewritten version of an earlier case. View Details
- September 1992
- Case
Star Cablevision Group (A): Harvesting in a Bull Market
First case in a series of six cases that follow the experience of a cable television company as it adjusts to the rapid rise and precipitous decline of the stock market in the late 1980s. In this case Don Jones, the company's founder and owner, sees the rise in public... View Details
- April 1992 (Revised April 1997)
- Case
Reconstruction of Zambia
Examines the causes of decline--economic, social, and political--of the Zambian economy since 1974. It takes place at the time of the election of Frederick Chiluba, in October 1991. Examines the problems of economic development in Africa, and especially, of structural... View Details
- October 1991 (Revised November 1993)
- Case
Dynashears, Inc.
By: Thomas R. Piper
A senior loan officer is reviewing the recent performance of a company that has failed to repay its loan as scheduled. The failure results from a cyclical downturn in sales, coupled with a lag in cutting back production. Inventory risk is minimal. Teaching objective:... View Details
- November 1990 (Revised August 1992)
- Case
Corning, Inc.: A Network of Alliances
By: Christopher A. Bartlett and Ashish Nanda
Describes James Houghton's actions in assuming the role of CEO at Corning in the midst of a recession. Not only must he turn around operating performance, he must also revitalize a demoralized organization and set a new, clear strategic direction. In doing so, the case... View Details
- December 1982 (Revised September 2015)
- Case
Halloran Metals
By: Roy Shapiro
Two competitors in the Northeast steel service center industry have made very different choices with regards to logistics and operating strategy. One distributes from a large central location; the other operates seven widely scattered warehouses. Students can diagnose... View Details
- February 1969
- Article
Test of a Product Cycle Model of International Trade: U.S. Exports of Consumer Durables
By: Louis T Wells Jr
- Research Summary
Lean Startup Management Practices
Many information technology startups have embraced "lean startup" management practices. Lean startups confront high levels of uncertainty about both customer problems and product solutions: the strength of demand for new... View Details
- Research Summary
Overview
By: Vincent Pons
Professor Pons studies questions in political economy and development with the goal of understanding how democratic systems function, and how they can be improved.
He decomposes the electoral cycle into four essential steps: the factors affecting voter... View Details
He decomposes the electoral cycle into four essential steps: the factors affecting voter... View Details