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Publications
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- Faculty Publications (1,116)
- June 2003 (Revised March 2006)
- Case
Modi-Revlon
By: Rohit Deshpande and Seth Schulman
The head of the Indian subsidiary of cosmetics firm Revlon faces a crucial turnaround situation for the company. After a high-profile product launch, sales were very disappointing and Revlon was trying to decide whether it should pull out of India. The Indian majority... View Details
- February 2003 (Revised May 2003)
- Case
Accel Partners' European Launch
By: G. Felda Hardymon and Josh Lerner
In spring 2001, with the venture market crashing all around, the London office of Accel Partners, a major west coast venture capital firm, needs to make a decision about investing in an Irish software company. As the first investment of the new European operation, the... View Details
- February 2003 (Revised May 2003)
- Case
Bombardier: Canada versus Brazil at the WTO
By: Rawi E. Abdelal, Laura Alfaro and Brett Laschinger
In less than a decade, Bombardier had grown from a medium-size Canadian company to a highly profitable global player largely on the strength of the introduction of a new generation of regional jet and successfully marketing its product to airlines around the world.... View Details
- February 2003 (Revised May 2003)
- Case
Mobile Energy Services Company
By: Benjamin C. Esty and Aldo Sesia
When Al "Chainsaw" Dunlap became CEO of the Scott Paper Co., the company owned a large, vertically integrated production facility in Mobile, Alabama. Dunlap sold part of the production facility, a cogeneration power plant (later known as Mobile Energy Services Co.), to... View Details
- January 2003 (Revised March 2004)
- Case
Silverado (A)
By: Jan W. Rivkin and Charles J. Woodard
Silverado has raised $50 million and launched its first product: an Internet-based trivia game with innovative software. In a highly uncertain environment, the young management team must decide whether to continue developing the product and whether to branch out into... View Details
- January 2003 (Revised May 2005)
- Case
Zipcar: Refining the Business Model
By: Myra M. Hart, Michael J. Roberts and Julia Stevens
Zipcar is a start-up organized around the idea of "sharing" car usage via a membership organization. This case describes several iterations of the Zipcar business model and financial plan. These iterations include a very early version and a version developed just prior... View Details
- 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
- November 2002 (Revised November 2006)
- Case
Tax-Motivated Film Financing at Rexford Studios
By: Mihir A. Desai, Gabriel J. Loeb and Mark Veblen
The head of production for Rexford Studios must analyze the terms and value consequences of an international financing involving a German film fund. The financing involves a sale-leaseback structure where international tax rules give rise to a sizable economic pie that... View Details
- October 2002 (Revised May 2003)
- Case
Dynatrol Corporation: Andover Assembly Division
By: H. Kent Bowen, Janice H. Hammond and Ramchandran Jaikumar
While grappling with glitches in the design and operation of its production system, Andover Assembly must also launch a new sensor product line to meet ultimatums issued by frustrated Signatron vice presidents. The financial returns of the division are not meeting... View Details
- 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
- September 2002 (Revised October 2002)
- Case
Bank of America (A)
By: Stefan H. Thomke and Ashok Nimgade
Describes how Bank of America is creating a system for product and service innovation in its retail banking business. Emphasis is placed on the role of experimentation in some two-dozen real-life "laboratories" that serve as fully operating banking branches and as... View Details
- September 2002 (Revised October 2002)
- Case
GolfLogix: Measuring the Game of Golf
By: John T. Gourville and Professor Jerry N. Conover
GolfLogix has developed a small, GPS-based device to help golfers track their play. They must decide how best to distribute these devices: 1) sell them directly to golfers through traditional retail channels; 2) sell them to courses, which would then provide them to... View Details
- September 2002
- Case
Abercrombie & Kent
By: Frances X. Frei, Brian Corbett, Mark Partin and Daniel Rethazy
Describes Abercrombie & Kent, the outdoor adventure company that has provided services throughout the entire history of the outdoor adventure industry. Provides an opportunity to learn how the company successfully grown into a premier player in the industry by adapting... View Details
- August 2002 (Revised August 2003)
- Case
Electronic Arts Introduces The Sims Online
By: Youngme E. Moon
Electronic Arts (EA), the world's largest independent game publisher, is preparing to launch an online, subscription-based version of the most popular PC game in history: The Sims. The new game is called "The Sims Online" and it differs from the original game in two... View Details
- August 2002 (Revised February 2005)
- Case
Gillette Company (A): Pressure for Change
By: Rosabeth M. Kanter and James Weber
After years of strong performance with market-dominating brands, Gillette's performance slips and a new CEO is selected from outside the company to lead a turnaround. This case describes the business and financial situation he inherited and asks what he should do... View Details
- July 2002 (Revised March 2003)
- Case
Restructuring Bulong's Project Debt
By: Benjamin C. Esty and Michael Kane
Preston Resources, a small Australian gold mining company, bought the Bulong nickel mine for A$319 million in November 1998 and financed the acquisition by issuing a US$185 million (A$294 million) project bond. At the time, mining had been underway for several months,... View Details
- June 2002
- Case
Vans: Skating on Air
By: Youngme E. Moon and David Kiron
Vans is best known for selling footwear and apparel to skateboarders, surfers, and other alternative sports athletes. In April 2002, Gary Schoenfeld, the CEO, is facing a number of challenges. With respect to footwear, he must decide what to do about two product lines... View Details
- June 2002 (Revised September 2002)
- Case
Pokemon: Gotta Catch 'Em All (Abridged)
By: Youngme E. Moon
Pokemon, the colloquial name given to a collection of 150 fantastic, animal-inspired creatures with organic powers and the capacity to evolve, are the stars of video games, trading card games, and TV cartoons. Conceived in Japan in 1996, Pokemon quickly became that... View Details
- April 2002 (Revised February 2003)
- Module Note
Teaching Project Finance: An Overview of the Large-Scale Investment Course
By: Benjamin C. Esty
Large-Scale Investment is a case-based course about project finance for second-year MBA students. Project finance involves the creation of a legally independent project company financed with nonrecourse debt for the purpose of investing in a single-purpose industrial... View Details
- April 2002 (Revised July 2002)
- Case
Imagicast
By: John T. Gourville and Alison Berkley Wagonfeld
Imagicast has brought to market an interactive, multimedia retail kiosk designed to increase product sales. In spite of promising projections by industry analysts and detailed demand forecasts by Imagicast management, the company has yet to sell a single kiosk. Time... View Details